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IN THIS ISSUE

pbctodayAUGUST 2019ISSN 2516-4104

The government's proposals to radically reform building safety, the new

PM reshuffles the cabinet, gauging the true value of the construction

industry, how Living Buildings could revolutionise the built environment

and why councils are returning to housebuilding

James Prestwich – National Housing Federation

Professor Janice Morphet – University College London

Sam Stacey – UKRI Transforming Construction

How much would it really take to deliverthe homes the UK needs?

IntroductionWelcome to the August edition of PBC Today. I sit down to pen (well, type)this introduction in a week where wehave seen the new Prime Ministerwaste no time in getting his feet underthe table at Number 10 and sweepaside the remnants of the previousregime as he gears up to deliver Brexit“do or die” by 31 October.

Time will tell if Boris Johnson candeliver the “golden age” he prophesisedin the House of Commons, and all ofus working in and associated with theconstruction industry, one of the keypillars of the UK economy with manyinternational ties in terms of labour,products and expertise, will be watching closely.

But while we watch and wait, theworld does not stop turning. There iswork to be done and plenty of issueson the sector’s agenda.

At the top of that list is the ongoingreform of building safety in the wake ofthe Grenfell Tower tragedy. We take alook at the government’s latest consul-tation, issued in response to DameJudith Hackitt’s review of Building Regu-lations and fire safety, to fundamentallyreshape the system of oversight forhigher risk residential buildings.

We also talk to Sam Stacey, who is leading the Transforming ConstructionChallenge, about why he took on therole, what has been achieved so far andthe future of precision manufacturingand offsite.

Another key issue is the undersupplyof housing, particularly social housing.But what is the true cost of meetingthis challenge? James Prestwich

discusses recent research from theNational Housing Federation, whichsays the government would have tospend £146bn over the next 10 years.

It is a huge sum but, he argues, thehousing crisis is deeply entrenchedand we should look at spending onhousing as investment in vital infrastructure, which in turn willdeliver real economic benefits.

Elsewhere, Dr Janie Morphet of University College London examinesthe factors behind a resurgence incouncil housebuilding, which hasreached levels not seen since the1990s, and what can be done to support further development.

We also have Eddie Tuttle of the Chartered Institute of Building, whodiscusses new research it is conductingto gauge the true value of the construction industry to the economyand wider society.

And there is much more besides.Robert Manowski of Bentley Systemslooks at the rise of digital twins andhow they can shape smarter cities,Women in BIM founder Rebecca DeCicco highlights the need to encouragemore women into the industry, and Dr Martyn Dade-Robertson and Professor Gary Black discuss a projectbetween Newcastle and Northumbriauniversities to create “Living Buildings”that are grown with living engineeredmaterials, process their own wasteand generate energy.

As ever, a big thank you to all ourexpert contributors – and if you wouldlike to get involved in the debate,please do get in touch. ■

WritersSteph BlundellElisha Sketchley

Production CoordinatorEmma Faulkner-Dunn

DesignersAndrew BosworthBen Green

SalesGlyn JacksonJames Harrop

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EditorAndy Jowett

8 | People MovesPBC Today details the latest comings and goings in the architecture, engineering and construction industries

20 | Why are councils returning todirect delivery of housing?Local authorities are providing housingagain on a scale not seen since the early1990s. Why is this, how is it being achievedand what could be done to supportcouncils more as they focus on housingprovision? Professor Janice Morphet ofUniversity College London discusses newresearch looking at these questions

12 | Site ShowreelUK's biggest-ever concrete pour sets the base for first Hinkley Point C reactor; Heathrowsets out the preferred masterplan for itsredevelopment; and construction work iscompleted on Beijing's new "mega-airport"

Planning andDevelopment

Overview

38 | Asset management and performance in the builtenvironmentAlan Somerville, head of the BuildingPerformance Group and executivedirector at BRE, outlines how themeasurement of asset performance sitswithin the wider context of environmental,social and corporate governance (ESG)and delivers long-term value

42 | Changing buildings for achanging populationHenry Lawson, senior analyst of worldmarket intelligence at BSRIA, discussesa new white paper examiningdemographic megatrends and whatthey mean for the planning anddevelopment of the built environment

24 | Gauging the true value ofthe construction industryA new series of reports from theChartered Institute of Building willexamine the true value of theconstruction industry to the economyand wider society. Director of policy,research and public affairs EddieTuttle discusses the importance ofsector and the first study, which looksat the industry in Scotland

Contents August 2019

16 | We finally know the cost ofending the housing crisisNew modelling from the National HousingFederation reveals the government needsto spend around £146bn over the next 10years to deliver the homes the UK needs.It is a huge sum but, says head of policyJames Prestwich, social housing is crucialinfrastructure and investing in it willbenefit the wider economy

46 | Planning stability willdrive housebuilding growthHousebuilding is an emotive issue atthe best of times but in the face of afull-blown crisis in supply, the need todeliver many more homes, in theright places, cannot be ignored. JoeRidgeon, director of Hedley PlanningServices, examines the key issuesaffecting supply

30 | A world-first research hubto create Living BuildingsExperts from Northumbria andNewcastle Universities will developnew technologies to revolutionisehow buildings are constructed andhow they operate

34 | Adapting the planningsystem to emerging trendsThe housing crisis, shiftingdemographics and a rise in peopleliving on their own represent majorchanges for how we live, yet townplanning is slow to react to new formsof housing, argues WYG associatedirector Mark Westcott

58 | The grass is often greeneron the brownfield siteIt’s time for the construction industry toset aside the wrecking ball and rethinkhow it uses brownfield land, argues NickRussell, director of civil and structuralengineering consultancy Thomasons

62 | Brexit, construction and civil engineering: Making the most of the latestgovernment adviceRoss Keatley of the Immigration AdviceService, an organisation made up ofimmigration solicitors, examines thepotential impact of Brexit on theconstruction and engineering workforce

75 | Invasive weeds set forflowering seasonDr Peter Fitzsimons, Invasive WeedControl Group technical manager ofnational trade body the Property CareAssociation, explains the importanceof being alert to alien plant species atthis time of year

90 | Construction connectivity:Getting back to basicsTechnology such as drones, roboticsand 3D printing offer huge potentialfor construction but the sites of thefuture cannot become a reality untilthe industry conquers the basics ofconstruction connectivity, argues NickSacke, head of IoT and products atComms365

48 | Making geospatial datamore accessibleA new Data Exploration Licence hasbeen launched by the UK’s GeospatialCommission to simplify access to anduse of geospatial data

82 | The office is dead. Long live the office.Nicola Gillen of AECOM explores howemerging technology and changingneeds will shape the next generationof workplace design

66 | Making housing better ina warming worldSimon Storer, chief executive of theInsulation Manufacturers Association,looks at the thermal efficiency andpositive benefits of polyisocyunurate(PIR) and PU insulation, accuratespecification through digitalisationand how this essential product canhelp the UK’s housing stock adapt tothe impacts of a changing climate

72 | Construction disputes:How to avoid them and whatto do if it all goes wrongThe value of UK construction disputeshas fallen 47%, significantly below theglobal average, according to designand consultancy Arcadis. Yet despitefalling values, disputes are takinglonger to resolve. Gary Kitt, UK head ofcontract solutions, explores the leadingcauses of disputes and discusses whatyou can do if problems start to arise

85 | The use of admixtures towaterproof concrete: Part 7James McDonald of Cementaiddiscusses the importance ofwaterproofing admixtures that alsoprovide damp-proofing in achievingdesign intent

94 | Building smarter citieswith digital twinsPBC Today talks to Robert Mankowski,vice-president of digital cities atBentley Systems, about how digitaltwins can help to plan, design, buildand operate smarter infrastructure

110 | BIM4Water: A drive fordigital transformation acrossthe UK water sectorBIM4Water has moved from a start-upgroup in 2013 raising awareness ofBIM in the water sector to become aleadership group with over 200members, who are taking practicaland collaborative steps to implementBIM in this sector and sharingexperiences more widely through itspublications, case studies, seminarsand via the UK BIM Alliance

114 | Why cities need tounlock their planning dataCities are sitting on a wealth ofvaluable data locked away in planningdocuments. It’s time they learn how tobetter use a resource that’s entirely intheir control, explains Stefan Webb

98 | A digital replica for HongKong Science ParkDigital twin campus initiative drivessmart facilities management for HongKong Science Park

106 | West Cambridge:Developing a digital twindemonstratorThe Institute for Manufacturing’s West Cambridge project is highlightinghow digital twins can harness datafrom multiple sources to informbetter building management, whileimproving productivity and wellbeing

102 | Digital twin ambitions: How to catch up with the futureDr Paul Cureton of ImaginationLancasterat Lancaster University and Elliot Hartley,managing director of Garsdale Design,examine the UK’s digital twin ambitions

54 | We must work together to prevent occupational lungdiseaseMalcolm Shiels, chair of the Institutionof Occupational Safety & Health’sConstruction Group, discusses thebody’s support for the HSE’sDustbuster campaign to raiseawareness of the dangers ofoccupational lung disease and its ownefforts to tackle work-related cancers

BIM

118 | Women in BIM:Attracting and retaining amore diverse workforcePBC Today recently spoke with RebeccaDe Cicco, the founder of Women inBIM (WiB), about the growing need toencourage more women to join theconstruction industry

122 | Digital twin: The cutting-edge technology forthe built environmentCristina Savian, CEO and founder ofBe-Wise, looks at how digital twintechnology is taking the AEC sector by storm

80 | UK fatberg awarenessis increasing – but action isstill neededThe public is becoming moreaware of how their everyday habitscontribute to serious drain andsewer blockages – but more needsto be done to actually address theproblem, argues Michelle Ringlandfrom Lanes Group

154 | TransformingConstruction: DrivinginnovationSam Stacey, challenge director, UKRITransforming Construction, talks toPBC Today about why he took on therole, the key aims of the TransformingConstruction Challenge and the futureof precision manufacturing and offsiteconstruction

Offsite

160 | Transformingconstruction throughcollaboration and innovationRichard Crosby, director ofconstruction consultants blacc, looksat how a pioneering consortium couldtransform the way schools aredesigned, procured and built offsite

142 | Harnessing the power of digital construction to shape the future of the built environmentDigital technology is having an increasing impact on the way the built environment is delivered.Melanie Dawson, director of digital construction at GRAHAM, explains how the business isimplementing cutting-edge technology to realisebest-in-class projects that deliver lasting impact

164 | AIMCH: How digital and offsite construction cantransform housebuildingAdvanced Industrialised Methods forthe Construction of Homes (AIMCH) isa pioneering project that putscollaboration, digital working andlarge-scale offsite manufacturing atthe heart of tackling the housing crisis.Stewart Dalgarno, director of productdevelopment at Stewart Milne TimberSystems, explains how it works

144 | IoT and pollution: A breath of fresh airThe effects of air pollution are anincreasing concern for citites around theworld. Nick Sacke of Comms365 looks athow the Internet of Things can supporta better understanding of the factorsbehind it in order to more effectivelyaddress the harm it can cause

148 | Handheld scanningtakes survey of heritagebuilding to the next levelHandheld scanners have allowed a siteteam to deliver as-built representationsof an art deco skyscraper in BeloHorizonte, Brazil, four times faster thantraditional methods

150 | BIM takes off atCopenhagen AirportCopenhagen Airport created BIMprocess standards for existingbuilding projects, beating its savingstarget and opening the door for otherorganisations to benefit. Bentley’sChintana Herrin takes a look

168 | The need for speed inhousebuilding as new startsfall againNew build housing starts fell by 9% inthe first quarter of 2019, according tothe latest statistics. Joseph Daniels,chief executive of modular homesprovider Project Etopia, argues thatthe system is clearly failing and thereis a need for speed in both planningand construction

136 | A new protocol forreusing structural steelThe Steel Construction Institute hasdeveloped a draft protocol proposinga system of investigation and testingto support the mainstream reuse ofstructural steel

126 | Building the foundationsfor the future of the NHSSander van de Rijdt, co-founder andmanaging director of PlanRadar, looksat how construction’s technologicalrevolution is going to change how ourpublic services are delivered to unlockhours of productivity in UK hospitals

132 | Shaping constructionwith drone digital/realitycapture technologyIan Tansey of ProDroneWorxdiscusses how digital/reality captureoutputs from drone technologyrevolutionised the management of aconstruction project

130 | The constructionindustry’s digitaltransformationStuart Bell, sales and marketingdirector at construction softwarespecialist GroupBC, outlines the keyreasons why digital adoption isabsolutely integral to the constructionindustry’s future, exploring thebenefits of these systems and theircrucial role in drastically improvingbusiness health and operation

256 | INDEX

Overview228 | Building a safer future:Proposals for reforming thebuilding safety regulatorysystemAhead of the second anniversary of the Grenfell Tower fire, thegovernment published a consultationto create a radically new building andfire safety system that puts residents’safety at its heart

170 | The future is offsite:Creating construction’s UbermomentScaling up and maturing the offsitemanufacturing sector could create an“Uber moment” for housebuilding,says Dave Sheridan, executivechairman of ilke Homes

206 | Modern Methods ofConstruction: Good foundationsor built up too much?Ian Atkinson and Ryan Lavers of lawfirm Womble Bond Dickinson examinethe rise of Modern Methods ofConstruction and whether they arehaving the impact predicted

212 | Sustainable timber: The smart, affordable, fastway to build new UK homesJeremy English, sales director formanufacturing at Södra Wood,Sweden’s largest forest-ownerassociation, explores how timber can facilitate less expensive, moreefficient and attractive construction

218 | Site checking to ensurehigh-quality workWhile modern timber frame buildingsare usually factory-made, a successfulproject still requires every aspect ofthe on-site construction process to becompleted to high standards ofworkmanship

224 | TRADA’s Better TimberBuildings Conference returnsfor 2019A one-day conference intended toeducate, inspire and empowerarchitects, engineers, suppliers andclients to design and build bettertimber buildings

188 | Modern Methods ofConstruction in a reorderedworldLaw firm Burges Salmon looks at howthe perfect storm of sector restructureand the advance of Modern Methodsof Construction will combine toreshape construction procurement in2025 and beyond

194 | Energy House 2.0:Supporting clean tech for the built environmentProfessor Will Swan and Dr RichardFitton discuss the University ofSalford’s Energy House 2.0, a state-of-the-art research facility that will testnew technology to help speed up thedevelopment of better, more reliableproducts for the built environment

200 | Is a “rigid” planningsystem holding back an MMCrevolution?Modern Methods of Construction offerthe opportunity to rethink how homesare designed and built – and speed updelivery of much-needed properties,yet they currently account for only asmall percentage of new housing. Is apotential revolution being held back byan outdated planning system?

236 | Future BuildingRegulations: Competence,compliance and acommitment to changeAs the industry edges ever-closer tofire safety reform, David Mowatt,chairman of the Smoke ControlAssociation (SCA), discusses BuildingRegulation compliance and the needfor robust enforcement procedures

176 | The UK constructionchange agendaAndrew Carpenter, chief executive ofthe Structural Timber Association andchair of BIM4Housing, explores theevolution of the construction industry

180 | Accelerating theimplementation of advancedmanufacturing techniquesMartin Ganley, BRE programmedirector for the ConstructionInnovation Hub, offers his reflectionson a recent roundtable looking atadvanced manufacturing techniquesin the built environment sector

184 | Offsite progression and the shift towards modulartechnologyJackie Maginnis, chief executive of theModular & Portable Building Association,discusses the shift away from traditionalmethods of construction towardsmodular technology

250 | Stronger and broadertraining in the fire safetyindustryIan Moore, chief executive of the FireIndustry Association, discusses its effortsin raising the bar for professionalism inthe fire safety industry

Building Control

242 | The looming accessiblehomes crisisIt’s no secret that the UK has anageing population who will havechanging and possibly more complexneeds as they get older. Yet when itcomes to housing, the provision ofeven basic accessibility features iswoefully low. After publishing itsrecent forecast of accessible housing,Habinteg Housing Association argueswe cannot afford to ignore the issueany longer

246 | Preventing homes fromoverheatingMartin Twamley, UK technical managerat Steico, examines the factors behindoverheating in housing and how therisks can be reduced

People MovesPBC Today details the latest comings and goings in the architecture,engineering and construction industries. If you have an appointmentstory to share, get in touch at ajowett@pbctoday.co.uk

8 | People Moves

HSE announces new chief executive The Health & Safety Executive has named Sarah Albon as its new chief executive.

Albon, who is currently the chief executive and inspector general of the Insolvency Service, will take up the role on 1 September.

She will be replacing acting chief executive David Snowball, who has held the post since June 2018 and willbe retiring from the HSE at the end of the year.

Albon’s previous roles in government include director of strategy and change at Her Majesty’s Courts & Tribunal Service and director of civil family and legal aid policy at the Ministry of Justice. She has also servedas principal private secretary to two Lord Chancellors.

“I am honoured to have the opportunity to lead the executive of this important and hugely respected regulator,” she said.

“Working together with my new colleagues across HSE, I’m looking forward to getting to grips with the vitalmission we deliver on behalf of Great Britain’s workplaces.

“My focus will be on continuing to deliver improvements in health and safety performance as our workplacesmove into a future with new challenges, new technologies and new opportunities.”

HSE chair Martin Temple said: “I am delighted to welcome Sarah Albon to HSE as our new chief executiveand look forward enormously to working with her.

“Sarah’s CV speaks for itself and her valuable experience in leading organisations through change and planningfor the future will stand her in good stead leading this world-class regulator of workplace health and safety.”

| 9People Moves

Former Mitie CEO joins Tideway boardFormer Mitie chief executive Baroness Ruby McGregor-Smith CBE has joined the board of Tideway, the company building the £4.2bn Thames Tideway super sewer.

The 25km tunnel is being built across 24 sites spanning the capital from Acton in WestLondon to Beckton in the East. It is designed to prevent tens of millions of tonnes of pollution that currentlypollute the Thames every year from entering the river.

According to Tideway’s 2018-19 annual report, the first three kilometres of the tunnel have been completed,and the project is on course to meet its 2024 completion date.

Commenting on McGregor-Smith’s appointment, Tideway chairman Sir Neville Simms said: “We are delightedwith this most recent appointment to the Tideway board. Ruby has a wealth of experience in the commercialsector and will be an asset to the organisation as we reach the peak of construction on the project.”

McGregor-Smith was CEO of Mitie from 2007 to 2016. She was nominated to become a life peer in August 2015.

Mott Macdonald appoints new UK managing directorMott MacDonald has appointed Cathy Travers as managing director of its UK and Europeregional business, succeeding James Harris who has become group managing director.

Travers joined Mott MacDonald in 1990 after the acquisition of Husband & Company and has held a rangeof operational and business development roles, including development director for Mott MacDonald’s UKand Europe regional business.

Most recently, she was managing director of the consultancy’s buildings and infrastructure business in the UKand Europe. She was responsible for the control, direction and leadership of over 30 offices and 1,800 staff,operating in the built environment, advisory, transportation, water and environment and energy sectors.

Prior to this, she was development director Mott MacDonald’s UK and Europe region and was responsiblefor the overall strategic and business development of the business.

Her career has involved the civil and structural design of major buildings and infrastructure across the UKand more recently, she has provided project management, technical and procurement advice to a variety ofpublic and private sector clients. She has played a leading role in the development of Mott MacDonald’searly career professionals.

Mike Haigh, Mott MacDonald’s group chairman, said: “I’m delighted that Cathy has been appointed as managing director, UK and Europe – her experience is invaluable, and she has all the skills to do a brilliantjob. Cathy has been with Mott MacDonald for nearly her whole career, leading many teams and projects, soshe is exceptionally well-placed to lead our business in the UK and Europe.”

10 | People Moves

NBS appoints director of technical content

NBS has appointed Tina Pringle as its new director of technical content.

After qualifying in International Business and Information Technology, Pringle started her career in project management before focusing on the design and development aspects of construction. Over 25 years in the industry, she has worked in construction, built environmentconsultancy and masterplanning through to major capital project development and asset management.

She joined NBS in 2014 as head of technical information, helping the business achieve global recognition asa technical content specialist for the digital construction industry.

Pringle also works with local groups and schools to promote STEM subjects, showing young people theopportunities in the technology and construction industries.

Most recently, she has been involved in the Northern Women in Leadership course, which provides womenat all levels the opportunity to develop their skills and knowledge in leadership.

Pringle said: “In the last few years, the digital construction industry has seen rapid change, and it has beenfantastic to be part of NBS in helping shape some of that change.

“As NBS continues to grow globally, I am really excited about the opportunities to work with multiple teamsacross the globe: focusing on the digital dimension of the built environment, using the content within theNBS platform to deliver digital construction, DE and BIM information and data requirements of the future forour clients.”

Helen Whitfield, chief operating officer of NBS, said: “I am delighted with Tina’s promotion, her experienceand deep understanding of the global construction market will support the next stage of NBS’s ambitiousgrowth plans.

“Combine this with Tina’s relentless focus on customer advocacy and her passion for leading with purpose,NBS is proud to have Tina promoted to their senior team.”

| 11People Moves

Johnson names new transport and housingsecretaries in sweeping cabinet reshufflePrime Minister Boris Johnson named new transport and housing secretaries as part of his sweeping changes to the cabinet.

Grant Shapps has been appointed transport secretary, replacing Chris Grayling, one of 17 ministers fromTheresa May’s cabinet who have returned to the back benches.

Shapps is a former international development secretary who resigned in 2015 over allegations he failed toact on allegations of bullying when he was Conservative Party co-chair.

Robert Jenrick has moved from exchequer secretary to the Treasury to take over from James Brokenshire ashousing and communities secretary. The MP for Newark is a qualified solicitor who was working as a directorfor Christie’s before entering parliament in 2014.

Esther McVey, who was a contender for the Tory leadership, becomes housing minister and will attend cabinet.

Other changes include Andrea Leadsom returning to cabinet to replace Greg Clark as business secretary,former Brexit secretary Dominic Raab taking over at the Foreign Office and former Northern Ireland secretaryTheresa Villiers becoming environment secretary.

Jo Johnson, the Prime Minister’s younger brother, has been named business minister and will attend cabinetas a minister with BEIS and the Department for Education.

Those leaving government include Liam Fox, Penny Mordaunt and Boris Johnson’s former rival for the partyleadership, Jeremy Hunt.

12 | Site Showreel

Hinkley Point C has hit a major milestone with the completion of the base for its first reactor,known as J-zero.

The final 9,000m3 of concrete was the largest concrete pour in the UK, beating a record set bythe Shard in London. The base has been reinforcedwith 5,000 tonnes of Welsh steel.

The base of the second Hinkley Point C reactor ison course to be completed in June 2020.

In total, the £19.6bn project is expected to usearound three million tonnes of concrete.

Approximately 4,000 people are currently workingat the site and around half are from the local area.

Overall, the construction and operation of HinkleyPoint C is expected to create 25,000 employmentopportunities.

Visiting the site to mark the completion of the J-zero base, minister for nuclear Andrew Stephensonsaid: “This is a huge achievement for Hinkley PointC and a major milestone for the UK’s nuclear newbuild industry, which – as a low carbon electricitysource – is key to meeting our ambitious target ofzero net emissions by 2050.

“The project will not only power nearly six millionhomes, it will add an enormous boost to the localand national economy, delivering over 25,000 newjobs and securing long-term, well-paid employment– a key step in delivering clean growth as part ofour modern Industrial Strategy.”

Location: Somerset, UKProject team: EDF Energy,Bouygues-Laing O’Rourke JVCompletion: 2022

Site ShowreelWelcome to Site Showreel, where PBC Today highlights innovative and intriguing projects from around the world. If you have a project you'd like to showcase, get in touch at ajowett@pbctoday.co.uk

Hinkley Point C: UK’s biggestconcrete pour sets base forabove-ground construction

| 13Site Showreel

Heathrow Airport has unveiled the preferred masterplan for its expansion through to 2050,including the opening of a third runway in 2026.

Based on previous consultations, the masterplanputs forward proposals to manage the environ-mental impact of expansion including a HeathrowUltra Low Emission Zone, a Heathrow VehicleAccess Charge to reduce congestion and a 6.5-hourban on scheduled night flights.

Location: Heathrow Airport, London. Completion: 2050

Construction work has been completed on Beijing’snew Daxing International Airport, which will handle630,000 flights and 72m passengers a year by 2025.

The four-runway airport comprises a 700,000 sq mterminal and 80,000 sq m ground transportationcentre, which has been designed by British firmZaha Hadid Architects to be extremely user-focusedwith a six-pier radial layout to maximise flexibility inoperations.

China has the world’s fastest-growing aviationsector yet Beijing’s existing airport was already atcapacity. Work began on building Daxing International in December 2014.

Growth is being planned in stages through to 2050to mirror forecasted growth in passenger numbersand help charges remain close to 2016 levels, theairport said.

A 12-week consultation is now underway seekingfeedback on plans to operate the future three-runway airport, the assessment of the impacts ofthe airport’s growth and the plans to manage theeffects of expansion. The consultation will run until13 September.

In 2018, more than 80m passengers and 1.5mtonnes of cargo passed through Heathrow.

Emma Gilthorpe, Heathrow’s executive director of expansion, said: “Expansion must not come atany cost. That is why we have been working withpartners at the airport, in local communities and in government to ensure our plans show how wecan grow sustainably and responsibly, with environmental considerations at the heart ofexpansion.

“This consultation is an opportunity for people tohave their say on our preferred masterplan, so it’sreally important that as many people as possibletake part. We look forward to hearing your views.”

The new “mega-airport” has been designed toexpand to eventually handle 100m passengers andfour million tonnes of cargo annually.

Daxing International is expected to officially openon 30 September.

Heathrow reveals preferredmasterplan for expansion

Construction of Beijing’s Daxing International “mega-airport” completed

Location: Beijing, China. Architect: Zaha Hadid ArchitectsCompleted: 2019

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We finally know the cost ofending the housing crisisNew modelling from the National Housing Federation reveals thegovernment needs to spend around £146bn over the next 10 years todeliver the homes the UK needs. It is a huge sum but, says head ofpolicy James Prestwich, social housing is crucial infrastructure andinvesting in it will benefit the wider economy

16 | Planning and Development

This year, we mark the centenary of a landmarkpiece of legislation, which has fundamentallyshaped the housing system in this country –

perhaps more than any other. The end of the FirstWorld War created huge demand for affordablehomes across the country, which led to the passageof the Housing & Planning Act of 1919. Now betterknown as the Addison Act – after Dr ChristopherAddison, the then-minister of health and the bill’sauthor – it set in motion the whole system of socialhousing we know today.

It made housing a public responsibility for the firsttime, establishing the principle that the governmentmust ensure there are enough decent, affordablehomes to go around. It’s a noble vision, and it’s vitalthat we don’t lose sight of it.

Now, 100 years on, what does our housing system –especially social housing – look like? For many of us,the cracks are clear to see: rough sleeping is up165% on 2010 levels, while temporary accommoda-tion is full to bursting. The amount of social housinghas fallen, leaving expensive and insecure privaterenting as the only real alternative for millions ofpeople. This is having dire consequences – 1.3m children are now growing up in poverty in the privaterented sector.

Why has this happened, a century on from a land-mark law that made the government responsible forensuring everyone had a decent home? The answeris that, for decades, successive governments of allparties have failed to invest enough in affordablehousing. In 1953, the government spent £11.3bn in

today’s prices on building new social housing – bylast year, this figure had fallen to just £1.27bn.

Ultimately, this is a problem that has been caused bylack of investment. It means that the solution lies inrenewed investment, targeted to deliver the socialhousing the country desperately needs.

“The government already spends about£10bn every year just on roads. The logicis simple: they’re a vital part of ourinfrastructure and we need a functioningroad system to keep the country moving,so the government invests in it. That samelogic should also apply to housing.”

Now, for the first time, we can put a price on howmuch money is required. Over the next 10 years, thegovernment should invest £146bn in building socialhousing. Per year, this works out at an average ofaround £12.8bn, in today’s prices.

Of course, this feels like a vast sum of money – and it is. The housing crisis is deeply entrenched, andcan’t be solved easily. It will take political will and asignificant long-term investment to finally bring it toan end.

However, it’s important to put this figure in perspec-tive. The government already spends about £10bnevery year just on roads. The logic is simple: they’re avital part of our infrastructure and we need a func-tioning road system to keep the country moving, sothe government invests in it. That same logic shouldalso apply to housing.

As well as providing the social homes the country desperately needs, this investment would have widerbenefits for everyone. By spending £12.8bn each year,the government could create an economic boom. Itwould add £120bn to the economy annually, support-ing businesses and new jobs, and helping to boost theeconomy.

“In 1953, the government spent £11.3bn in today’s prices on building new socialhousing – by last year, this figure hadfallen to just £1.27bn.”

Meanwhile, this investment would also save the government money. By building new social housing,more and more people could move out of expensivetemporary accommodation or privately rented homes,and into social housing where they can afford the rentand put down roots. This would, in turn, bring downthe colossal housing benefit bill, which reached thedizzying heights of £22.3bn last year.

Of course, spending this money won’t fix the problemovernight – the housing crisis requires a long-termperspective and long-term certainty. This would allowthe funding to be ramped up, with less money in ini-tial years of the programme as new jobs are created.Then, when additional capacity is in place, moremoney can be spent in later years.

What’s important is that the government invests thedesperately needed money that is required to endthe housing crisis. Underfunding is the biggest causeof this crisis, so it must be part of the solution. Forthe first time, we know exactly what it will take to endthis economic, social and human catastrophe. Wecan also reap the economic rewards of this spendingprogramme, creating new jobs and supporting businesses across the country.

Now that we know what needs to be done, it’s up to the government to take the lead and make ithappen. ■

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . James PrestwichHead of PolicyNational Housing FederationTel: +44 (0)20 7067 1010info@housing.org.ukwww.housing.org.uk

| 17Planning and Development

James Prestwich, National HousingFederation head of policy

In just a couple of months’ time, significantchanges to VAT in the construction industryare coming into effect. These changes are

likely to have both administrative and cashflow impacts, so it is essential that businessesare aware of the implications and get readyfor the new changes.

The new scheme, taking effect from 1 October2019, is known as ‘reverse charging’. Thismeans that VAT-registered businesses withina supply chain in the construction industrywill no longer charge or receive VAT betweenthemselves. While they will still record VAT,they won’t actually pay it over or receive itfrom each other. Only where services are tothe ‘end user’ in a chain – likely to be thedeveloper or main contractor – will VAT becharged and paid over to HMRC.

Why the change?These changes are aimed to combat possiblefraud and to make the collection of VAT moreefficient. Because VAT amounts will no longeractually change hands between contractorsand subcontractors, HMRC hopes to makethe system more efficient as there will befewer parties that HMRC may need to chasefor non-payment. HMRC should still receivethe same overall amount of VAT as before,while reducing the chance of a firm owingVAT to HMRC and going insolvent, incurringa loss to the public purse.

Detailed guidance from HMRC is availablehere.

What should firms be doing?So what will this mean in practice for contractors and subcontractors in the industry?There are a number of issues that all firmswho belong to the Construction IndustryScheme should look at:

Consider what changes are needed to•billing and accounting systems, seeing asVAT will no longer be chargeable or receiv-able in most cases.

Analyse your supplier and customer lists •to assess which ones reverse charging willapply to.

Identify which customers are ‘end users’•who will have to continue paying VAT toHMRC – it is advisable to gain confirmationfrom them in writing that they are an enduser.

Talk to your accountant or tax advisor about•the new requirements.

Assess the cash flow implications for your•business, as you are likely to receive lessVAT than before.

Analysing the cash flow impactThe cash flow implications could in fact besignificant. Many building firms and sub -contractors have become accustomed toreceiving VAT on top of their invoices for services rendered, and indeed use it as aform of liquidity before they have to pay the

Get your business readyfor major changes to VAT Andrew Dixon, commercial director of specialist financeat Aldermore looks at how construction firms canprepare themselves for impending changes to VAT

18 PROFILE

monies owing to HMRC at the end of thequarter. This money will stop coming in from1 October.

As James Duffill of real estate consultancyNaismiths says: “Many firms in the sectorseem unaware of the changes that arecoming. It is essential to undertake a detailedreview of the impact of this change on cashflow and consider how the business will dealwith it.”

At a time when the construction industry is already wrestling with tough trading conditions, these changes could put furtherpressure on the sector. Many small contrac-tors and subcontractors in particular couldstruggle with short-term cash flow issues inthe early months of the new system.

As a funder and champion of the constructionindustry, Aldermore can provide facilities tosupport firms with their cash flow needs.

In the meantime, companies should famil-iarise themselves with the new regime as amatter of priority.

AldermoreTel: 0333 999 3378sfsalesadmin@aldermore.co.uk www.aldermore.co.ukwww.twitter.com/AldermoreBank

Registered Offi ce: 1st Floor, Block B, Western House, Lynch Wood, Peterborough PE2 6FZ. Registered in England No. 947662. AIF597-0719-100451

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You build your business. We structure the fi nance.Our tailored Specialist Finance packages and team of construction fi nance experts can keep your cash fl ow steady when unpredictable costs and payment schedules arise.

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Why are councils returning todirect delivery of housing?Local authorities are providing housing again on a scale not seen sincethe early 1990s. Why is this, how is it being achieved and what couldbe done to support councils more as they focus on housing provision?Professor Janice Morphet of University College London discusses newresearch looking at these questions

20 | Planning and Development

The report, Local Authority Direct Delivery ofHousing, was funded by the Royal Town Planning Institute. This is the continuation of

research undertaken in 2017. We found that somethings have remained the same – particularly themotivations of councils – but the number engagingin direct delivery, using a range of methods, hasincreased.

The research is based on a variety of sources including direct surveys, desk surveys, roundtablesacross England and over 20 case studies in the tworesearch projects.

Why are councils returning to housing delivery? Councils are motivated to deliver housing by anumber of issues and often these are in clustersrather than any single issue being the dominantreason.

The first cluster is around strategic council issues.Faced with a growing housing crisis at local levels,councillors consider that it is their responsibility todeliver housing for all parts of their community –whether young families, growing numbers of olderpeople and, in some parts of the country, housingfor managers to support the local economy.

Just over 50% of local authorities are no longer council house stockholders but all councils in Englandhave responsibilities under the HomelessnessReduction Act 2018, which obliges them to preventhomelessness as well as to support householdsonce it has occurred.

A further corporate motivation is the removal of theRevenue Support Grant by the government. Councilsare looking at ways to support their income todeliver services and provide a sound financial basisfor the future that are not reliant on governmentpolicies. Here councils are beginning to regard theirapproach as patient investors.

“While the government’s housing policyhas become more focused on social andaffordable rent to meet local needs, this isnot mirrored in planning policy asrecently set out in the revised NPPF. Thereport recommends that this is addressedas a matter of urgency.”

Finally, and not least, there is a corporate concernabout the quality of housing that is being built by themarket and the longer-term issues that it may bestoring up for councils as a whole. These concernsare with smaller room sizes, poorer estate layoutsand increases in buy to let properties. We havefound councils unwilling to purchase market housingfor their own stock for these reasons.

The second group of motivations relate to planningissues. Councils are frequently frustrated by slowbuild out rates of market developers or stalled siteswhere no development is planned. They are alsoconcerned that renegotiations of planning consentson viability issues are breaking the trust with theirlocal communities that accepted development inreturn for other associated mitigations agreed within s106 agreements. Councillors have to facetheir communities when these benefits have been

| 21Planning and Development

negotiated away after planning consent has beengiven. Some local authorities have good relationshipswith housing associations but they vary across thecountry. The recent takeovers of many smaller asso-ciations by larger ones have broken the local linksthat had been in existence since stock transfer.

The last group of motivations relate to issues of thelocal economy, including improvement of skills andsupporting small businesses, whether builders, sup-pliers or architects. Some councils have specific pro-grammes to support ex-offenders in skills training orsupporting construction apprenticeships of all types.

How are they doing it? If local authorities are motivated to deliver morehousing then how are they doing it? Our researchshows that each council starts in a different placeand gradually expands the repertoire of initiatives.Some councils have started wholly owned companieswhich are being used for a range of functions including development, acquisition, managementand joint ventures. Some councils have entered intoJVs because they consider that they need skills

support, while others have preferred to go it alone.We found in 2019 that 78% councils have a companyand 119 new companies were formed between January 2018 and March 2019.

These companies may take two years to get on siteand many are starting with smaller developments,particularly where the council has not maintained anHRA. Where there are HRAs, some councils like Bristol, Nottingham and Birmingham are moving intoexpected delivery of over 1,000 homes a year usingall their initiatives.

Some councils, like Slough, have a JV, two companiesand an HRA and others, such as Lambeth and Wokingham, have recently registered as housingassociations in addition to their other activities.

Where councils have transferred their stock, we havefound that they are still providing homes in a varietyof ways, as shown in Plymouth, Eastleigh and SouthLakeland. Some councils, such as Wigan, are focusingon delivery for older people and others are returningto provide key worker housing.

22 | Planning and Development

In the 2019 research, which focused on 12 planningissues, such as the use of clawback, s106 and quality,major and small sites, we also found that someapproaches unite councils who are delivering homes.

The first is that they have a corporate commitmentto housing across the whole council. The second isthat they have established a housing delivery teamthat deals with all housing development whetherfrom the private sector, housing associations or thecouncil. This team frequently comprises planners,housing officers, development surveyors, lawyers,accountants and highways engineers. These teamshave a hands-on approach to negotiation and adoptvery close monitoring of all housing sites in theirareas. They are also reviewing all council-owned landwith a view to its use for housing.

These housing delivery teams are backed up withlocal housing groups or fora where all those involvedin housing in the area come together frequently.Some of these councils have also established housingintervention funds to deal with site issues, infrastruc-ture or development phasing through the provisionof loans or works to be repaid later. Finally, they havea housing delivery board, chaired by a senor politician,that meets monthly to review housing deliveryprogress and any actions required.

What could help councils do more? In the survey undertaken last September, many citedthe removal of the HRA debt cap. This was importantfor about half of all councils and perhaps surprisingly,they are being cautious about using this approachnow the debt cap has been lifted. Some are verypositive but others are concerned about Right to Buyprovisions.

Some councils are maintaining their mixed develop-ment approaches and providing social rent homesthrough other cross-subsidy mechanisms. Councilswithout an HRA have also been examining whetherthese should be reopened but so far only Liverpoolhas declared that it will use this approach.

The research has made other recommendationsbased on its overall findings. These include allowingcouncils to invest in their housing using its marketvalue rather than having to regard it as debt.

In planning, the role of the local plan primarily supports the provision of market housing. The reportrecommends a government review to change plan-ning guidance to allow local plans to identify types ofhousing required including tenure on the plan siteallocations. This could be supported by a review ofthe use classes order.

While funding for new housing development has not been reported as an issue in our research, theapproach taken by the mayor of London to make£1bn available for social rent subsidy for new housingis one that could be rolled out by Homes Englandelsewhere.

Also, the mayor of London has provided a skills fundof £10m to support those councils in receipt of thisfunding to develop their skills for its delivery. Thisagain could be made available elsewhere throughHomes England.

On standards and housing need, the report recommends that these issues should be addressedthrough local plans. While the government’s housingpolicy has become more focused on social andaffordable rent to meet local needs, this is not mirrored in planning policy as recently set out in therevised NPPF. The report recommends that this isaddressed as a matter of urgency – an approach thatis being recognised in Wales.

Local authorities are now delivering housing and areset to deliver more. While councils can use some ofthe approaches identified in this research to furtherimprove their delivery, government will also need tomake some major shifts if it wants to deliver morehousing in the future. ■

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Professor Janice Morphet Visiting ProfessorBartlett School of Planning, University College LondonTel: +44 (0)20 3108 9947j.morphet@ucl.ac.ukwww.ucl.ac.uk/bartlett/planning/

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Gauging the true value of theconstruction industryA new series of reports from the Chartered Institute of Building will examine the truevalue of the construction industry to the economy and wider society. Director ofpolicy, research and public affairs Eddie Tuttle discusses the importance of sector andthe first study, which looks at the industry in Scotland

24 | Planning and Development

The Chartered Institute of Building (CIOB) haslong been an advocate not just of constructionprofessionals and professionalism but of the

construction industry as a whole and how valuable itis both to society and the economy. In a series ofnewly commissioned reports, the CIOB will lay outexactly how valuable construction is in order tocontinue making the case to government and othersectors that our industry has an absolutely key rolein a vibrant and sustainable economy.

The quality of our built environment affects everymember of society. It influences productivity andwellbeing at home and at work. Official figures suggest that in 2018, the construction industryaccounted for approximately 6.1% of total grossvalue added (GVA) to the UK economy. At morethan £100bn annually, that is significant.

But this grossly underestimates the true reach ofthe industry. Official figures only include ‘on-site’construction activity, ignoring a significant chunk ofindustry work that is carried out offsite, such asdesign and consulting, planning, surveying, self-build,plant and equipment hire and the manufacturing ofconstruction products. The value added by, forexample, architects, engineering consultants, quantitysurveyors and other professionals working directlywithin what we might think of as the constructionsector, is counted within services. Plus, thosemaking the materials and components come undermanufacturing.

This matters because the scale and importance of thesector is often underestimated. A wider-view of thesector which incorporates these roles, and more, isestimated to contribute around 10-15% towards GVA.

It’s important to note that construction is in a uniqueposition compared to other industries in that itemploys large numbers of skilled and semi-skilledworkers, while employment in other nonserviceindustries dwindles. For those who struggle withacademic life or prefer a more ‘hands-on’ job, construction provides a route to a solid career with many opportunities. Professional bodies, suchas the CIOB, enable those in trade roles to progressthrough to professional status as Chartered Construction Managers. Innovative technologiesare also transforming the construction sector, revolutionising daily tasks on-site and in the office.Companies increasingly need to recruit a new breedof worker, strong in digital and data managementskills and able to collaborate across several technicaldisciplines.

The challenge is ensuring that we have a constructionindustry that’s fit for the future. The ConstructionIndustry Training Board’s (CITB) Construction SkillsNetwork 2019-2023 report refers to this, indicatingthat construction output is expected to grow by1.3% over the next five years, with 168,500 jobs tobe created.

To show just how important the sector is, the reportswe are producing will provide a snapshot of industryperformance and we are using the launch of ourScotland report as a starting point for some of theconversations that need to be had within our industry.

As Kevin Stewart MSP and minister for local government, housing and planning, pointed out inhis recent blog for the CIOB, Scotland has longbeen famed for its engineering and construction. Headded that the “the last couple of years alone have

| 25Planning and Development

seen the completion of two internationally renownedprojects – the Queensferry Crossing bridge over theRiver Forth, and the magnificent Victoria and AlbertMuseum in Dundee”.

The Scottish Government’s investment in these proj-ects forms part of a wider programme to transformScotland’s infrastructure. They recognise that havinga modern, efficient infrastructure is vital to attractinginvestment.

Among the headlines in the report focusing on Scotland:

Scotland’s construction sector emerged faster•from recession than most of the UK. However, itspath since 2015 has been less vibrant with signsof output falling.

The contribution of infrastructure to the construction•sector over the past three years has been higherin Scotland, at 20%, than the GB average of 12%. 

Although trends indicate infrastructure work looks•set for a drop, new housing, particularly in thepublic sector, is expected to grow.

Employment is set to expand slightly between•2019-2023. The region is forecast to have an annual recruitment rate of 2,790 new workerseach year (approximately 12 new recruits forevery 1,000 currently in the workforce).

Kevin Stewart has claimed that Scottish Governmentinvestment has already helped Scotland to becomethe UK’s most attractive location for foreign directinvestment outside of London.

To support delivery of their National InfrastructureMission, the Scottish Government has established anInfrastructure Commission and will publish their nextInfrastructure Investment Plan by June 2020 (whichwill cover the next parliamentary term).

As part of this, there are plans to continue to supportthe mixed-use development of Edinburgh’s St JamesQuarter and provide further investment for the £1bnDundee Waterfront Development.

In addition, through the Building Scotland Fund,there will be £150m to support the development ofhousing across all tenures, modern industrial andcommercial property, and business-led R&D projects.

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26 | Planning and Development

It’s vital that we work with the construction industryin a way that helps it thrive, delivers value for money,better quality and more sustainable projects for thepeople of Scotland – and for the other UK regions,particularly when we have the full suite of reports,detailing the activity and opportunities available at alocal and regional level.

For example, one specific CIOB recommendationfrom looking at the data for Scotland is that thereare huge benefits in examining how to moderatevolatility in the Scottish construction industry; tryingto take steps to smooth out the work so that thesector is not so reliant on infrastructure projects.As one practical output of this approach, duringupturns and downturns, there should be lessvolatility in the workforce, with fewer workers leaving the industry.

Understanding how the built environment is per-forming nationally and regionally is hugely importantfor tackling some of the key issues the industry faces.One particular area we are making strides in isimproving quality in the built environment. While ourprofession is often hugely successful, there are alsostill far too many instances where things go wrong,the situation with the closure of several Edinburghschools in 2016 is a case in point. We are responding

to the challenges, not just at a central governmentlevel, but also the Scottish Government’s BuildingStandards Futures Board is seeking to improve theperformance, expertise, resilience and sustainabilityof the Scottish building standards framework andservices across Scotland.

It’s clear that we all want the construction sector tobe more sustainable, productive and innovative andwe want to help all companies involved to enhancethe sector’s contribution to the economy.

The construction sector faces many challenges, butwe will continue to support the sector to seize theopportunities ahead in each region and do all we canto position our industry as being at the forefront ofinnovative practices and transformational change. ■

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Eddie TuttleDirector of Policy, Research & Public AffairsChartered Institute of BuildingTel: +44 (0)1344 630700www.ciob.org

Eddie Tuttle

Our OJEU-compliant framework agreements provide public sector organisations with easy access to procure works, products and services for the construction, refurbishment and maintenance of social housing, schools and public buildings.

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In May 2019, ALLPLAN announced theupdate of its Allplan 2019-1 BIM solutionfor architects and engineers. This update

offers new features and optimisation in dataexchange and interdisciplinary collaborationbased on Allplan Bimplus, as well as numer-ous detailed improvements in terms of per-formance and stability. In addition, Allplan2019-1 provides a new function for visualscripting, available as a technical preview.

In BIM projects, each project participant usually creates their own model. Coordinationusually takes place in cloud-based BIM platforms such as Allplan Bimplus. In manycases, it is helpful if the model of a projectpartner can be stored as a reference model.Allplan 2019-1 supports this procedure, inwhich models, including attributes, can bedownloaded from Allplan Bimplus to Allplan.The objects are stored on a special layer andare thus clearly separated from your ownmodel data. In addition, changes to the reference model and unintentional uploadto Allplan Bimplus are excluded.

The Allplan 2019 version already containsnumerous functions that support the cre-ation of buildings and structures with highgeometric complexity and simplify coopera-tion between planning partners in BIM pro-jects. Some of the Allplan 2019 highlightsinclude:

Improved teamwork forarchitects and engineersAllplan 2019 contains new views and sectionsfor reinforcement detailing. With this devel-opment, write-access to the building modelis no longer required when detailing rein-

forcement. This enables role-based accessrights and facilitates collaboration betweenarchitects and engineers on the same project. For example, architects have write-access for all components, engineershave write-access for the reinforcement andread access for the components. This makesit possible to work on a common buildingmodel on an interdisciplinary basis.

Floor and level management forcomplex buildingsIn Allplan 2019, floor and layer managementhas been completely revised and expandedto include the layer manager palette. Thepalette facilitates the creation and modifica-tion of floors and levels. A preview functionallows direct visual feedback on the plannedchanges. In addition, floors can be comfort-ably selected, and names or heights can beeasily adjusted.

Optimised range of propertiesand objectsWith the new property palette, settings suchas format, visualisation and attributes forcomponents such as walls, ceilings, founda-tions, roofs and rooms can be managed. TheObject palette allows you to sort objects bytheir properties. Objects for which propertiesare missing, outdated or incorrectly assignedare easier to identify and correct, which contributes to the increased quality of thebuilding model.

New features of the IFC4interfaceIFC is the standard interface for openBIMprojects. The latest version IFC4 represents a further improvement that enables the

Latest version of ALLPLAN BIM software receives updateThe ALLPLAN 2019 BIM solution for architects and engineersin building and infrastructure was updated recently

28 PROFILE

export of basic geometry information (“Base-Quantities”) in BIM projects. In addition, theuser interface has been simplified and newoptions integrated, including the ability tosplit multi-layered walls and roofs into individual elements.

Enhancement of user-definedroles in the ActionbarThe Actionbar provides standard access to role-specific functions for architecture, civil engineering, terrain, construction andbridges. In Allplan 2019, standard settingscan be individually adjusted, functions canbe added, deleted or restructured. Thismakes the configuration much more flexible.

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A world-first research hubto create Living BuildingsExperts from Northumbria and Newcastle Universities willdevelop new technologies to revolutionise how buildings areconstructed and how they operate

30 | Planning and Development

The universities have been jointly awarded £8mfrom Research England’s Expanding Excellencein England (E3) Fund, made available through

the modern Industrial Strategy, to establish theworld’s first research Hub for Biotechnology in theBuilt Environment (HBBE).

The investment comes as part of the E3 Fund supporting England’s world-leading universities toshape new innovations in our economy and providethe expertise needed for the highly skilled jobs of thefuture. The funding will enable the HBBE to lead areinvention of the way we design and construct ourbuildings.

The aim of the research hub is to facilitate the creation of a new generation of “Living Buildings”,which are responsive to the natural environment,grown using living engineered materials, process theirown waste, reduce pollution, generate energy andsupport a biological environment that benefits health.

Hub co-director Martyn Dade-Robertson, a professorin emerging technology in the School of Architecture,Planning and Landscape at Newcastle University,said: “This is an incredibly exciting opportunity tocreate a new field of research. By bringing togetherarchitects, engineers and bio-scientists, working withindustry and investing in state-of-the-art facilities, weare aiming to rethink the building industry.”

Research conducted through the HBBE is categorisedby three themes. The first is Building Metabolism,which aims to develop a new generation of microbialtechnologies that will act as building metabolisms –processing waste and generating energy and usefulproducts.

The second theme is Living Construction, which willfoster a new generation of bulk-engineered livingmaterials that are intelligently synthesised and activated using microbial processes.

The final strand of the research covers MicrobialEnvironments, where the objective is to betterunderstand and computationally predict the interac-tion between the built environment and microbesand to cultivate healthy environments.

“To create real-life examples ofintegrating biotechnology into homes, the academics will build an experimentalbiological house – or living lab – TheOME, which will be built on NewcastleUniversity’s campus as part of theproject.”

The HBBE will grow by employing a transdisciplinarygroup of academics, including biologists, designers,engineers, computer scientists, and social scientistsassociated with each of these three themes.

Strategic investments will be made in three key facili-ties associated with the development and scaling upof the technologies: These include a Micro-DesignLab, an enhanced microbiology lab based atNorthumbria University, which will provide the spaceand equipment that will drive responsible innovationin microbial molecular biology.

Cutting-edge equipment will be added to Northum-bria’s facilities in the Micro-Design Lab to drive Omicsstudies – the collective technologies used to explorethe roles, relationships and actions of the various typesof molecules that make up the cells of an organism.

| 31Planning and Development

Additionally, a Macro Bio-Design Lab will be established at Newcastle University that will allowengineering, architecture and biology to meet toforge the building blocks of living homes.

Within the Macro Bio-Design Lab will be a workshopthat will be used to test the materials and buildingcomponents. The aim is to develop new approachesand technologies, from molecules right the way up tobuildings, which will allow the team to monitor andscale-up biological systems to enable the formationof these biologically inspired Living Buildings.

“By bringing together architects,engineers and bio-scientists, workingwith industry and investing in state-of-the-art facilities, we are aiming to rethinkthe building industry.”

To create real-life examples of integrating biotechnol-ogy into homes, the academics will build an experi-mental biological house – or living lab – The OME,which will be built on Newcastle University’s campusas part of the project.

The OME will showcase the hub’s groundbreakingresearch and integration of these biologically driventechnologies that limit the impact on their directenvironment and also offer health benefits for theirinhabitants.

Hub co-director Gary Black, a professor in proteinbiochemistry at Northumbria University, explains:“We want to use the very latest biotechnologies tobuild living homes that are responsive to, and protective of, their environment and the people wholive in them. The current construction of buildings isunsustainable due to its carbon footprint; the hopewould be to use this model in housing in the future.”

The hub will launch with more than 20 members of staff led by a multidisciplinary team across bothuniversities: Professor Martyn Dade-Robertson, Dr Ben Bridgens and Professor Rachel Armstrong ofNewcastle University and Professor Gary Black, Dr Meng Zhang and Dr Darren Smith of NorthumbriaUniversity. The team is one of the 13 research unitsto receive the first-ever investment from ResearchEngland’s Expanding Excellence in England (E3) Fund,launched in 2018, further strengthening Northumbria’sgrowing reputation for research excellence.

Across the UK, the government is providing thebiggest boost to research and development fundingin UK history, as part of the ambition to raise thelevel of R&D funding to 2.4% of GDP by 2027. ■

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Dr Martyn Dade-RobertsonCo-directorHub for Biotechnology in the Built EnvironmentTel: +44 (0)191 208 5926martyn.dade-robertson@ncl.ac.ukhttp://bbe.ac.uk/index.php/dr-martyn-dade-robertson/

Professor Gary Black Co-directorHub for Biotechnology in the Built Environmentgary.black@northumbria.ac.ukhttp://bbe.ac.uk/index.php/prof-gary-black/

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The façade material chosen for an archi-tectural project has the largest influenceon the building’s overall design, with

eye-catching cladding layouts and shadesbecoming a simple yet effective way ofenhancing a structure’s aesthetic appeal. Bycombining contemporary aesthetics withdurability, SVK cladding can successfully contribute to a dynamic, functional and safebuilt environment.

The SVK Fibre Cement Façades collection features four decorative panel ranges –Ornimat, Decoboard, Puro Plus and Colormat.Within these collections are a diverse selectionof colour and finish options that can be usedsingularly or combined to suit any designscheme. Ideal for high-rise structures and

larger construction or renovation projects,the spectrum of bright to neutral shadeshave the potential to create real impact whenused on a large-scale.

Fibre cement is an ideal material for exteriorcladding panels as it offers many benefitssuch as strength, durability, an excellent fireperformance rating and resistance to mould,rot and bacteria, as well as no risk of shrink-age, warping or cracking once installed. TheSVK façade solution has an A rating under theEuroclass system (European Standard EN-13501-1), which means it has been classifiedas a non-combustible material under rigorousfire safety tests. The material will not fuel afire within a building or ignite when exposedto flames.

Introducing SVK Fibre Cement FaçadesSVK Fibre Cement Façades from Wienerberger offer a fullycustomisable cladding solution that allows architects and specifiersto experiment with an endless range of creative possibilities

32 PROFILE

Bespoke panels in any RAL colour can alsobe ordered so designers can fully realisetheir vision without compromising on colourscheme. SVK can offer product with colourall the way through to provide a clean finish,with a 10-year guarantee that the colourwon’t fade (Decoboard and Ornimat) and a30-year design life guarantee.

SVK allows for experimentation with propor-tions and scale. To minimise wastage, panelscan be created in bespoke sizes or cut onsite, with the potential to produce large andsmall format pieces for simple or intricatepatterns and layouts, secured using a variety of fixing methods. Most designs areavailable in a choice of 8mm and 10mmthicknesses.

SVK cladding products are extremely lowmaintenance and can be cleaned with waterand a mild detergent, with no specialistchemicals or processes required. Colourfast,UV resistant and hydrophobic coatings canbe applied to the fibre cement to offer additional protection against weather andpollution.

The SVK collection also features a variety ofdecorative surface textures to deliver an evengreater aesthetic range, from naturalistic light

sanded cement to smooth matte surfaces.These finish options can deliver a striking,uniform look or add depth to the façadethrough the mixing and matching of comple-mentary and contrasting effects.

Another dimension to the flexibility of precision-engineered SVK Fibre CementFaçade panels is that they can be easilyinstalled alongside other façade systems ormore traditional wall solutions, such as brick,for an interesting mixed material look.

Wienerberger LTDTel: +44 (0) 161 491 8200Contact uswww.wienerberger.co.uk

PROFILE

Lightweight but strong, SVK panels can beinstalled quickly, efficiently and safely on toa timber or aluminium sub-frame with rivetsor screws, minimising labour costs and disruption to public facilities.

The SVK façade system provides a buildingsolution to commercial, residential andpublic sector projects that not only deliversin terms of functionality, safety and value formoney but also surpasses expectations whenit comes to design flexibility. With a diversecolour spectrum and a multitude of finishoptions to choose from, this high-qualitycladding product leaves specifiers and design-ers spoilt for choice when creating distinctiveand innovative building surfaces.

33

Adapting the planning systemto emerging trends The housing crisis, shifting demographics and a rise in people living on theirown represent major changes for how we live, yet town planning is slow toreact to new forms of housing, argues WYG associate director Mark Westcott

34 | Planning and Development

Traditionally, the British property industry is slowto adapt and change; it is very much reactiverather than proactive. The housing crisis, the

need to build more densely, issues of affordabilityand the changes in family sizes and general demo-graphics are matters that have been emerging formany years. However, the property industry hasbeen slow to take proactive measures; none more sothan in town planning.

Shared living is an emerging sector of the housingindustry and is a term often used to encapsulate abreadth of housing products. Student housing andcare homes are now mainstream, Build to Rent isstarting to gain acceptance but co-living (informallydefined as non-self-contained units that share communal facilities such as kitchens, gyms, roomservice and concierge services) is still widely viewedwith concern. The planning system is also slow torespond to transitional retirement products, notwith-standing the growing momentum and needs forsuch forms of living.

Many people in today’s society, whether or not bychoice, and on a long- or short-term basis, live as singles. However, not all wish or can afford to livealone or in shared flats or houses. Instead, they seekcommunity living, inhabiting private spaces whilesharing communal areas for socialising, cooking,dining and working.

Such ventures act against loneliness and isolation, anincreasing problem in our society, and also improvesocial mobility. The evidence shows that they arepopular with all ages, from the newly graduated professional, to middle aged singles, through to theolder generation who may have lost loved ones.

Similarly, at a time when the elderly population isrising, retirement schemes, which include independ-ent living, part care, full care and extra care, arebecoming increasingly popular as they enable olderpeople to move easily from facility to facility if theirhealth worsens.

“At the London borough level, co-living is slow to be actively encouraged, despiteits benefits and growing attraction to the population. Recent research hasdiscovered that not a single Londonborough has an explicit co-living policy,either adopted or emerging, thus leavingit to the draft London Plan to lead theway.”

However, the planning system is slow to embracesuch ways of living; they do not fall neatly within anyland use classification, mostly not at all, and do notprovide room sizes in accordance with traditionalstandards. As a result, such facilities cannot comeforward easily, despite the need and evidence basefor them growing over many years.

The government has only just published, in June ofthis year, new Planning Practice Guidance on housingfor older people, following significant lobbying to doso. This is perhaps the only piece of guidance at thenational level associated with shared-living schemes.It acknowledges that the planning system needs togive consideration to “the level of care and scale ofcommunal facilities provided” and that the healthand lifestyles of older people will differ greatly, as willtheir housing needs – ranging from “accessible andadaptable general needs housing to specialist housingwith high levels of care and support”. 

| 35Planning and Development

The government emphasis for plan-making purposesis that authorities “will need to determine the needsof people who will be approaching or reaching retire-ment over the plan period, as well as the existingpopulation of older people”. However, it does notappear to go far enough to actively encourage andeasily streamline delivery in the planning system as itis focused on just one piece of the shared-livingjigsaw.

Looking at the capital, the Mayor of London has prepared a draft policy (H18) in his emerging newLondon Plan in relation to co-living, but despite itbeing written in 2017, it has still not yet beenadopted. It is also specific to “large-scale” schemescomprising 50 units or more.

Nevertheless, the mayor’s acceptance that co-livingschemes should count towards meeting housing targets on the basis of a 3:1 ratio, with three bedrooms/units being counted as a single home,does show a recognition for this type of housing and should certainly be welcomed as a step in theright direction.

At the London borough level, co-living is slow to beactively encouraged, despite its benefits and growingattraction to the population. Recent research hasdiscovered that not a single London borough has anexplicit co-living policy, either adopted or emerging,thus leaving it to the draft London Plan to lead the

way. This is cause for alarm, not least because itgives the emerging sector a lack of certainty overacceptability, thus stifling a housing product that canclearly contribute towards the need for new housingpackages to combat the city’s housing crisis.

That’s not to say some boroughs are not alive to thegrowing sector. Indeed, a select few are embracingand welcoming co-living. However, without recognitionin policy terms, it is left to a case-by-case approachwhere each scheme is considered in a policyvacuum; an approach that only contributes to theslowdown of the emerging sub-sector and furtherrestricts its growth.

The government authorities have been slow torespond in each instance and when they have, theyare not actively setting out how the housing needscan be met in an acceptable manner; there is roomfor much more proactivity and support. ■

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Mark WestcottAssociated DirectorWYGTel: +44 (0)113 278 7111www.wyg.com

Aleading manufacturer of StructuralInsulated Panels (SIPs) and other paneltypes used in modular construction, is

gearing up for further growth.

As the UK construction market moves to findnew, cost-effective and innovative ways ofsupplying the multi-faceted demands ofcommercial, industrial and residential developers, Hemsec is rolling up its sleevesfor its latest phase of innovation.

Hemsec, established as an entrepreneurialstart-up in 1928, has since become one ofthe largest manufacturers of insulated panelsfor controlled environments in the UK, andis a leading manufacturer of SIPs, as well asexternal and carrier panels for the buildingindustry.

Hemsec SIPs, External andCarrier panels are key pieces inthe modular jigsawHemsec has a number of products which are increasingly popular throughout the construction industry.

Their External panels cut the overall cost ofa project because they achieve so much in asingle step. The panels’ inherent strengthreduces the need for as much secondarysupporting framework, they give superbinsulation as well as coming in a range ofcolours to give an aesthetic finish to thebuilding.

Their Carrier panels are externally fixed, fire-resistant wall and roof panels with

low-air permeability, which can reduce theoverall buildings CO2 emissions. Carrierpanels allow the contractor to apply a rangeof external cladding options and greatlyenhance the energy performance of a building at the same time.

It is Hemsec SIPs, however, which the company sees as offering the greatest positive impact on the construction industryfor a variety of reasons. There is no questionthat a contractor can construct better qualitybuildings, build them faster and provideexceptional eco-benefits, using Hemsec SIPs.

“Relatively few people in the building industryrealise what a SIP is capable of achieving, andeven fewer realise that a SIP is a load-bearingstructure,” says Hemsec commercial managerChris Griffin.

“While it’s easy to integrate our SIPs with awide range of construction materials (and weare very much in favour of collaborating with other materials manufacturers), it’simportant that the UK SIPs sector educatesthe construction industry in just how muchbuilders can achieve with SIPs alone.”

Hemsec is developing CPD material which youcan discuss further by contacting the company,and has commenced an eight-part seriesabout SIPs on its website.

Increased quality means greatlyreduced snagging99% of customers now report snags to theirbuilder since moving into a new home,

SIPs are coming to the forein modular constructionThere is no question that a contractor can constructbetter quality buildings, build them faster and provideexceptional eco-benefits, using Hemsec SIPs

36 PROFILE

according to the NHBC’s National New HomeCustomer Satisfaction Survey published inMarch 2019.

This can be a thing of the past when SIPs aremore widely adopted for the basic core structure of a building.

Unlike frames made of materials such astimber and steel, SIPs don’t move after abuilding has been put up and this is one ofthe main reasons why they offer such highquality.

Chris Griffin, Commercial Manager

Future Homes Standard – low carbon homesThere has been mixed response to ChancellorPhilip Hammond’s Spring Statement regardingthe introduction of the Future Homes Standardand our take is, why wait until 2025 to buildenergy efficient, high quality homes?

The ‘I’ in SIPs stands for ‘Insulated’. UsingSIPs in the main structure of a building – ideally walls, roof and floors – means thereis already no need for gas fuel. The insulationmeans heat is retained to a far higher degreethan with traditional materials and thus elec-tricity is more than adequate as the sole fuel.

Versatility in building designArchitects can design more innovatively andsolve more practical construction issueswhen SIPs are specified, because they are soversatile. This is true whether the project isa large commercial or industrial building, amulti-million pound home or an affordableresidential property.

Hemsec is increasingly receiving enquiries forpanels which enterprising builders then

make into kits of their own design, givingthem a unique edge over their competitors.

Collaborating in the supply chainOne of the reasons for Hemsec’s consistentgrowth over the years is that an entrepre -neurial spirit and ability to respond to marketneeds are part of its DNA.

This is of significant value to the industry,which is calling for more innovation and collaboration across the sector.

Andrew Carpenter, chief executive at theStructural Timber Association (of whichHemsec are active members), said in theMay issue of PBC Today: “It’s important to tryand improve the performance of the UK construction industry through collaborativeworking and integrated supply chains.”

Mark Farmer, author of the industry-changingModernise or Die review, said in the sameissue: “The offsite manufacturing supplychain is not vertically integrated…the pointof breakdown is land-led developers orinvestors not getting comfortable with the

Owen JonesMarketing DeveloperHemsecTel: +44 (0) 151 426 7171contact@hemsec.com www.hemsec.com @HemsecPanels

PROFILE

idea of early engagement with a manufac-turing partner.”

One of Hemsec’s core values is Partnership,and as a leading manufacturer of arguablythe most ideal building material for modularconstruction, it is open to approaches fromall walks of the sector for engagement andcollaboration.

37

Asset management and performancein the built environmentAlan Somerville, head of the Building Performance Group and executivedirector at BRE, outlines how the measurement of asset performance sitswithin the wider context of environmental, social and corporategovernance (ESG) and delivers long-term value

38 | Planning and Development

One of the last political actions of our currentPrime Minister, Theresa May, has been tosanction a legally binding net-zero green-

house gas emissions target of 2050 for the UK (previ-ously an 80% reduction) based on recommendationsfrom the Committee on Climate Chang. The UK istherefore set to become the first G7 country with thisnet-zero aim, aligning with the Paris 2015 climatechange agreement.

Other countries have made similar pledges, some ofwhich even bettering that of the recently publicisedUK target – our closest Scandinavian counterpartsNorway and Sweden both posting legislated pre-2050figures of 2030 and 2045 respectively, albeit beingstrong renewable energy nations.

Consequently, there is heightened pressure onindustry to contribute towards emission reductionefforts. In order to meet (and exceed) national andinternational targets, every industry and every sectoris required to play its part in some shape or form.Actions speak louder than words and the question ishow does the UK and other nations accomplish thetask at hand?

Since we spend an average of 90% of our timeindoors and the world’s existing building stock isrecognised as accounting for 40% of all carbon emis-sions generated globally, it is never a more importanttime for building owners, investors, asset managersand other involved stakeholders to take steps towardsgaining an understanding of asset performance.

Identifying improvements to assist with the ongoingmanagement of buildings in their operational phase

of life is crucial for knowing which sustainably-positiveenhancements to apply and how strategies can beimplemented for mid/long-term future-proofing.

Mechanisms of change ESG is rapidly transitioning from just ‘another risk tobe managed’ to a driver that is informing companystrategy for long-term growth. Companies and theirproducts and services are being challenged to servea social purpose. Stakeholders, and more importantlyshareholders, are not only measuring companiesaccording to financial performance, but also howthey make a positive societal contribution.

“…changing world landscape over thenext decade and beyond, and this isultimately questioning the very nature ofour building usage and their longevity.”

Global real estate investors and occupiers areresponding to these macro issues, and the measure-ment of ESG indicators has become a major game-changer in the market. Now, not only traditionalfinancial metrics are reported and utilised but alsofinancial metrics explicitly linked to climate-related risk(through the Task Force on Climate-related FinancialDisclosures [TCFD) implementation), responsibleinvestment strategies and wellbeing.

It appears that much more of a holistic view is takenwhen deciding where to distribute money – invest-ments that contribute to the wider society bothdirectly and indirectly. Asset management of buildingstherefore inherently faces growing levels of scrutinyin order to ensure a certain level of continual performance.

Within the built environment sector, it is increasinglyunderstood that both sustainability related objectivesand elements of ESG are being incorporated intoportfolio and asset-level decision making.

Added value Sustainability is a key element of green building certifications and is woven into the very fabric ofenvironmental assessment methodologies such asBREEAM. Historically, BREEAM has been driven bycentral government procurement and planningpolicy, however we are progressively observing itsuse for ESG rating purposes and benchmarking ofperformance at asset-level and across portfoliosthrough schemes such as BREEAM In-Use. Morethan just ‘ticking a box’, BREEAM helps companiesmanage their risk and in turn support delivery oflong-term value for their customers.

BREEAM has the ability to give investors the information they need to make better decisions, andthe expectation towards certified ESG performancewith the same rigour as financial data will continue to

unfold. Certification is increasingly seen as a riskassessment and mitigation practice – understandingthe performance and communicating it transparentlyallows the risks to be managed.

Global investors want global benchmarks for thepurpose of gaining visibility on how their buildingsperformance is portrayed in an international context.BREEAM’s basis in sound, robust science, along withindependent and objective assessments throughcertified third parties, helps clients, investors andother stakeholders to outline and mitigate the risks.Without this transparency, it is more difficult to identifywhich assets within a portfolio or which areas of abuilding need more attention. Beyond this, positiveactions can be and are achieved through a cycle ofmonitoring, enhancement planning and improvement.

There are many synonymous reasons why undertaking an independent third-party assessmentprocess can complement ongoing asset management.A secondary, but equally beneficial, factor is thedriver of assurance.

| 39Planning and Development

40 | Planning and Development

The foundation of good assurance is a good standardand standards are easy to write, but more difficult toperfect. BREEAM isn’t perfect and one size does notfit all but as the market has matured, so has thestandard; it’s a constant cycle of adjustment and revi-sion. The standard evolves in response to the marketand the market and solutions evolve in response tothe standard.

Market transformation and innovation is one of the key drivers for assurance and therefore BREEAMcertification. Third-party certification adds valuebecause it gives customers and consumers’ confidencein claims about performance.

Summary The industry and related markets are shifting focus –climate change and its associated environmentalimpacts is forcing global real estate to redefine value

and more actively manage assets and portfolios.Buildings of the future need to be fit for adaptationto withstand the changing world landscape over the next decade and beyond, and this is ultimatelyquestioning the very nature of our building usageand their longevity.

“Since we spend an average of 90% of ourtime indoors and the world’s existingbuilding stock is recognised as accountingfor 40% of all carbon emissions generatedglobally, it is never a more important timefor building owners, investors, assetmanagers and other involved stakeholdersto take steps towards gaining anunderstanding of asset performance.”

The use of global benchmarks and certificationschemes to measure and report sustainability per-formance are crucial to addressing climate change,ensuring value for investors, occupiers and the endbuilding users. Utilising methods of assessing andevaluating building construction and operational performance is one way protect investments andultimately safeguard our living communities lookinginto the future. ■

Additional contribution to this article by Sam Turner,technical consultant, BREEAM

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Alan SomervilleExecutive Director BRETel: +44 (0)333 321 8811enquiries@bregroup.com

Alan Somerville

PROFILE 41

Global building envelope specialistsSFS opens the doors to its industryleading innovation hub, with the aim

of “Connecting the construction industry oftoday and tomorrow”.

The Academy, situated at SFS’s Leeds headoffice, launched on the evening of Thursday2 May with a packed-out audience of con-struction professionals, architectural leadersand influencers turning out to the opening.

To mark the launch, SFS hosted an evening todiscuss key trends affecting the constructionindustry. An exclusive panel of speakersaddressed challenges such as skills shortages,the future of construction, smart cities and more. Included on the panel was TomDyckhoff, architectural historian, broadcasterand writer.

Dyckhoff said: “It’s fantastic to be a part ofthis exciting and important initiative with SFS.The Academy is truly inspiring, with knowl-edgeable experts from SFS on-site to delivertraining, CPDs and collaborate with.

“This space is a focal point for constructionand thought leadership, and I’m sure it andSFS will go a long way to helping solve thechallenges that lie ahead for construction.”

Alongside Dyckhoff, other members of thepanel included the managing directors ofTata Building Systems and specialist façadecontractor Speedclad, as well as speakersfrom the University of Leeds.

Fraser Brown, director of Speedclad, said:“We were delighted to join the speakers for

the Academy launchand it’s exciting to havea dedicated space totrain fresh entrantsinto the industry.

“There’s plenty ofopportunity for thosein construction alreadytoo, with a variety ofcourses to upskill andprovide career progres-sion from site installersthrough to construction managers.”

SFS’s innovation hub will hold regular hands-on training courses, RIBA-approved CPDs andtechnical seminars. Courses and topicsinclude fall protection, cladding systems, fixings, fasteners, roofing and more. Peoplein the south of UK also have easy access tothe hub and its events, with a replica versionof The Academy in SFS’s Welwyn Garden City offices.

On top of the regular activity, SFS will holdbespoke talks with industry leaders onemerging trends, with the next event beingplanned around off-site construction, earmarked for November 2019.

David Wigglesworth, managing director ofSFS, said: “Helping the built environmentand those connected to it perform better iswhat we are about, and with The Academywe’re on the path to achieving this with ourpeers in construction.

“Not only will we be providing best practicethrough our expert team here, but the space

SFS and Tom Dyckhoff launch The Academy with renewed purpose SFS have launched The Academy as a dedicated spaceto train fresh entrants into the industry

is open to the next generation of professionalsto use too. We want to help expand careers,encourage people into construction, and beat the forefront of this exciting industry foryears to come.”

To find out more about SFS, upcoming eventsat The Academy and how to book, please visitSFSintec.co.uk.

Vincent MatthewsMarketing ManagerSFS Group Fastening Technology LtdTel: +44 (0)113 2085 500uk.info@sfsintec.biz www.sfsintec.co.uk

Changing buildings for achanging populationHenry Lawson, senior analyst of world market intelligence at BSRIA,discusses a new white paper examining demographic megatrends and whatthey mean for the planning and development of the built environment

42 | Planning and Development

Recent decades have seen changes in thehuman population which are probablyunprecedented. Between 1960 and 2016, life

expectancy rose in every country in the world. Introuble-torn Ukraine it edged up three years. In theMaldives the average lifespan more than doubled.This resulted from massive advances in healthcareand sanitation. While the immediate effect has beena population boom, a secondary effect has been adramatic fall in birth rates as more children survive,and as more women are willing and able to enter thelabour force.

This combination of higher life expectancies andlower birth rates has seen a rapid rise in the averageage of the population, especially in countries where,as from Germany to Japan, the population is nowactually falling.

This carries potentially massive consequences forbuilding services. The challenge is approaching fromtwo directions simultaneously. On the supply side,there is more competition for a reduced number ofyoung people entering the workforce.

Seen positively, the young are more likely to have thetechnical and analytical skills which are increasinglyimportant as buildings become more closely linkedto data analytics and the Internet of Things. On theother hand, the most promising potential recruitswill face a wide choice of other career opportunities.Building services will need to work to attract themand to keep them.

Technology itself may help to bridge the gap.Research by Oxford University has suggested that ahigh proportion of building services jobs could bereplaced or at least supported by artificial intelligence.

Robots are already deployed for routine tasks suchas brick laying and could also have a role in serviceand maintenance. Increased automation and mechanisation could also help older workers to continue working for longer in jobs that currently callfor a degree of physical fitness.

“If people living alone feel more isolatedthen it is at least possible that smarterbuildings, aided by artificial intelligence,could provide additional interest andsupport.”

A further difference is in the types of buildingsrequired and the services provided. In a world competing to attract the brightest younger people,there will be increased incentive to create buildingsoffering an engaging environment. Smart technologycan not only improve comfort, but also ensure thatyounger workers have access to the same smart andintuitive technology that they are used to enjoying intheir personal lives.

However, the most obvious development will be atthe other end of the age spectrum, with an increasein demand for accommodation for the very elderly.In the UK, the population aged 85 and above hasincreased eight-fold since 1937 to reach more than 1.5m.

People in this age group are much more likely tosuffer from mental or physical impairments than theslightly “younger old”. At the same time, not only dopeople often prefer to stay in their own homes, it isalso much easier and cheaper for society at large ifthey do so. This ties in to a trend picked up by BSRIAwhereby smart technology is increasingly deployedto provide assisted living solutions.

| 43Planning and Development

These can, for example, monitor the behaviour of anelderly person using sensors, wearable devices or bytracking the use of appliances. As elsewhere thisraises questions about privacy and consent. In Japan,which now has the highest proportion of elderlypeople in the world, the concept of using robots tooffer companionship as well as help to the elderly isalso gaining support.

Other demographic changes are likely to affect thekinds of buildings needed and their features. A combination of more people remaining single, higherdivorce rates and fewer children per family meansthat the average household size is falling.

In Germany, for example, while the total populationis stable, a fall in household sizes means that by2034 roughly two million more homes will beneeded, which is equivalent to building a whole newcity slightly bigger than Hamburg. These homes willalso need to be adapted for the lifestyle of smallerhouseholds, including a large number of singlepeople. If people living alone feel more isolated thenit is at least possible that smarter buildings, aided byartificial intelligence, could provide additional interestand support.

Migration will also be a factor. While globally, approx-imately 97% of the population still live in the country

in which they are born, some countries have seenvery high rates of emigration or immigration. Theconstruction industry, whether in London or Dubai,has been particularly reliant on migrant labour.Actions such as the UK’s likely exit from the EU areaimed partly at reducing migration and the UK building services industry will need to adjust to this,and again, may need to draw on technology.

Buildings and population will continue to have amassive impact on each other. ■

For further information please download theWhitepaper Megatrends Demographics available forpurchase here.

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Henry LawsonSenior Analyst, World Market IntelligenceBSRIATel: +44 (0)1344 465600bsria@bsria.co.ukwww.bsria.co.uk

It’s a scenario that brings back memoriesof those old maths conundrums. Youknow the ones – if Charlie has seven

apples and Lucy has four oranges how manylemons does Billy have?

Well now try this: there are five studentaccommodation blocks in one building, eachwith three floors. They all have their ownfront door except two, which have a sharedentrance. One of the blocks which has theshared entrance also has accessible kitchensand accessible bedrooms with accessibleWCs. How does a disabled person in one ofthe other blocks go to the loo?

The maths question will follow; this one isabout design, and foresight.

It’s clear that the designers have thought in

general terms about the needs of disabledstudents because they’ve made provision forthem within the development but in doingso, they’ve created an island of accessibilityin a sea of inaccessibility.

The three blocks that have their own frontdoor do not have any facilities which wouldmake them accessible to disabled people,even lifts.

Nor does the block that shares an entrancewith the block that has the accessible rooms,but it is possible to move between those twobuildings on the ground floor and to thenuse the lift to get to the upper floors.

But once there, a disabled person will findthat the only common facility that is accessi-ble is the kitchen. The accessible WCs are

Ian Streets, managing director of About Access, findsexcellent examples of accessibility, but in places whichare inaccessible!

44 PROFILE

within the accessible bedrooms, renderingthem inaccessible to anyone who can’t getinto the rooms.

So that’s great news for the disabled studentswho occupy those rooms, but no help at allto a disabled person who might be visiting astudent who occupies any of the other roomsin any of the five blocks. Their opportunity tomove between the different floors in four ofthe blocks is denied by the absence of a lift,and the presence of a lift in the fifth blockstill won’t enable them to get to the loounless an occupant of an accessible room iskind enough to let them in.

It’s all a bit undignified and it shows that thedesigners haven’t considered the bigger picture. In providing the appropriate facilitiesto make one block accessible to disabled

Islands of accessibility ina sea of inaccessibility

students, they have completely overlookedthe possibility that non-disabled studentsmight occasionally welcome disabled friendsand family or other visitors.

So the answer to the question is that thereare unlikely to be any disabled people in theother blocks anyway because they’ve beendesigned out of them. And the maths questionthat is likely to follow is about the awkwardcalculation of the cost of making the devel-opment properly accessible.

We found another example of an island ofaccessibility when we carried out a designappraisal for a theatre.

The intention was to provide an accessibleWC and shower on the ground floor. Theproblem arose because the preferred location is in a general area that can beapproached from two directions, which bothpresented obstacles.

One route is via an external door that has astep leading up to it. The other is from anexternal corridor where the door opens to asupport column which blocks access forwheelchair users and other people who havemobility issues.

Regardless of the accessibility standards theymight achieve within the shower and WCroom, it would be accessible to people whocan negotiate the step and the column, butnot to those who can’t. The designer hasobviously thought about the benefits thatwould be provided by having an accessibleWC and shower, but not about how you getto it. That’s a situation that could leave thetheatre wide open to a challenge, and shouldalso be questioned by building control.

The theatre is only at the stage of designappraisal so it is possible for them toredesign without incurring great costs. Theyare not obliged to have a design appraisalbut they recognised it is best practice, andthey’ve saved money as a result.

Some people do that, others don’t, but byhaving the design appraisal carried out theyare now aware of the problems and it is upto them to remedy the situation.

If that scenario sounds familiar, it may bebecause our previous article highlighted aproblem at a university where an accessibleWC was retrofitted with a view to creating aChanging Places facility. The fact that theroom was nowhere near the minimum size

Ian StreetsManaging DirectorAbout AccessTel: 01482 651101ian@aboutaccess.co.uk www.aboutaccess.co.uk

PROFILE

should have been picked up, but the mainissue was that a disabled person would findit extremely difficult to get into the room inthe first place.

The entrance door was located in a corner ofa corridor with the adjacent wall at an angleof about 45 degrees. There was no way youcould get a wheelchair in there, and it wouldbe awkward at best for people using othermobility aids to squeeze in.

In planning accessible facilities for disabledpeople, it’s essential to look at the big picture. The shower and WC examplesdemonstrate that disabled people must beable to gain access to the facilities that havebeen designed specifically for them.

The case of the university accommodationblock shows they should also have reasonableaccess to places designed for non-disabledpeople.

Ian Streets advises public and private sector bodiesand businesses on accessibility legislation, issuesand best practice.

45

Ian Streets, Managing Director

Planning stability will drivehousebuilding growth Housebuilding is an emotive issue at the best of times but in the faceof a full-blown crisis in supply, the need to deliver many more homes,in the right places, cannot be ignored. Joe Ridgeon, director of HedleyPlanning Services, examines the key issues affecting supply

46 | Planning and Development

As we wrestle with one of the most protractedhousing crises in living memory, the govern-ment faces calls from many quarters to stop

changing the planning system. If it does, it wouldcreate the much sought-after stability that is so desperately craved to prevent delay, procrastinationand uncertainty in local planning.

“The NPPF grants greenbelt a lot ofprotection – development of more ofEngland’s green and pleasant land is moreor less seen as a last resort. While thisoffers a good deal of comfort to many, wemust at the same time start to think theunthinkable?”

A damning report by the Public Accounts Committee(PAC) recently warned MPs that government needsto tackle “inherent problems at the heart of the planning system” to have any hope of reaching itsambitious goal of building 300,000 homes a year.The report claims the Ministry of Housing, Communi-ties & Local Government “simply does not have themechanisms in place to achieve the ... target” andurges ministers to set out their plans to boost building rates by October. 

The number of new homes built has recovered from a dramatic slump following the financial crisis to222,000 in 2018, but the 10-year average is still just177,000. So, there’s no question that Britain continuesto face a chronic housing shortage – one that won’tdisappear unless urgent and strident action is taken.

Approvals for development have increased by almost50% since the National Planning Policy Framework(NPPF) reforms in 2012, the reality is that it is comple-

tions that have failed to keep pace. These still lag wellbehind the 200,000 a year former PM David Cameronpromised when he set out his housebuilding targetback in 2016, and well short of the 300,000 housesmost local authorities and planning experts believethe country desperately needs.

Clearly, having available land for residential develop-ment is critical. Yet land supply relies on privateowners, who are determined to withhold sites untiltheir value can be fully maximised. Planning changesmay not herald the rapid delivery of volumes ofaffordable new housing. So, adoption of widerchanges to incentives could be one approach toopen up more land for development, rather thanfocusing on blaming planning.

Moreover, the constant shifting of the goalposts failsto provide clarity and surety for planners working for both councils and developers. For example, thegovernment introduced a standard methodology forcalculating housing need based on ONS data in September 2018. As soon as the new (2016-based)data came out, it had the opposite effect of reducinghousing need, so the government had to revert (to 2014-based data) in February 2019. This resultedin five months of confusion and no progress.

There are some obvious improvements to the plan-ning system. More resourced local authority planningdepartments can only be beneficial – the productionof local plans and decisions over applications willinevitably be speeded up.

Another look at the sanctity of greenbelt may alsohelp to bring about the realisation of the hundredsof thousands of new homes the country requires

| 47Planning and Development

annually. Between 1979 and 1997, the size of thedesignated Green Belt more than doubled, from721,500 hectares in 1979 to over 1.6m hectares in1997. Since then there have been some year by yearvariations but over the last two decades, the amountof Green Belt has remained above 1.6m hectares.

The NPPF grants greenbelt a lot of protection –development of more of England’s green and pleasantland is more or less seen as a last resort. While thisoffers a good deal of comfort to many, we must atthe same time start to think the unthinkable?

Housing is unquestionably an emotive issue and thecall to build and build that echoes across the landwill not be welcome by everyone. But it’s clear thatmore houses, in the right places where people wantto live, is paramount. Planning alone can’t solve theissue. However, braver and brighter new thinkingand adopting land reform can surely offer one possible way forward, proposing a new hope for millions struggling to take their first steps towardshome ownership.

The planning landscape will continue to evolve in the face of revisions to national policy. Despite theuncertainty caused by a post-Brexit landscape,

housebuilding will be a busy sector and we want toencourage smaller builders to enter the market overthe next few years – and it’s vital that effective andstable planning is in place to facilitate this.

It’s crystal clear that all involved in planning anddevelopment need to think hard about the long-termlegacy for those who live in the houses we build.However, in the clamour to deliver the quantity andquality of new homes this country desperately needs– 300,000 units per year – it’s as important as ever tocontinually strive to consider new opportunity fordesign innovation and think beyond today’s norm. ■

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Joe RidgeonDirectorHedley Planning ServicesTel: +44 (0)191 580 5101enquiries@hedleyplanning.co.ukwww.hedleyplanning.co.uk

Joe Ridgeon

“Despite the uncertainty caused by apost-Brexit landscape, housebuilding

will be a busy sector and we want toencourage smaller builders to enter the

market over the next few years – and it’svital that effective and stable planning

is in place to facilitate this.”

Making geospatial datamore accessibleA new Data Exploration Licence has been launched by the UK’s GeospatialCommission to simplify access to and use of geospatial data

April saw the launch of a new licence that, forthe first time, makes geospatial data from keyagencies accessible in one place.

The Data Exploration Licence was developed by theGeospatial Commission, an independent committeethat sits at the heart of government as part of theCabinet Office, as part of a £5m investment to unlockthe value of location-based data held by its partnerbodies – the British Geological Survey, HM Land Registry, Ordnance Survey, the Coal Authority andthe UK Hydrographic Office.

Using the licence, anyone can now freely access dataheld by these bodies for research, development andinnovation purposes, whereas previously they wouldhave needed separate licences.

They can also be confident that they are using dataon consistent, harmonised terms and that variousdatasets can be used, combined and delivered in thesame way, subject to the same conditions.

There is no cost to access data and users will be permitted to share some of their results with others.

48 | Planning and Development

| 49Planning and Development

Professor John Ludden, chief executive of the BritishGeological Survey, leaders of the licensing project,said: “BGS are always looking for ways to get its dataused in new and novel ways. This new licence givesinnovators a safe space to see what’s possible withdata without having to worry about financial commitments or complicated restrictions on howthe data should be used.”

Overall, it is estimated that using location-linked datamore productively could unlock up to £11bn of extravalue for the UK economy every year.

The commission is now working on a nationalgeospatial strategy, which it will publish at the end ofthe year.

It is currently running a number of projects to inform this work and to improve the UK’s geospatialdata infrastructure by developing consistent datastandards, while improving the accessibility, interoperability and quality of those datasets.

“The Underground Asset Register aims toprevent disruption and potentially lethalaccidents by bringing together existingdata on underground pipes and cables tocreate the first comprehensive map.”

The Data Exploration Licence is one of four initiatives run by the joint programme between thepartner bodies.

The others cover:

Data discoverability: Through this project, the •partner bodies have published catalogues outliningall of the datasets they hold and have made thisavailable on data.gov.uk.

Linked identifiers: This ongoing work is looking•at how to increase the integration potential of dif-ferent datasets across partner bodies and beyond, in order to drive both operational efficiency andinnovation.

Enhancing of the Core Data Asset: This work •led to the partner bodies sharing information andapproaches on using third-party data to enhancethe quality of publicly held geospatial datasets,specifically their own data.

The 10 projects to win funding in the crowdsourcing data competition are:

CommunitreeProject partners: Forest Research, Open University and Treework Services.

This project will develop the largest and highestquality urban tree map in the world for use bybusiness, government and other research needs.

Your.Vu.CityProject partners: Vu.City, Pipers Projects andUniversity College London.

Vu.City will engage the public with the planningprocess to improve the understanding of thebuilt environment.

Crowd Blackspot Intelligence for 5G RolloutProject partners: Ranplan Wireless NetworkDesign and University of Warwick.

This project will look at crowdsourcing servicecomplaints to help guide 5G rollout for rural andurban areas.

Crowdsourcing for a Digital GeospatialJoint Strategic Needs AssessmentProject partners: City Science Corporation andUniversity of Exeter.

Relevant databases will be brought together toenable members of the public to take an activerole in health outcomes, by crowdsourcing datasuch as air quality, to enable practitioners toimprove targeting of resources and the health ofthe nation.

Precision Indoor Positioning Information System (PINPOINT)Project partner: Cartographix.

This project will use existing WiFi networks and smartphone sensors to help better indoornavigation of public buildings.

50 | Planning and Development

Crowdsourcing data to improve services The commission has also partnered with InnovateUK to launch a competition exploring the benefitsand challenges of crowdsourcing data.

Organisations were invited to apply for a share of a£1.5m pot of government funding for projects thatuse data linked to a location to improve public services. Grants of between £50,000 and £750,000were available.

Ten winning projects were announced in April. They include a collaborative project to develop adatabase of the UK’s urban trees for use by businesses, government and researchers; a schemeto allow communities to automatically identify areasthat need improvements to street infrastructure; andYour.Vu.City, which will engage the public with theplanning process to improve understanding of thebuilt environment.

“This new licence gives innovators a safespace to see what’s possible with datawithout having to worry about financialcommitments or complicated restrictionson how the data should be used.”

Digital mapping to save lives Elsewhere, April saw the commission announceplans to create a new digital map known as theUnderground Asset Register.

It is estimated that accidental strikes on gas, electricityand water pipes and cables cost the UK economy£1.2bn a year, causing havoc for residents and roadusers, while putting workers at risk of serious injuryor even death.

StreetFocusProject partners: Cyclestreets and Planit.

Communities will be able to automatically identify areas that need improvements to streetinfrastructure.

CoreoProject partner: Natural Apptitude.

This platform will enable anyone to build andrun geospatial citizen science projects to improvecollection, management and maintenance ofgeospatial data.

Routing Innovation through Data Engineering (RIDE)Project partner: Beeline.

RIDE will develop route optimisation to increasecyclist safety and uptake.

Generating crowdsourcing geospatial dataProject partner: Transreport.

This project will undertake research to understandthe accessibility issues for transportation and theuser experience for a wide range of disabilities,and how the data collected can be used toimprove the service.

The Neighbourhood Safety IndexProject partner: Synced.

This will produce the first integrated live score ofhow safe a neighbourhood is.

The Underground Asset Register aims to prevent disruption and potentially lethal accidents by bringingtogether existing data on underground pipes andcables to create the first comprehensive map.

Two pilot projects backed by £3.9m have beenlaunched in Sunderland and London to test prototypes.

In the North East, Ordnance Survey is working withNorthumbrian Water, Northern Gas Networks,Northern Powergrid and Openreach to develop asystem that allows workers to see undergroundpipes and cables on mobile phones or laptopsbefore they start digging.

In the capital, work will be led by the Greater London Authority in collaboration with infrastructureproviders and local authorities.

David Henderson, managing director of OrdnanceSurvey Great Britain, said: “The creation of an underground map of utility assets has long been anambition of Ordnance Survey and over the last year,we have been working closely with NorthumbrianWater and a consortia of utility companies and local

authorities in the North East of England to explorehow accurate geospatial data can improve under-ground infrastructure maintenance and inform newbuild development projects.

“Overall, it is estimated that usinglocation-linked data more productivelycould unlock up to £11bn of extra valuefor the UK economy every year.”

“The investment being made by the Geospatial Commission will ultimately enable the utility industryto more efficiently access, use and share datadescribing otherwise hidden infrastructure, therebyreducing operational costs, minimising disruptionand accelerating completion of site works.” ■

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . PBC TodayTel: 0843 504 4560info@pbctoday.co.ukwww.pbctoday.co.uk

| 51Planning and Development

For any busy company with pressuresand priorities, opting for a new vehicletracking system can be a decision that

unfortunately falls to the wayside. Whetheror not a telematics solution is already inplace, many businesses forget to put asidetime to re-evaluate and review their options.Meanwhile, technology is evolving and deci-sions to transform services are becomingincreasingly critical to achieving sustainableand profitable operations.

At Quartix, our experience with over 13,000businesses has shown us that small changescan make huge differences. What works forone company also might not always apply toanother. We know vehicle tracking can bringan array of benefits to any kind of business;and we know that the best decisions are considered in a practical context and backedup by research. That’s why we encourage ourcustomers to draw up a business case.

The role of a business case is to enable effec-tive assessment and help all stakeholders to decide exactly where to invest money.Without a clear business case to support achange, the benefit of investing in a newtelematics system can be miscommunicated.It can be dismissed as ‘keeping up with technology’ or simply chasing the lowestprice. There are several tips to ensuring thebenefits of a system are fully understood. So,what should your business case include?

Scaled benefits, costs and savings using•your own fleet data.

Qualitive and quantitative benefits tailored•

to your business’ activity.

Assessed business risks of current vs new•options.

The KPIs to measure success.•

Where to beginOver the past 18 years, we’ve seen almostevery kind of business setting for a fleet ofdrivers. From construction companies todelivery trucks, and from large to small busi-nesses and trades. Operational differencesand likenesses can easily be put into perspective by answering a few simple questions regarding, firstly, your fleet:

Building your business casefor a vehicle tracking systemWhen it comes to getting the best vehicle trackingsystem, small changes can make huge differences

52 PROFILE

How many vehicles are in your fleet? •

What type of vehicles are in your fleet? •

How many drivers do you employ? •

And, secondly, each vehicle:

What is the average distance driven per day?•

How much do you spend on fuel per day?•

How many trips are made per day?•

How much do you currently spend on •vehicle tracking?

You can then begin to calculate the potentialsavings not only of switching to an alternativesystem, but also the benefits that will comewith it. For example, you might forecast fuelsavings of up to 25% due to better insightinto driving habits and the ability to improvethese. You might also apply a significantimprovement in productivity, as more sophis-ticated route reports and vehicle logs allowyou to ensure the correct hours are beingworked and that your customers are billedaccordingly. If you calculate these benefitsusing your fleet data, it puts them into context.

What are the benefits?Different businesses will have different agen-das, so it’s useful to list your own businessesconcerns and requirements and assess apotential vehicle tracking system againstthese. Some ideas might be reducing main-tenance costs, insurance costs or CO2 emis-sions, or perhaps improving safety, customerservice or productivity. Outlining your keyconcerns will help you understand whichvehicle tracking features are the most impor-tant for your business.

As well as improving your vehicle’s MPGthrough better driving styles, we estimatethat by eliminating one hour of vehicle idlingper day for a single vehicle, a business can

save over £40 per month. Small changes likethis soon scale up over time and are worthfactoring into your decision. If your driversoften wait between several stops, look outfor tracking systems that help you identifyand reduce the hours spent with the engineidling.

Vehicle utilisation is another area for poten-tial improvement. With the insight necessaryto eliminate crossover journeys and makemore informed decisions, costs can bedriven down; for example, knowing whichdriver is closest to a location. A forecast ofthe weekly savings that a company can makejust by eliminating three unnecessary hoursis shown here.

Important considerationsThere are ways to pre-empt questions fromthose reviewing your business plan, that willsave time further down the line. Know thelength of the contracts available, understandany additional charges and determine thatadequate cash flow is available to invest ineach option that you are considering. Thatway, you won’t be suggesting an option that’ssimply not feasible. It’s also a good idea toassess how the system will fit into your business’ current activities and whether it will introduce new ways of working.

Quartix Limited Tel: 01686 807 607enquiries@quartix.netwww.quartix.net

PROFILE 53

36 07:56

And lastly, investigate whether the system isreliable – what do current customers say? If you come armed with information about the tracking system’s support package andreputation, your stakeholders have less tofeel unsure about.

Here to helpFor a step-by-step guide to building your full business case for vehicle tracking and calculating a return on investment based onyour fleet data, see the Learn section of theQuartix website: quartix.net/learn.

If you would like any advice, our representa-tives are always happy to help! Call us on01686 806 663.

Expected hours per day

Hourly rate

No. of vehicles / workers

Hours lost per week

Value per person

Value overall

Improved utilisation

8

£20

5

3

£60.00

£300.00

8%

We must work together to preventoccupational lung diseaseMalcolm Shiels, chair of the Institution of Occupational Safety & Health’sConstruction Group, discusses the body’s support for the HSE’s Dustbustercampaign to raise awareness of the dangers of occupational lung diseaseand its own efforts to tackle work-related cancers

54 | Planning and Development

Have you ever sat in a taxi, on a train or on a busnext to or close to someone who has a raspingcough and seems to struggle for breath?

An early thought that comes to mind, despite youtrying not to be judgemental, might be: “Oh, thatmust be a smoker”.

But what if their cough is unrelated to smoking andis instead a result of diligently working all their lifewhile exposed to substances, dusts and vapours thathave been harmful to their health, particularly theirrespiratory system?

In this scenario, their rasping cough or breathingproblems are a grim result of workplace exposure tothese life-threatening substances; due to a lack ofcare or thought by some of their employers – ormaybe a lack of knowledge or awareness themselves– they are now suffering from the consequences.

Now is an apt time to raise awareness of respiratoryworkplace matters, re-evaluate your safe systems ofwork, and maybe introduce some new initiatives.

The Health & Safety Executive recently carried out aDustbuster inspection campaign from 17 June to 12July across the UK. This campaign concentrated onindustries such as construction, woodworking andfood manufacturing where occupational lung diseases,including in some cases occupational cancers, aremore common.

During the campaign, inspectors visited businessesacross the country to see what measures have beenput in place to protect workers’ lungs from the likes

of asbestos and silica. The effects of these carcinogensand others on our health can develop over a longlatency period and because of this it isn’t alwaysimmediately apparent when workers are at riskduring their day-to-day work. It is vital organisationshave measures in place to ensure exposure does notoccur and take preventative steps.

Work-related cancer: The facts742,000 – Deaths attributed to work-related canceraround the world every year – the equivalent of (if averaged out) one death every 43 seconds.

100,000 – Deaths worldwide each year attributed toasbestos-related diseases. Asbestos is the biggestwork cancer killer.

8,000 – Deaths from work-related cancer in the UKevery year.

14,000 – New cases of cancer caused by work registered in the UK every year.

1 in 5 – Workers are exposed to occupationalcancer risks.

50 – More than 50 substances are listed as knownor probable causes of workplace cancer, includingasbestos, diesel engine exhaust emissions, mineraloils and respirable crystalline silica, which is commonly used in block-cutting, stone-cutting,crushing, milling and drilling stonework.

| 55Planning and Development

“Both No Time to Lose and Dustbustercontribute to increasing knowledge aboutthe causes of occupational cancer andoffer resources to help organisations andbusinesses to take action to reduceworkplace exposure.”

The HSE’s Dustbuster campaign is closely alignedwith IOSH’s No Time to Lose (NTTL) campaign to helpbusinesses take action against causes of occupationalcancer. NTTL campaign phases have covered thedangers of silica dust and asbestos exposure andmany organisations have pledged to support thecampaign, most recently Co-op property.

Both No Time to Lose and Dustbuster contribute toincreasing knowledge about the causes of occupa-tional cancer and offer resources to help organisationsand businesses to take action to reduce workplaceexposure. Whether you’re an employer or employee,industry body or policymaker, safety and health pro-fessional or occupational hygienist, we all have a partto play if we want to call time on work-caused cancers.

Thousands of people die from work-related lung diseases every year, in many cases due to exposuresthat took place many years before. In the workingenvironment – as managers or workers – we all havethe power do something about this. Get involved by

reading the free materials available from the NTTLResource Library and asking what your workplace isdoing or is prepared to do to tackle occupationalcancers.

Also consider joining the growing number of busi-nesses leading on this issue. Get involved by providinga supporter statement, or sign the No Time to Losepledge to show actions your company is taking.

It is important to involve others, start discussionsand raise awareness. Don’t walk away – ignoring theissue affects everyone in the long-run. We must worktogether; only through our combined efforts can weprevent the horrendous effects of occupational lungdisease. ■

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Malcolm Shiels Chair Institution of Occupational Safety & Health (IOSH)Construction GroupTel: +44 (0)116 257 3100reception@iosh.comwww.iosh.co.uk

At the time of writing this, the weatherso far this summer has been a far cryfrom last year’s heatwave – and is a

timely reminder of how changeable theBritish weather can be. At times like this, getting dressed for work can be particularlychallenging, but by bearing a few points inmind, you can go to work confident thatyou’re dressed to meet whatever mothernature might have in store.

Consider all eventualitiesFirst and foremost, if you’re working on aproject that involves being outdoors all day,every day, investing in a full waterproof rainsuit that can easily – and comfortably –fit over your usual clothing is a must.

There are a number of lightweight jacketsthat will see you through into the coolermonths by being both waterproof andbreathable, such as the Dickies EisenhowerAtherton Jacket.

Choose clothing to be seen inWhile staying visible may not seem as muchof a priority during the lighter days ofsummer, for those who are still required towear hi vis clothing, there are plenty ofoptions that help you to be seen withoutcompromising on comfort.

There are a number of short-sleeved hi vis t-shirts and polo shirts on the market, as wellas shorts, which allow you to remain compli-ant with safety standards without resortingto long-sleeved tops and trousers in hot

weather. For example, the Dickies High Visibility Safety Polo Shirt is both smart andcomfortable.

Keep your coolIf we’re lucky to get some hotter days thissummer, working in the heat while maintaininga professional look can be a real challenge.However, today’s workwear includes fabricsthat allow you to keep cool as the tempera-ture rises.

New innovations in fabric technology includeCoolcore®, which wicks moisture away fromthe body. As long as Coolcore is wet, it willkeep on cooling and, as it’s chemical-free, itsbenefits won’t wash out. Our video gives asimple demonstration of how this technologyworks in the Dickies Pro T-shirt.

Don’t forget sun safetyWe’re all aware of the importance of applyingsun protection to our skin these days and thisshould extend to your clothing, especially ifyou’re likely to be spending much of your dayoutdoors.

More and more clothing manufacturers areincorporating fabrics that offer UV protectionin their designs and it’s worth aiming for aSPF rating of 45+. Again, the Dickies Pro T-shirt is also a good example of this.

A word on shortsShorts are a summer workwear staple and,while they are naturally less restrictive thantrousers, it’s still important to look for

Summer workwear for the construction industryJames Whitaker, managing director at Dickies Workwear,offers his advice on dressing for the unpredictableBritish summer weather

56 PROFILE

features such as stretch back waistbands andside panels for an ergonomic fit that will provide exceptional comfort and movement.

Today’s work shorts also offer the practicaldetails you would expect from workweartrousers, such as plenty of pockets, and areavailable in styles that help those working inconstruction to cultivate a professionalimage. The Dickies GDT Premium Shorts area particularly popular option at this time ofyear.

By investing in the right workwear, you canstay comfortable this summer without compromising on practicality, safety and yourprofessional image.

For more information, visit: www.dickiesworkwear.com

James WhitakerMarketing DirectorDickies Workwearwww.dickiesworkwear.com

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The grass is often greeneron the brownfield siteIt’s time for the construction industry to set aside the wrecking ball andrethink how it uses brownfield land, argues Nick Russell, director of civiland structural engineering consultancy Thomasons

58 | Planning and Development

With seemingly relentless pressure to delivermore housing and infrastructure, there is anunderstandable temptation to just get on

with building on greenfield land to meet immediatedemand. But I think the sector needs to pause andreflect on the existing built environment and how wecan capitalise on brownfield and the potential toretrofit.

This brings to mind a piece of research published bythe Campaign to Protect Rural England (CPRE), pub-lished in March 2019. The pressure group’s findingsreveal we are currently sitting on areas of brownfieldcollectively the size of Birmingham (around 26,000hectares), of which over half is ready for immediatedevelopment. Here exists a golden opportunity, fromaddressing the current housing crisis and overhaulingour tired infrastructure network, to revitalising ourstruggling high streets and re-empowering local government.

It’s a positive vision but first things first: the construc-tion industry needs to have a more open discussionabout brownfield sites and actively improve publicand investor understanding of how these areas canbe utilised, both commercially and socially.

Presently we are faced with a number of hurdles.Chief amongst these is an attitude of short-termism.On face value, building on greenfield can seem likethe most cost-effective option; you’re not confrontedwith the initial, significant expense of clearing landand managing contaminated materials. However,often it’s more beneficial and less wasteful to spendmore at first to build sustainable structures with along lifespan or retrofit a structurally sound building,which could be given a new lease of life.

This raises further questions concerning our under-standing of the term ‘value’ and how it relates to ourclient and end users as opposed to shareholdersalone. Of course, I’m not suggesting that constructioncompanies should not seek to turn a profit but that,perhaps, we could start adopting a more holisticapproach to the work we do.

“We need to be more thoughtful about the‘Best Option’, is it a revamped old buildingwith embedded carbon or a new facilitywith additional carbon but potentiallylower running costs? Equally, it is ourresponsibility as an industry to championbetter practice? Brownfield gives us achance to demonstrate this.”

Indeed, long-term value exists in brownfield sites,which a savvy investor or CEO can quickly see. Inshort, knocking down is not always economical.

From my perspective, it’s encouraging to see a developer looking beyond the culture of demolitionto explore how perfectly robust structures can bereimaged and brought up to modern standards andtaste. This makes full use of the building’s lifespaninstead of dusting off the wrecking ball prematurely.

This neatly segues into discussing another misunder-stood term, ‘sustainability’, which has to go hand-in-hand with ‘value’ when talking about brownfield. Thewhole drive to build on the greenbelt and greenfieldsites appears to be a regressive solution to our currentneeds, especially when you consider CPRE’s finding.

What do we mean by sustainability? Is it merelymaking sure a building is as ecologically friendly as

| 59Planning and Development

possible? I believe it means so much more. Surelythe term also applies to delivering buildings thatstand the test of time, designed for a period of timeappropriate to its use, and equally structures thatstrengthen and benefit the local community. It’s timewe empowered this word with a richer meaning andapplied it to our standpoint on brownfield.

“…we are currently sitting on areas ofbrownfield collectively the size ofBirmingham (around 26,000 hectares), ofwhich over half is ready for immediatedevelopment.”

However, if we are to look at this issue through thecurrent prism of opinion, there’s a compelling argument that favours brownfield. This is particularlypertinent to sites on which existing structures stand(eg mothballed factories or disused airfields).

All too often, buildings with an existing embodiedcarbon are replaced with a new development. Demolition might seem a safe option but is notalways appropriate for the local area or beneficial

to the welfare of local residents and workers. Superficially, it’s more financially prudent but as wewell know, new buildings require further embodiedcarbon and environmental disruption.

We need to be more thoughtful about the ‘BestOption’, is it a revamped old building with embeddedcarbon or a new facility with additional carbon butpotentially lower running costs? Equally, it is ourresponsibility as an industry to champion better prac-tice? Brownfield gives us a chance to demonstrate this.

Looking beyond refurbishment and concentrating on former industrial sites where contaminationexists, the current wisdom is to leave these areas asthey are and to manage the pollutants, as opposedto excavating and removing them. This approach hasarisen from necessity, as few places in the UK andIreland accept and process this type of waste. It’sencouraged us to become more creative.

There are so many solutions at our disposal, particu-larly in how we handle ‘pollution linkage’. This rangesfrom covering a contaminated space with a suitable

60 | Planning and Development

thickness of inert material to rethinking the type ofbuilding that occupies the plot (eg housing vs. com-mercial/retail). Alternatively, we can use advancedcleaning techniques, as opposed to removing thematerials and simply relocating them elsewhere.

Looking ahead, one of the current prime ministerialcandidates, not particularly noted for his track record of useful builds during his tenure as themayor of London, has at least made clear his intentionto play brownfield to his advantage. It’s a start, at thevery least.

What does this mean for the UK as a whole? Theland is there but one might argue that the will fromcontractors and developers is not.

We have a duty to present some of the benefits andperhaps I can encourage those reading this article toreconsider all options as well as demolition. Further-more, as an industry, we have unrivalled ability andexpertise to transform existing communities throughincreased building on brownfield. There are myriadbenefits.

“…the construction industry needs tohave a more open discussion aboutbrownfield sites and actively improvepublic and investor understanding ofhow these areas can be utilised, bothcommercially and socially.”

One of the biggest challenges facing many communi-ties now is the erosion of the high street as shoppingand social habitats. The evolution of online shoppingand big box retailers being a major cause. Maybebuilding on, or redeveloping, urban brownfield sitescould provide local housing, working environmentsand other facilities that could give high streets amuch-needed boost, rather than unnecessary development of the countryside.

Beyond the industry, and my own personal thoughts,how do we inspire others to adopt a more matureand thoughtful approach to brownfield? Not an easyquestion, and one which doesn’t have a particularlyclear answer. Fundamentally, we need to make amore compelling case, demonstrating that long termvalue and sustainability exists within these sites,ready to be unlocked. We also need to give greaterauthority to local councils (a story for another day)

and, for that matter, educating of policy makers on anational level.

The current administration insists it attaches “greatimportance” to greenbelt land. As it looks for a quickfix to our current housing, infrastructural and socialproblems, I cannot see that it’s truly committed toanything but the easiest option. It’s a shorter routebut it will rarely get you to your intended destinationand no doubt, like those structures of the mid to late1960s, we’ll all pay the price for them down the road.

In these uncertain times, the jury has to remain out.Let’s hope whoever becomes our next leader thinkslong and hard about how we can use brownfield tothe advantage of the nation. ■

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Nick RussellDirectorThomasonsTel: +44 (0)1483 565 886info@thomasons.co.ukwww.thomasons.co.uk

Nick Russell

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Ross Keatley of the Immigration Advice Service, an organisation made upof immigration solicitors, examines the potential impact of Brexit on theconstruction and engineering workforce

62 | Planning and Development

With the summer focus on the ConservativeParty leadership contest, it might be easyto forget that the delayed Brexit date of

31 October is already fast approaching. Businessesare still crying out for clarity and recent advice fromthe Migration Advisory Committee goes some way toachieving this. However, without a clear line from thegovernment, the construction and civil engineeringsector still stands on a cliff edge.

Last Summer, the Confederation of British Industry(CBI) released a report, investigating the impact ofBrexit on the construction and engineering sector.The report highlighted foreign employees make up15% of the UK construction industry’s workforce – ofwhich 51% are from an EU country.

The Royal Institution of Chartered Surveyors (RICS)has also previously suggested that the UK constructionindustry could lose 200,000 EU workers post-Brexit,accounting for approximately 8% of its total workforce.This skills gap will affect almost all parts of the sector.

Currently, overseas workers fill a range of jobs in theconstruction industry; including 40% of general and11% of skilled labourers and tradespeople, 11% ofarchitects, and 11% of civil engineers.

What does the Migration Advisory Committee’sreport tell us?This May, the Migration Advisory Committee (MAC)recommended revisions to the Shortage OccupationList (SOL). The SOL is used by the government toassess the need for non-EEA overseas talent in theUK. Where roles are included, those applying for aTier 2 visa (the most common form of UK work visa)enjoy relaxed restrictions and reduced visa fees.

The MAC recommends extending several job categories on the SOL, including those under thecivil engineering category. In theory, if the MAC’s rec-ommendations are implemented by the government,non-EEA construction and engineering professionalsmay be encouraged to work in the UK.

“The MAC’s report certainly takes animportant step towards securing thefuture of the construction and engineeringsector, but it doesn’t go far enough.”

However, these changes do not factor in how Brexit– and the end of free movement– will impact skillsgaps within the sector. Currently, EEA nationals makeup almost 10% of the industry’s workforce, accordingto EngineeringUK.

What about after Brexit?After the end of free movement, the most recentgovernment advice tells us that all new EEA nationalswishing to work in the UK will need to meet the samerequirements as those from outside the EEA. Thisinvolves applying for work visas for themselves andtheir families.

And the cost of doing this is not cheap. Even withthe SOL reduced fee, the Tier 2 Work visa is £464for a single applicant, and a further £464 for eachdependent. The application cost for settled statusis £2,389 for a single applicant, and again the same amount for each dependent. Lastly, the British citizenship application fee is £1,330 – with afurther £1,330 per dependent.

These costs are highly likely to make talented EUnationals turn away from the UK and instead take on

Brexit, construction and civil engineering: Making the most of the latest government advice

| 63Planning and Development

work in other European countries, such as Germany,Belgium or France, that have no restrictions onfreedom of movement.

“After the end of free movement, the mostrecent government advice tells us that allnew EEA nationals wishing to work inthe UK will need to meet the samerequirements as those from outside theEEA. This involves applying for workvisas for themselves and their families.”

Is there any good news?In short, yes. The MAC’s report certainly takes animportant step towards securing the future of theconstruction and engineering sector, but it doesn’tgo far enough. Both the MAC and UK governmentmust seriously think through how the sector willcontinue to thrive – or even stay afloat – after Brexit.

It is difficult for industry leaders and employers todetermine the best course of action to minimisedisruption and avoid lasting damage. Until a finaldecision is made by the UK government and its EUcounterparts on Brexit, the future of the constructionand civil engineering sector remains gloomy withuncertainty. ■

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Ross KeatleyImmigration Advisory ServiceTel: 0333 414 9244info@iasservices.org.ukiasservices.org.uk

The Grenfell Tower fire was a disasterthat affected a great many people inthis country. For town planners, building

designers, building control specialists, con-tractors, emergency services and our industryin general, it marked a very low point in ourhistory and evolution.

In response to this terrible incident, the government commissioned an enquiry inorder to obtain a report and recommenda-tions on how our regulatory system shouldbe modified to restore confidence in thedesign, construction and management ofhigh-rise buildings. Dame Judith Hackettproduced her final report, Building a SaferFuture – Independent Review of BuildingRegulations and Fire Safety, in May 2018.

We will have to wait and see if our governmentdecides to implement all of the recommen-dations contained in the report but, as a start,the use of aluminium composite materials(“ACM”) in high-rise buildings was bannedin December 2018.

Our government has also made fundingavailable to registered social landlords andother public building owners to have ACMmaterials removed from existing buildingsand has given local authorities powers toremove ACM materials from privately ownedbuildings and pursue the building ownersfor the resulting costs.

I suspect that nobody will criticise these firststeps by our government or its approach toadopting a “safety first” strategy, leaving thefinancial consequences to be worked out at

a later date. So, why is this so important andhow does it affect the construction industryand the insurance market?

With some estimates as high as 500 affectedbuildings (nobody really knows how manyare out there), the availability of funding forpublic bodies, and local authorities armedwith new powers to compel reluctant buildingowners to take action, it is perhaps not surprising that our industry is experiencinga surge in activity to identify affected buildings,draft remedial solutions and engage in theprocurement of these corrective works. Butwhat comes afterwards?

I can’t say I am a fan of the “where there’sblame, there is always a claim” culture thatnow pervades our way of life but it is what itis and the reality is that there is a flurry ofactivity to identify whether any party can beblamed for adopting the use of ACMcladding systems on buildings in the UK sothat legal action can be started against thoseparties, which are left “holding the baby”and who are “caught in the firing line”.

So why is this so important? Well, it comesdown to a simple question. Do we know forsure that insurers will end up writingcheques to settle the large claims that willfollow? The answer, as with most things inlife, is that there is no guarantee that this willbe the case.

Leaving aside the important issues of aninsurance policy’s scope and cover andwhether a claimant can prove negligenceagainst an insured defendant for one

Grenfell Tower fire: The law ofunintended consequencesPeter Vinden, chief executive of the Vinden Partnership,looks at professional indemnity insurance claims andrising premiums in the wake of the Grenfell disaster

64 PROFILE

moment, there are two important featuresof professional indemnity (PI) insurance policies that we need to consider further.

The first feature is that each professionalindemnity policy of insurance will contain aretroactive date. This is the date that covercommenced and this will not change in subsequent years of insurance as long as youstay with the same insurer.

The second feature of this type of insuranceis that it is arranged on what is referred to asa “claims made basis”. In other words, aslong as the premium is paid in any oneperiod of insurance (usually a calendaryear), the policy will respond if a claim ismade. If the premium isn’t paid, the policyimmediately lapses and so too does theinsurance cover.

In reality, this means that there is a substan-tial increase in the number of notificationsbeing issued to insurers by designers andcontractors up and down the country thatmight be caught in the ACM debacle. The risein notifications and actual claims, not sur-prisingly, has caused insurers to look at thepremiums being charged as well as the typeof cover being offered.

Some insurers are withdrawing from the PIinsurance market, some are switching coverfrom an “each and every claim” basis to an“any one claim and in all” or “aggregate”basis and all are looking at exposure topotential claims in this area, hiking insurancepremiums and, in some cases, refusing torenew policies at all.

Questionnaires designed by insurers at policyrenewals are looking to identify potential areasof risk. Any designer involved historically inthe selection of ACM cladded buildings,which now have to be replaced, is in distinctdanger of facing a claim from those partiesaffected.

Up and down the country, difficult conversa-tions are taking place between consultantsand contractors involved with ACM claddedbuildings and their insurers:

Will a PI policy renewal even be offered? •

What will be the increase in insurance •premium?

Can they afford the premiums? •

Should the PI policy be lapsed and started•again in order to amend the scope of historical cover?

Where will this leave clients with the•plethora of warranties signed in the pastand agreeing to maintain PI insurance for12 years?

What options are open to them to manage•these concerns?

How will this impact building owners and•tenants affected by these issues?

It remains to be seen how the inevitableclaims will ultimately be dealt with and, perhaps more importantly, who will end uppaying the resulting bills. There is a school ofthought that the responsibility for the Grenfell Tower fire and resulting claimsshould all fall on central government. At themoment, however, there is no sign that ourgovernment will accept any responsibility forthe incident. The blame and claim game is,therefore, likely to go on for some yearsahead.

The Vinden Partnership is currently involvedin multiple projects where it is assistingbuilding owners and tenants with buildingowners affected by ACM cladding systems.But we are also seeing consultants and con-tractors who are now experiencing problemswith their PI insurance renewals.

Every effort has to be made to avoid a repeat

Peter VindenChief ExecutiveThe Vinden Partnership pvinden@vinden.co.uk www.vinden.co.ukwww.twitter.com/vindenconsults

PROFILE

of the Grenfell Tower fire. What we don’tknow yet is what the total cost of puttingthings right will be and who will end up footing the bill. The fallout of this disaster isclearly set to affect many people and formany years to come.

If you are affected directly or indirectly by anyof the above matters and need discrete andconfidential advice on dealing with thesesorts of issues, please do not hesitate to getin contact.

65

Making housing betterin a warming worldSimon Storer, chief executive of the Insulation ManufacturersAssociation, looks at the thermal efficiency and positive benefits ofpolyisocyunurate (PIR) and PU insulation, accurate specificationthrough digitalisation and how this essential product can help theUK’s housing stock adapt to the impacts of a changing climate

66 | Planning and Development

The UK government’s plans for a Future HomesStandard by 2025, which ensures new buildhomes are built without fossil fuel heating and

to a world-leading energy efficiency standard, will gosome way in helping the UK meet its net zero targets.Good insulation is essential if homes and buildings inthe UK are to become more energy efficient, sustain-able and offset some of the increasing energy costsand climate change ambitions the country faces.

The challenge for the UK reaching net zero and acleaner future will not be easy when you considerthe built environment is responsible for almost 50%of carbon emissions. Our 29m homes are a big partof the problem and account for 15% of the UK’sgreenhouse gas emissions through their use of oiland gas for heating and hot water.

The proposed Future Homes Standard is in line withthe recent Committee on Climate Change (CCC)report, UK Housing: Fit for the Future?, and shouldinfluence the Part L revision later this year.

In truth, it only confirms what many of us have beenhighlighting for many years. If we are to create highquality, low carbon and climate resilient homes thenwe must insulate more. A thermally insulated build-ing envelope installed correctly will achieve high performance, low maintenance, reduced energy billsand provide long-term energy efficiency.

The prioritisation of insulation within the buildingenvelope will significantly restrict air leakage, which inturn prevents heat loss. This ‘fit-and-forget’ solutioncan ensure a home will perform as intended fordecades, with little or no maintenance.

One of the issues is the lack of awareness on thepart of homeowners or occupants as to what energyimprovement work needs to be carried out in thefirst place. When installed correctly, insulation is considered to be more sustainable than installingenergy-saving technology or renewables. Other tech-nologies can play their part and be added in futurebut for many homeowners, additional technologycan prove to be complicated to operate efficiently,negating any of the potential energy efficient gains.

“The prioritisation of insulation withinthe building envelope will significantlyrestrict air leakage, which in turnprevents heat loss. This ‘fit-and-forget’solution can ensure a home will performas intended for decades, with little or nomaintenance.”

Lower U-values A consistent and good level of fabric insulation willlimit heat loss through the building envelope. Thebetter or lower the U-values in walls, floors androofs, the less heat that is lost resulting in enhancedthermal performance, which in turn will help todeliver the standards required. One of the best waysto achieve this is through PIR and PUR insulationproducts. Highly effective and incredibly versatile,these insulation solutions are available in a range offorms including boards and blocks, cavity injectedand composite panels, as well as a spray and panelinsulation.

For designers, the growing popularity of PIR insulationhas meant they can achieve the highest insulationvalues from the minimum thickness of material. With

lambda values as low as 0.021 W/mK, PIR insulationperformance can be achieved with less thicknessthan other commonly used insulation materials. Itsexceptional insulating properties, high strength andlight weight means it is used widely across residential,commercial and refurbishment projects.

The devil is in the detail Taking time for the details will also make a differenceand go some way to ensure homes perform to thestandard intended. For example, ensuring junctionsare appropriately designed and constructed, as thismakes a significant contribution to reducing heat loss.

Thermal bridges occur at breaks in insulation junctions and openings causing heat loss, which ultimately leads to a drop in internal temperatureand an increased demand for heating. This canincrease the risk of surface condensation and mouldgrowth. Good design and workmanship necessitate aproper level of quality assurance throughout designand construction, and good detailing is particularlyimportant for new build and retrofit alike.

Competency in installation is vital because when ahigh performing product such as PIR/PUR is notinstalled correctly, it could compromise that perform-ance and drastically reduce the thermal performance.All contractors need to make sure that not only arelevels of site supervision of a good standard, but alsothe manufacturer’s installation instructions are followed and installation instructions around potentialcold thermal bridges and awkward details areachieved. Once the high quality building fabric hasbeen completed, there should be no need to worryabout it.

Digitalisation of products The issue of product substitution also needs to beaddressed. For example, if a PIR insulation productwere to be substituted by a product of the samethickness with poorer insulation properties, it wouldhave a significant impact over the lifetime of thebuilding. This could result in the building not meetingits thermal performance, as determined by BuildingRegulations, increase the lifetime energy costs for thebuilding occupants and reduce the carbon savings,

| 67Planning and Development

68 | Planning and Development

as well as potentially impacting on the health andwellbeing of the building occupants.

Therefore, digitalisation of construction products willprovide some traceability of products across thesupply chain and is seen by many as the best way toreduce the performance gap and increase perform-ance certainty across the built environment.

Building Information Modelling (BIM) has becometremendously important in the construction industryand has enabled manufacturers to share productinformation in more accessible forms. According tothe NBS, three-quarters of manufacturers agree thatBIM is the future of product information. Throughthe BIM Level 2 programme, building product manu-facturers can provide a wealth of product informationto specifiers online, in an immediate and standardisedaccessible digital structure.

Futureproofing Focusing on the building fabric will enable specifiersto futureproof their designs, which can be employedon projects of any size from the largest public buildingto the smallest domestic extension. A more energyefficient fabric from the outset can be upgraded lateron through improved services, ventilation measuresor the addition of renewable technologies.

“For designers, the growing popularity ofPIR insulation has meant they can achievethe highest insulation values from theminimum thickness of material.”

Ensuring continuous insulation, minimising thermalbridging and achieving high levels of airtightness inbuildings all play their part in a well-designed buildingfabric and decarbonising our homes. Addressingthese aspects of construction means the BuildingRegulations’ thermal targets can be met and thoseperformance levels can be incorporated into the finished building’s performance targets.

If we are going to make our housing stock better forthe long term then we must achieve more thermallyefficient building envelopes, which in turn will resultin more comfortable buildings. Getting the fabric ofthe building properly insulated should always be thestarting point and this includes insulation such ashigh performance PIR. It will remain the most directroute to achieving the net zero target, as well as com-pliance with the energy performance requirements ofthe revised Building Regulations Part L. Only then willwe begin to have housing stock that is resilient to achanging climate. ■

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Simon StorerChief ExecutiveInsulation Manufacturers AssociationTel: +44 (0)161 672 7387www.insulationmanufacturers.org.uk

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With the government committingthe UK to achieving net zero green-house emissions by the middle of

the century, the race is on to tackle our builtenvironment. Estimates suggest that theheating demand for buildings and industryaccounts for almost a third of the UK’s totalgreenhouse emissions. One obvious way toaddress this demand is by improving theinsulation performance of buildingenvelopes. These materials require little orno maintenance and, when installed withcare and attention, can effectively minimiseenergy demand for decades.

As with all aspects of a construction, theupfront cost of materials is a clear consider-ation in the specification process. As youmight expect, the drawback with cheaperinsulation materials is that they are less thermally efficient. This means that greaterthicknesses are required to achieve a desiredU-value and this change can have significantimplications for other aspects of the build.

Research from leading consultant Currie &Brown has now suggested that by specifyingmore thermally efficient materials in cavitywall applications it is possible to reduce overall project costs while achieving slimmerconstruction thicknesses.

Insulation optionsRegulatory guidance on the level of thermalinsulation required for new homes is coveredwithin Approved Documents L1A to theBuilding Regulations 2013 (in England), 2014(in Wales) and Section 6 (Energy) 2015 ofthe Building Standards in Scotland. To

ensure compliance, it is a good idea to targetan external wall U-value of 0.16 W/m²·K forproperties in England and Wales and0.15 W/m²·K in Scotland.

A key measure of an insulation material’sperformance is its thermal conductivity(lambda). Products with a lower thermalconductivity are more resistant to heat lossthrough conduction, meaning a reducedthickness of insulation can be used to achievea desired level of thermal performance.

Cheaper materials often have relatively highthermal conductivities. For example, mineralfibre insulation typically achieves values ofbetween 0.032-0.037 W/m·K. In contrast, thelatest phenolic insulation boards have a thermal conductivity of just 0.018 W/m·K.

As such, while these boards are more expensive than lower performing materials,they can enable target U-values to bereached using thinner insulation, reducingexternal wall construction depths.

Addressing hidden costs in insulation specificationKingspan Insulation has published a new white paper withresearch from Currie & Brown exploring how differentinsulation specifications impact overall project costs

70 PROFILE

To understand how this may impact overallproject costs, Kingspan Insulation commis-sioned Currie & Brown to carry out an analysis.

Cost analysisTo assess how the choice of insulation couldimpact overall project costs, Currie & Browndeveloped scenarios for properties of threedifferent scales:

Large detached house.•

Small detached house.•

Mid-terraced house.•

Each property was modelled using SAP 2012and was designed to meet the requirementsof Approved Document L1A to the BuildingRegulations 2013 (England). Two externalwall constructions with a U-value of 0.16W/m2.K were modelled for each scenario,one with mineral fibre insulation and theother with premium performance phenolicinsulation. The full specifications are shownin Table 1.

Specification Thickness (mm)

Brick outer leaf (102.5mm)• 100mm cavity including 90mm phenolic insulation• 100mm blockwork inner leaf

302.5

Brick outer leaf (102.5mm)• 180mm cavity fully filled with mineral wool insulation• 100mm blockwork inner leaf

382.5

Table 1 – Modelled specifications and overall external wall construction depth

The cost analysis was then conducted by anexperienced residential quantity surveyor. Inaddition to the upfront cost of the insulation,the analysis considered a wide range of variables linked to the cavity width and overallthickness of the external walls including the length of wall ties, rafters and joists,width of cavity closers and the extent of foundations.

In all scenarios, foundations are 300mmdeep in a 600mm trench. It was assumedthat the thinner cavity for the phenolic insu-lation specification would allow a narrowerfoundation of 650mm compared with900mm for the mineral fibre specification.

ResultsThe analysis showed that while the cost ofthe mineral fibre insulation itself was lessthan the phenolic insulation, the increased

cavity width with the mineral fibre specifica-tion raised the cost of all accessories such as lintels, wall ties and cavity closers. Furthermore, the need for more extensivefoundations and associated groundworks,along with the additional roof and wall areas,also added significantly to the overall cost ofthe mineral fibre construction.

When all these factors were considered, theanalysis showed that the overall cost for thelarge and small detached houses with thephenolic insulation specification and 600mmfoundation was actually less than that of the mineral fibre specification with a 900mm foundation (as shown in Table 2).Meanwhile, for the mid-terraced property,the cost differential was negligible.

In addition to these cost benefits, thereduced construction thickness of the

Kingspan Insulation Tel: +44 (0) 1544 387 384info@kingspaninsulation.co.uk www.kingspaninsulation.co.uk TwitterGoogle+LinkedIn

PROFILE

phenolic insulation specification should also allow window reveal depths to be minimised. Research has shown this canallow more light into internal spaces andmay make them more attractive and saleableto potential buyers.

Forward-thinking approachThe zero-carbon commitment sets a cleardirection for travel for the UK constructionindustry over the next three decades, withconsultations into changes to Part L of theBuilding Regulation (governing the conser-vation of fuel and power) expected to beginin the coming months. The research fromCurrie & Brown shows that when specifyingthese materials, it is important to not onlythink about the upfront cost of the material,but to take a more holistic view of the overallproject. With this approach, it may be possi-ble to create lighter and more spacious prop-erties that have lower heating demands andare cheaper to build.

71

House Type 100mm cavity phenolic insulationspecification with 600mm foundation

180mm mineral fibre specification with 900mm foundation

Large detached £53,993 £54,154 (+£161)

Small detached £41,324 £41,744 (+£420)

Mid-terraced £9,801 £9,797 (-£4)

Table 2 – Summary of results

Kingspan Insulation has published a new white paper with research from Currie & Brownexploring how different insulation specifications impact overall project costs

Construction disputes: How to avoidthem and what to do if it all goes wrongThe value of UK construction disputes has fallen 47%, significantly below theglobal average, according to design and consultancy Arcadis. Yet despite fallingvalues, disputes are taking longer to resolve. Gary Kitt, UK head of contractsolutions, explores the leading causes of disputes and discusses what you cando if problems start to arise

72 | Planning and Development

From France’s Grand Paris Project to New YorkCity’s Hudson Yards development, mega-pro-jects around the globe are continuing to expand

apace. As a result, the procurement, contracts andconstruction of these projects will inevitably becomemore complex, with more and more parties involvedin the construction process. Public projects in partic-ular, which are often highly visible and sometimespolitically charged, can be under intense levels ofscrutiny in terms of cost and delivery.

In the UK, projects including High Speed 2 (HS2) andthe Birmingham 2022 Commonwealth Games Villageare still forecast to start in 2019. However, it is likelythat wider growth in the UK construction industry willslow, not least in the shadow of uncertainty causedby ongoing Brexit negotiations. Consequently, we’veseen delayed investment decisions resulting in fewernew projects coming forward; particularly in the private commercial sector.

There is likely to be increased competition for newwork, with contractors experiencing periods workingbelow capacity. It means that commercial decisionsmight be taken that could lead to disputes when differences arise. Ultimately, if uncertainty andexpectation aren’t managed properly, projects canfail. Plans might be either too optimistic or externalevents and risks can impact the delivery schedule.

The real key to ensuring both the successful deliveryof the project and avoiding any claims lies in successfulrisk management. This means identifying, assessingand responding to uncertainties from the very outset.

Construction disputes in the UK The annual Arcadis Global Construction DisputesReport 2019: Laying the Foundation for Successreveals key themes and provides insights into theglobal construction disputes market.

It highlights the average value of disputes in the UKhas fallen 47% to $17.9m; well below the global average and a significant decrease on average valuesover the last six years. The report identifies the UK asbeing the jurisdiction with the shortest averagelength of time to solve a dispute – just 12.8 months.However, this is up approximately 28% on last yearand consistent with the global trend, whereby disputesare taking longer on average to resolve.

More worryingly, however, the number one cause of disputes for the fourth year running in theUK continues to be a failure to properly administerthe contract. Unsurprisingly, almost two-thirds ofrespondents stated that proper contract administra-tion would have had the single largest impact inavoiding the disputes they were involved in.

Equally, while it is encouraging that the mostcommon period for resolution is settlement prior toproceedings, most disputes in the UK are still beingresolved after they have crystallised, rather than parties seeking to avoid or mitigate potential disputesituations as they arise. While it is promising that themost popular method of resolving these disputes isthrough party-to-party negotiation, this is still typicallyoccurring at a stage in the dispute cycle when themost effort, cost and time are required.

Avoid, mitigate, resolve The number one factor that could have the biggestimpact in avoiding disputes was identified as “a willingness to compromise in the dispute”. As theindustry seeks to better understand and address theimpact of human factors in disputes, the aspiration isthat early dispute resolution techniques – such asdispute avoidance – will become increasingly common.

The construction industry is learning the value ofengaging in proactive dispute avoidance, mitigationand resolution techniques. However, success typicallydepends on taking a multi-dimensional approach topotential issues (see fig 1).

The first step in seeking to avoid any disputes shouldbe to embed a conscious decision-making processinto any project, focusing on client objectives, project

| 73Planning and Development

CERTAINTY OF BUSINESS

OUTCOME

AVOID

MITIGATE

RELIABLEPROJECTDATA

FLEXIBLE RESOURCE

ABILITY TO IDENTIFY

KEY ISSUES

TECHNICALSKILL

ACCREDITATION

CLEAR & CONCISE

ENDATIONS

DISPUTE AVOIDANCEA focus on client objectives, project constraints and the contractual framework to provide conscious decision

making and entitlement based discussions

FORENSIC DELAY ANALYSISWe win using fact based analysis to identify where the time has gone, who caused this and possible recovery measures

DISPUTE RESOLUTION

investigation, which informs strategy, options and delivery to pre-determined outcomes

STRATEGIC PROCUREMENT & CONTRACT ADVICEStrategies that embrace clients’ objectives, address risk and build dispute avoidance mechanisms

EXPERT WITNESSA range of expertise that is

credible, persuasive and reliable, with experts that have a proven track record

in this area of service

RESOLVE

Figure 1

74 | Planning and Development

constraints and the contractual framework in a waythat addresses risk from the outset. Better trainingfor everyone involved in administering contracts cango a long way towards avoiding disputes as they arise,along with a robust set of contract terms and effectiveprogress reporting and monitoring procedures.

“More worryingly, however, the numberone cause of disputes for the fourth yearrunning in the UK continues to be a failureto properly administer the contract.”

If a dispute should arise at any point, it should beaddressed immediately in order to help mitigate theimpact. This is where effective and proportionateinvestigation processes come into play, identifying keyissues and – crucially – possible recovery measures. Ifa dispute results in formal proceedings, adjudicationand mediation top the list of possible resolutionmethods in the UK, alongside negotiation, in whichcase expert advice should be sought at an early stageto assess the merits.

Collaboration is key Collaboration is one of the most important factorswhen it comes to avoiding or mitigating potential disputes as they arise. Employers, contractors andthe supply chain should focus on long-term planningand relationship building, but equally there are anumber of effective risk allocation tools that couldbe used.

As the UK construction industry continues to transition towards greater use of digital technologieslike BIM and 4D, 5D or 6D modelling, we are likely tosee an improvement in risk allocation much earlier onin the process. It allows for multi-party engagementtowards a collaborative resolution to difficulties thatmight arise.

The UK has long been a world leader in effectiveavoidance and mitigation strategies, but there is stillmuch work to be done. Early involvement techniques,including effective risk management being used as atool to maximise efforts in the avoidance of disputes,will do much in terms of helping to reduce average

dispute values and resolution timelines. More collab-orative behaviour, fairer risk sharing and a betterunderstanding of how contracts are intended to beoperated will all be critical for the effective avoidanceand mitigation of disputes in the future.

To find out more, the Arcadis Global ConstructionDisputes Report 2019 – containing detailed analysisof research findings and insights into the results – isavailable for download now. ■

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Gary KittUK Head of Contract SolutionsArcadisTel: +44 (0)207 812 2310Gary.Kitt@arcadis.com www.arcadis.com/united-kingdom

Gary Kitt

| 75Planning and Development

Invasive weeds set forflowering seasonDr Peter Fitzsimons, Invasive Weed Control Group technical manager ofnational trade body the Property Care Association, explains the importanceof being alert to alien plant species at this time of year

While the flowering season has now passedfor many native plants across the UK, in thiscountry many non-native invasive plants

work to a different timescale.

Late summer is the best time to be on alert to arange of ‘alien’ species, as they become easier toidentify once they start flowering at this time of year.

Landowners have statutory duties to manage thesespecies, which are all listed under Schedule 9 of theWildlife and Countryside Act, either for ecological orhealth and safety reasons or – in the case of Japaneseknotweed – due to direct effects on property.

Growth patterns While many native plants reach maturity, flower anddie-back in spring or early summer, the three mostcommon non-native invasive species affecting theUK come to maturity in the late summer season.

August and September are the time when Japaneseknotweed, Giant hogweed and Himalayan balsam allcome in flower.

And while the impact of Japanese knotweed is welldocumented among landowners and property professionals, there are compelling reasons for theother two invasive weeds to be on their radar too.

Plant facts Japanese knotweed is rarely out of the spotlight anddespite the fact there are clear pathways to manageand control this weed, all too often we encounter situations where homeowners are portrayed as livingunder siege with the plant.

Since the PCA formed the Invasive Weed ControlGroup in 2012, we’ve always maintained the positionthat this plant is not a destroyer of buildings, andthat it should just be regarded as any other type ofproperty issue.

“Recently, the PCA has also launched anew initiative to support identification –bringing together live invasive weedsspecimens in a controlled environmentfor training purposes.”

However, its presence can impact on the ability to gain a mortgage and on the development cost of land.

And we also need to consider that Japanese knotweedis deemed a nuisance by the UK government, and theEU Commission too, and the Court Of Appeal rulingagainst Network Rail in July (2018) means landownersmay be able to claim damages if Japanese knotweedencroaches on their property.

As a result, being aware of its presence is vital, andlate summer is the point where it is most evident.

Giant hogweed is also of concern, for different rea-sons. The plant’s sap is extremely toxic to the skin insunlight, making it a danger to public health. Anyonewho comes into contact with any part of the plant,and is then exposed to sunlight, can suffer symptomsincluding severe discomfort and blistering to the skin.We hear of people each summer who are injured bythis plant, particularly during the August holidays. Insome cases, the blistering can be so severe thaturgent medical attention is required.

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The matter is made particularly serious as this canbecome a long-term condition, which can recur over a period of years, with the rash and the itchingreturning again if skin is exposed to sunlight.

As well as the public safety issue, Giant hogweed’sability to spread far and wide can also really impacton the ecology of an area, as it can cut off the abilityof native plants to thrive.

Finally, the third invasive, non-native species of noteis Himalayan balsam.

This plant can form dense colonies that shade outand suppress the growth of native plants, reducingbiodiversity.

It can outcompete native plants with similar habitatpreferences, leave riverbanks exposed to erosion fol-lowing winter dieback and even create an increased

risk of flooding in summer due to constricted waterflow, siltation of water courses and increasing bankinstability.

Of further concern is the fact it can attract pollinatorsaway from native species.

Identification Fortunately, none of these plants are difficult to spotat this time of year as they produce tall, dense strandsof vegetation, often excluding other species with theiraggressive growth habit.

They also make detection even easier by producingdistinctive and ‘showy’ flowers from late July throughto September.

Members of the PCA’s Invasive Weed Control Groupcan assist with identification and treatment strategiesto ensure that the issue is managed professionally.

Himalayan balsam

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The association can also support property professionals, such as surveyors, to access trainingand information to ensure they are aware of the keyissues, not just in summer, but all year round.

Regardless of the time of year, landowners and property professionals need to make informedchoices when it comes to identification.

Resources To support this, the PCA has pulled together expertisefrom across the sector to produce a definitive guide,which puts invasive non-native weeds, even many lesscommon ones, on the radar.

We produced Practical Management of Invasive Non-Native Weeds In Britain and Ireland to give detailedinsight into 38 plant species individually.

The vast majority of the plants featured derivealmost exclusively from species listed in Schedule 9of the Wildlife and Countryside Act and others of

concern to the European Union in the EU InvasiveAlien Species Regulation 2014.

The 128-page manual acknowledges and builds onguidance provided by organisations including the GBNon-Native Species Secretariat, the EnvironmentAgency, the Scottish Environment Protection Agency,Natural Resources Wales and the Department of theEnvironment Northern Ireland.

Recently, the PCA has also launched a new initiativeto support identification – bringing together live inva-sive weeds specimens in a controlled environmentfor training purposes.

Our specially commissioned ‘non-native’ greenhouseis home to 20 plant species and varieties, being puton show as part of our training and developmentprogramme.

The greenhouse helps those on our training programmes to accurately identify invasive, non-nativeweeds in a controlled environment.

By curating these plants in one location, we canaccelerate learning regarding weed species.

More information and booking details can be foundhere, while an order form for the Practical Manage-ment of Invasive Non-Native Weeds In Britain andIreland manual can be downloaded here. ■

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Dr Peter FitzsimonsTechnical ManagerProperty Care Association Invasive Weed Control GroupTel: +44 (0)844 375 4301pca@property-care.orgwww.property-care.org

Dr Peter Fitzsimons

Becoming thermally efficient and wasting less energy has become very important, not only on an

environmental level, but also economically.

There is also growing importance of good tohigh EPC (Energy Performance Certificate)ratings to ensure buildings meet acceptablestandards for letting and also enhance theirmarket value. High energy prices have putbudgets of all sizes under strain and longer-term indicators suggest that energy priceswill remain high.

Buildings also account for more than 40% ofall carbon emissions so any method ofreducing this through controlled measuresor better insulation is very desirable. Secondary glazing is a well-establishedmethod of greatly improving insulationwithin existing buildings.

Selectaglaze has a range of tested productsthat can reduce the U-value of a building toaround 1.8 when coated in low emissivityglass. With the Pilkington Spacia glass in the Series 25 vertical sliding unit, it can bereduced down even further to around 0.8.

All units are designed and expertly installedwith brush seals, or compression seals forhinged panels, to ensure the tightest fit, dramatically reducing air infiltration to helpeliminate uncomfortable drafts.

An historic listed Georgian townhouse inLondon’s Bloomsbury has been transformedinto a comfortable, peaceful and energy efficient home that approaches PassivhausEnerPHit standards. The client wished for a

home that used as little energy as possible andoffered the most comfortable environment.

Robert Prewett of Prewett Bizley architectsapproached Selectaglaze and originally pro-posed a totally new design but coincidentallythe company was both developing a newsash window design and trialling Pilkington’sSpacia thin vacuum units, which have acentre pane U-value of 1.0. The resultingSeries 25 window proved perfect for the project as it offered high sealing efficiency, avery low U-value and a discreet frame with aspecially developed slide catch that allowedshutters to fully close. The home now has airtightness close to one air change per hour attest pressure which demonstrates that thesecondary glazing is performing very well.

119 Ebury Street is situated in the centrallocation of Belgravia. It was originally built asa single dwelling and was then renovated

Improving thermal performancewith secondary glazing Secondary glazing can significantly boost thermalefficiency in listed buildings

78 PROFILE

into a hotel. Recently it has been convertedinto three energy efficient apartments, whichled to it becoming the first listed building to receive a BREEAM Outstanding rating inthe UK.

“Buildings also account formore than 40% of all carbonemissions so any method ofreducing this through con-trolled measures or better insulation is very desirable. Secondary glazing is a well-established method of greatlyimproving insulation withinexisting buildings.”

Grosvenor sought to create highly sustainableapartments, which feature whole house ventilation and heat recovery; this wasaccomplished using the most recent engineer-ing systems and low carbon technologies.

119 Ebury Street – secondary glazing for thermal insulation

Grosvenor asked Selectaglaze, based on theirlong working relationship, for an advancedsecondary glazing solution.

Selectaglaze installed a total of 18 Series 25units, which are a vertical sliding system idealfor treating larger windows that requirethicker glass. The units were glazed with Pilkington Spacia, which is an evacuatedsealed unit only 6mm thick with a centrepane U-value of 1.0. The secondary glazingtreatment dramatically improved the overallU-value and assisted in achieving high air-tightness levels.

The £22m remodelling and refurbishment ofthe 1930s civic building and 1970s officeextension for Wiltshire’s County Hall in Trow-bridge was undertaken to consolidate themajority of Wiltshire Council’s 95 offices intofour hubs.

A major requirement of this developmentwas to reduce the energy consumption by40%, making it the first refurbishment projectwithin the UK with a BREEAM Excellentrating. The traditional single glazed sash windows were retained as an importantarchitectural feature of the 1930s building

Zoe WilliamsHead of MarketingSelectaglaze LtdTel: 01727837271enquiries@selectaglaze.co.ukwww.selectaglaze.co.uk@selectaglaze

PROFILE

and secondary glazing was chosen as a wayof dealing with the both the heat lossthrough the glass and discomfort caused bydrafts.

270 bespoke frames were fully fabricated offsite allowing rapid installation to all fourfloors in phases to suit the contractors pro-gramme. The result is a more energy efficientand comfortable environment.

Established in 1966 and a Royal Warrantholder since 2004, Selectaglaze has vastexperience in working with all types of buildings throughout the UK.

For further information, please contact Selectaglazeon 01727 837271, e-mail: enquiries@selectaglaze.co.ukor visit: www.selectaglaze.co.uk

TM

Secondary Glazing

79

Wiltshire Town Hall Council Chambers– bronze secondary glazing

Enhanced thermal secondary glazed unit, with Spacia glass

UK fatberg awareness is increasing – but action is still neededThe public is becoming more aware of how their everyday habits contributeto serious drain and sewer blockages – but more needs to be done to actuallyaddress the problem, argues Michelle Ringland from Lanes Group

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In the last few years, the British public has beenrapidly awakening to the significant threat thatpoor waste disposal habits pose to the UK’s

natural and built environments.

As global green movements have emphasised theproblems that single-use plastics and non-biodegrad-able products can cause for oceans and waterways,so too have recent utility sector campaigns helped tounderline the costly damage suffered by the UK’spipes and sewer network due to people putting thewrong items down the drain.

A recent survey carried out by Lanes Group, the UK’sleading privately owned specialist drainage contractor,has offered evidence that these campaigns and education efforts are proving effective in raisingawareness of the problem. However, the results alsoindicate that more needs to be done before thisawareness can be translated into meaningful action.

A growing understanding of fatbergs and hidden plastics The latest Lanes survey came as part of a regularseries of polls to shed light on awareness levelsamong Britons of how their household habits affectthe health of the national drainage network andwider environment. The 2019 survey included 1,216participants, and revealed a general improvement inpublic understanding of many of the factors thatcause drainage-related problems.

For example, it was shown that 77% of respondentssaid they have heard of fatbergs, the congealedmasses of fat, oil, grease and non-biodegradableproducts that form impenetrable blockages in theUK’s sewers. This was up from 61% in 2018 and 47% in 2017.

Until a few years ago, fatbergs were not a widelyrecognised concept among the general public, buthigh-profile incidents such as Lanes’ removal of themonster 130-tonne Whitechapel fatberg in 2017 arehelping to draw attention to the seriousness of thisissue. Indeed, 39% of those polled said they hadheard about fatbergs through the national newsmedia, while 13% had seen TV shows dedicated tothe phenomenon, showing the value that such coverage can have in terms of public education.

The 2019 survey also indicated that more people are starting to understand that certain householdproducts contain “hidden” plastic content that maynot be obvious to the naked eye, but neverthelessmake these items hard or impossible to break downwhen they are flushed into the drains. Nearly 62% ofthose polled said they understood that wet wipescontain hidden plastic content, despite the fact thatmany of these products are erroneously labelled as“flushable”.

Additionally, respondents to the survey showed agenerally strong understanding of the problems thatfatbergs can cause, including drain blockages, waterpollution, foul waste flooding and infrastructuredamage.

Bad habits still persist However, our survey findings indicated that thisimproved awareness is not always translating intomeaningful action, or bringing an end to the badhabits that contribute to the formation of fatbergsand other stubborn blockages.

Notably, 48% of those polled said they have pouredoil and fat down their kitchen sink – a figure that was slightly higher than the 47% recorded in 2017

| 81Planning and Development

and 2018, despite the fact that more people nowunderstand how harmful this is.

The items people most commonly admitted tohaving flushed down the toilet were flushable wetwipes, kitchen roll and tampons. More than half –55% – said they had flushed some form of wet wipe,and 34% had flushed a tampon. Among femalerespondents, these figures rose to 58% and 46%respectively, while 20% of men said they haveflushed a condom down the toilet.

In spite of the broad improvements in public awareness of proper disposal practices, some ofthese persistently damaging habits can be attributedto an ongoing lack of education. For example, 85% ofthose surveyed had never heard of concretebergs –a type of blockage formed by building materials andcement – and 63% had no understanding of how toproperly dispose of cement.

Moreover, few of those polled were able to specificallyidentify contact lenses, razor blades or improperlyflushed medical products as potential contributors tofatbergs, further underlining the fact that crucial gapsin public understanding still exist.

What could help to create lasting change? Although the latest Lanes survey highlights significantroom for improvement on this important issue, it alsoshed light on a few potential ways in which thesechanges could be achieved.

For example, around two-thirds of respondents saidprogrammes to teach primary and secondary schoolpupils about proper waste disposal – such as Lanes’Fatberg Fighters scheme – would be a good way ofpreventing pollution and drain blockages. Otherssuggested approaches such as better access to recycling services, fines for improper disposal andclearer information on product packaging.

The role of TV programmes like the BBC’s Blue PlanetII, which highlighted the impact of plastic pollution,was also emphasised. Some 52% of those polledsaid there should be more TV shows like this and ofthe 40% of respondents who watched the documen-tary, 57% have reduced the number of plastic bagsthey use and 52% now recycle more often.

Additionally, 66% of respondents showed a willing-ness to take part in a month-long challenge to tackletheir bad waste disposal habits. This is the exactobjective of Unblocktober, a nationwide awarenessmonth that Lanes will launch in October 2019, challenging individuals and businesses across thecountry to change their behaviour with a series ofsimple pledges to help protect our sewers and seasfrom fatbergs and plastic.

Clearly, the findings of our 2019 survey show thatprogress still needs to be made before these issueswith the UK’s drainage infrastructure can be overcome– but with the understanding and support of theBritish public, it remains an achievable goal. ■

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Michelle RinglandHead of MarketingLanes for DrainsTel: +44 (0)113 385 8400www.lanesfordrains.co.uk

The office is dead. Long live the office. Nicola Gillen of AECOM explores how emerging technologyand changing needs will shape the next generation ofworkplace design

Despite frequent predictions of its demise, the office is a space that continues to evolveand endure, and remains a central part of

our working lives.

But, the office and people’s ways of working arechanging significantly. Digital technologies are rapidlyreshaping what we do and how our workplaces needto be conceived, built and operated. Driven byautomation and artificial intelligence (AI), the FourthIndustrial Revolution means that some jobs willcease to exist in the coming years while others willbe created.

With four generations in the workplace for the firsttime, we also need offices that support and adapt tothe needs and talents of all those who work there,fostering constructive interaction and collaboration.As the world around us shifts, so too must theapproach of those who design, build and maintainour physical and virtual offices.

For generations, the construction industry has followed a ‘linear economy’ model with materials and resources mined, manufactured, used and thenthrown away. With the global demand for resourcessurging, raw materials becoming harder to extract

Image: © Collaborative spaces as showcased in AECOM’s

London headquarters. Photography: Hufton + Crow

82 | Planning and Development

| 83Planning and Development

and the threats of climate change increasing, thisstatus quo cannot hold.

The circular economy model offers an alternative,more sustainable, ‘regenerative’ approach, prioritisingthe retention and refurbishment of buildings overdemolition, and designing for the separation andreuse of materials at the end of a building’s life.

By designing buildings with more modular elementsthat can be deconstructed, adapted and reconstructed,we can extend their life and enable resources to besalvaged and reused.

Similarly, ensuring greater energy efficiency must bea priority for next-generation workplaces, not just toreduce costs but also to meet global emissions targets. As a result, the future of office power will beelectric, with more buildings generating their ownpower via built-in solar panels and using low carbonand energy efficient solutions, such as heat pumpsand heat recovery.

Innovation purely for innovation’s sake quickly dates.What matters most is ensuring that the latest tech-nologies deployed in workplaces support users,enabling them to work more efficiently together. Tothat end, with more of us equipped to work on themove, there’s a growing need for flexible workplacesdesigned to bridge the gap between home and moretraditional workspaces. This, in turn, is having a profound effect on the wider market for office space,both financially and physically.

“A workplace purposely designed around wellbeing must reach beyond the physical and environmental aspectsof wellbeing, such as noise, light andindoor climate, to include social andpsychological dimensions.”

Unsurprisingly, the shift to more agile working isinfluencing the future of office design, where a rangeof formal and informal areas for meetings and col-laborative work are interspersed with quieter areas,delivering a wide variety of task-specific workspacesand, crucially, providing valued staff with choice andautonomy.

Building on this, the increasing prevalence of sensorsin workplace fixtures, fittings and equipment isalready helping offices to adapt to their users’ needs,for example, through learning and responding topeople’s individual preferences for light levels andtemperature. And, in the future, new technologiescould help to make collaboration and individual workeven more efficient. Wearables will enable more per-sonalisation of space, and voice and mood sensorsin office buildings could recognise the energy ofimpromptu conversations between colleagues and‘bring the meeting space to the people’ through atemporary acoustic bubble.

Organisations increasingly recognise that theirpeople are their most expensive and valuable asset.But understanding and measuring the impact ofworkplace environmental factors on issues such asemployee motivation, satisfaction, productivity and mental health is a complex task. A workplacepurposely designed around wellbeing must reachbeyond the physical and environmental aspects ofwellbeing, such as noise, light and indoor climate, toinclude social and psychological dimensions.

Nicola Gillen

84 | Planning and Development

For example, designs should address the diverse fac-tors that comprise a person’s wellbeing: encouragingthem not just to move around the office, includingusing the stairs; but also providing large and smallspaces for socialising, relaxing or quiet chats – toboost creativity and community. In addition, thespaces need to be ergonomic and at a human scale, engender a sense of pride and belonging, andprovide welcoming, comfortable team areas thatexpress team identity.

HMRC’s transformation programme is committed tothe biggest modernisation of the UK tax system in ageneration, and involves making fundamentalchanges to way HMRC works – becoming a morehighly skilled, flexible and tech-enabled organisation.As part of this, HMRC is delivering phase one of theGovernment Hub programme – which, led by theGovernment Property Agency, is consolidating CivilService offices across the UK into fewer, larger, multi-occupied buildings easily reached by publictransport.

HMRC’s Croydon Regional Centre is the first suchfacility. Equipped to support over 2,700 HMRC staff,it is helping replace HMRC’s ageing network of officeswith high-quality modern, accessible and inclusiveworkspaces designed to boost collaboration, wellbeing

and productivity. Moveable furniture and partitionsmake spaces adaptable for different uses and a robust,resilient IT infrastructure supports agile working.

Engaging HMRC employees and giving them a clearunderstanding of the benefits of the locations programme was critical to success. The Croydon Hubwas the result of HMRC’s long-term interest in, andevolution of, new ways of working.

“Innovation purely for innovation’s sake quickly dates. What matters most isensuring that the latest technologiesdeployed in workplaces support users,enabling them to work more efficientlytogether.”

This is a pivotal moment for the office – this mostfamiliar of spaces is undergoing significant andextensive change as we enter the next chapter in itshistory. Workplace designers, developers, occupiersand users need to understand how these changeswill impact future workplaces and their own working lives.

The themes of buildings, technology, people anddelivery are explored in our new book Future Office:Next Generation Workplace Design, published byRIBA Publishing. The collaborative work of 12 expertsin their fields, the book includes real-life workplaceand office design projects from across the world toidentify lessons for the future. ■

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Nicola GillenWorkplace Market Sector Lead – Europe, Middle East & AfricaAECOMTel: +44 (0)20 7061 7000nicola.gillen@aecom.comwww.aecom.com

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The use of admixtures towaterproof concrete: Part 7James McDonald of Cementaid discusses the importance of waterproofingadmixtures that also provide damp-proofing in achieving design intent

Previous articles frequently mentioned theBritish Standard BS 8102, code of practice forprotection of below ground structures against

water from the ground. The 2009 revision of thisstandard has introduced the concept that “a water-proofing specialist should be included as part of thedesign team so that an integrated waterproofingsolution is created”.

It does not state what qualifications such a personmust have but merely that the person must be suitably experienced, capable of devising solutionsand provide the design team with information andguidance that assists with the design, installation andfuture maintenance of the waterproofed structure.

The only organisation in the UK that has a specificrelevant qualification is the Property Care Association,who provide training and exams to those wishing tobecome a Certificated Surveyor in Structural Water-proofing (CSSW). However, other professionals withrelevant experience could also be considered as suit-ably qualified to be the design team’s waterproofingspecialist, eg an architect or structural engineer.

In terms of housebuilding, defects insurers such asthe NHBC require a report from a waterproofingexpert where there is a basement. They expect theexpert to be able to prove her/his credentials asacceptable and to hold adequate professionalindemnity (PI) insurance.

The experts report needs to carefully consider thecontents of BS 8102, which neatly takes one throughthe waterproofing design process. This starts with adesk study looking at the geotechnical report, thetopography of the site and surrounding ground andwhether there are any ground gases or contaminantsthat need to be dealt with.

This is followed by a risk assessment, which shouldinclude an assessment of the basement usage andcustomer’s expectation. The standard identifiesthree grades of basement dependant on usage.Grade 1 is usually car parking where some seepageand damp areas may be acceptable but drainagemay be needed for the seepage. Grade 2 is generallyplant rooms with electrical equipment that requiresa higher level of protection against water ingressthan Grade 1, so no water seepage but damp areasmay be tolerable. Finally, Grade 3, usually habitable residential or commercial areas where no water penetration is acceptable and the area should haveventilation, dehumidification or air conditioningappropriate for intended use.

Dependent on the outcome of the risk assessment,BS 8102 recommends the use of two waterproofingsystems in more critical cases. The methods ofwaterproofing are split into three categories: Type Ais for barrier systems, eg membranes, Type B is forreinforced concrete or structural steel and Type C isdrained protection. Where two systems are to beused, they must be of different ‘types’. The designintent here is admirable but to many this is an extraexpense, so it is important to remember that the useof two cheap systems is unlikely to achieve theintended result.

Many people cite the Outwing v Thomas Weatheraldcase of 1999 for the reason why the 2009 revision ofBS 8102 includes the principle of considering theuse of two types of waterproofing. This case involveda property tanked externally using a bonded sheetmembrane which failed, allowing water penetration.The contractor, Outwing, was found not to be liablebecause the problem was caused by design failure,not workmanship. The court held that for a tankingsystem to work when water pressure came to bear, it

86 | Planning and Development

would have to be defect-free, which the court heldas neither reasonable nor realistic.

The walls were constructed out of two skins of concrete block, sandwiching a layer of concrete inbetween. Even if the concrete had been reinforced, Ido not think that this would comply with the require-ments for Type B waterproofing. However, a landdrain was positioned approximately one third of theway up the wall and discharged to a soak away alittle distance from the building. In general, such landdrains should be positioned below the basementslab level to prevent water perching against themembrane.

BS 8102 highlights three very important considera-tions that are critical to the waterproofing design.The first is ‘buildability’. If something is difficult orproblematical to install, it will have a very high possibility of failure. Second is ‘repairability’. Nothingis 100% foolproof, so you need to consider howrepairs will be carried out. Thirdly, ‘sustainability’. Atthe end of the structure’s life, how will the materialsused for the waterproofing be disposed of?

So where dowaterproofingadmixtures fit intoBS 8102? They are part of theType B protection.However, as thestandard points out, there are a number of suchadmixtures on the market and the choice for specification depends on assessment and certificationof the chosen product.

Waterproofing basement structures will never be a simple process, as can be seen from the photoinset of a building being redeveloped to include ahabitable basement!

Of course, “design intent” is all very well until contractors decide to do some ‘value engineering’but this has recently been the subject of a legal casewhich has caused some alarm. Indeed, so shockingwas the decision that the national president of theAustralian Institute of Architects suggested in an emailto members that they might need to seek counselling.

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A warning to specifiers who agree to achange in their specification Earlier this year, the Victorian Civil & AdministrativeTribunal (VCAT) ordered the owners of the high-riseLacrosse Building in the Melbourne Docklandsprecinct to be immediately paid A$5.7m in damages.The judge also indicated that the owners wouldreceive most of the balance of their A$12.7m claim –including nearly A$6m in calculated costs of compliance with building codes.

The case involved a serious cladding fire in November 2014, started by a single cigarette on abalcony. The cladding used on the outside of thebuilding, known as Alucobest, was found to havebeen highly flammable and did not comply with Australian building standards.

The tribunal heard that a product “indicative to Alucobond” had been specified for the project in2009 but the Alucobond range at the time includedone product with a polyethylene core, which is combustible, and two with a non-combustible mineral core.

Callum Fraser for the architects Elenberg Fraser gaveevidence that “it was for the builder to decide whichproduct to choose” but that in his view the contractor

should have chosen Alucobond Plus, which has amineral core.

The tribunal also heard that a sample of an alternativeproduct, the non-compliant Alucobest, had beenbrought to Elenberg Fraser for inspection, whoapproved it. The architect submitted that under itscontractual obligation samples were reviewed for“visual characteristics only”.

The judge rejected this submission. He said: “Theprovision of the Alucobest sample to Elenberg Fraserfor inspection presented it with a clear opportunityas head design consultant to ensure that its designintent reflected in the Alucobond Specification,was fulfilled.”

The judge found “Elenberg Fraser breached its Consultant Agreement by failing to exercise due careand skill in failing as head design consultant toensure that the sample provided by the contractorwas compliant with Elenberg Fraser’s design intent”.

As a result of this judgement, the emphasis now ismore clearly focused on what the Victorian Civil &Administrative Tribunal (VCAT) judge referred to as the“design intent” of a particular specification or specifiedmaterial, rather than on the use or otherwise of a specific material per se, or even the properties ofthose materials.

So if there is reliance on the concrete to providewaterproofing, the design intent must surely be tohave dry concrete, especially if the ground orgroundwater contains contaminants that can causeserious damage to concrete, for example sulfate orsalt. However, ordinary concrete is highly porous, soan appropriate waterproofing admixture that alsoprovides damp-proofing will be needed to achievethis design intent. ■

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . James McDonaldGeneral ManagerCementaidTel: +44 (0)1293 653 900jamesmcdonald@cementaid.co.ukwww.cementaid.co.uk

Everdure Caltite  has  a  successful  track  record  ofover  60  years  helping  designers,  developers  andowners  waterproof and protect concrete structures,even under the most aggressive conditions.

It has been used on hotel developments going backto the 1960’s and has provided waterproofing in over500 such developments in the UK alone.

Early stage liaisonwith design team

Cementaid sitea�endance for Cal teconcrete placement

Cementaidpersonnel dose

Cal te at concretebatching plant

Final inspec onat comple on

Cementaidissues 20 yearguarantee

Pre-startsite mee ng

1

2

3

4

5

6

steps to peaceof mind with theCal te qualitycontrol system

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The Caltite quality control system

www.cementaid.co.uk

Hotels and the Cementaid Everdure CALTITE System Hydrophobic and Pore-blocking Ingredient (HPI) for Membrane-Free, Truly Waterproof Structural Concrete

Legoland  Hotel  near  WindsorThe  Caltite  waterproof  concrete  system  is  a  time-proven,  practical  system  which  producesdamp-proof, highly durable concrete which wasused in over 1,000m3 of concrete to waterproof thebasement  of  the  Legoland  Hotel  near  Windsordesigned  by  Allison  Pike  Partnership  with  structuralengineers Simpson Associates.

Guildford Harbour and Spa Hotel Formerly the Radisson Blu Edwardian, designed byBridges Associates, with structural engineers WalshAssociates and main contractor Galliford Try. HereEverdure Caltite was used to waterproof the basementstructure.

Hilton Hotel, Bournemouth Everdure Caltite used in 3,500m3 of concrete used towaterproof the basement slab and retaining walls of thisWhite Ink Architects designed building. The structuralengineers were Ian Black Consulting with contractorMcAleer & Rushe.

Swan Hotel, StreatleyThe basement structure for the re-development of theSwan Hotel, Streatley, on the River Thames, waswaterproofed using Everdure Caltite. Designed byQuadrant Design, the structural engineers were GlanvilleConsultants Limited with main contractor Vear Group.

If you are interested in quality, durability and service, then please contact Cementaid todiscover how Everdure CALTITE concrete can work for you on your projects.

Email info@cementaid.co.uk or telephone Alistair McDonald on 01293 653 900.

90 | Planning and Development

Construction connectivity:Getting back to basicsTechnology such as drones, robotics and 3D printing offer huge potentialfor construction but the sites of the future cannot become a reality untilthe industry conquers the basics of construction connectivity, argues Nick Sacke, head of IoT and products at Comms365

The European construction industry is continuingto demonstrate encouraging growth, withDeloitte forecasting that the market is on track

to grow at a steady rate of 2.5% a year to 2022. Withthis continued growth, firms face increasing pressureto deliver against rising demand, but it’s widely recog-nised that the construction industry has a reputationfor often delivering projects later than expected andsignificantly over-budget.

Large-scale projects in particular can typically take 20%longer to complete than planned and can be up to80% over-budget – so how can the industry adapt tofulfil these ever-expanding expectations when currentefficiency levels often leave a lot to be desired? 

“The construction industry cannotcontinue to utilise outdated processes andmanagement methods but instead mustembrace digital advances and adoptsmarter processes and technology to staycompetitive.”

The adoption of new technology and smarterprocesses can deliver tangible benefits for construc-tion firms, but there remains a fundamental stumblingblock for those organisations looking to capitalise onnew innovation – a frequent lack of high speed,portable and reliable internet connectivity. It is there-fore imperative that the industry addresses these keyissues as a matter of urgency so that firms can gainaccess to the connectivity they need at new sites fromday one. 

The construction site of the future With rapid advances in technology and the advent of

cloud-based solutions, the way we work and interacthas drastically changed. Technology innovation hasled industries to continually strive to be more efficient,productive and cost-effective. Yet, when it comes tothe world of construction, investment in IT hasremained low in comparison to other industries.

The market has been hampered by technical challenges relating to projects that can be large,complex and geographically dispersed. Combinedwith varying proficiency and maturity levels of smallersubcontractors, advancing at scale has been difficultand has subsequently led to the slow progress of the digitisation of the construction industry. 

Despite these challenges, the available technology inconstruction has advanced rapidly and we are nowstarting to see examples of how advents in digitaltechnology can deliver efficiency and productivityopportunities at the start of all projects – truly revolutionising the construction sites of the past.Drones, robotics, 3D printing and augmented realityare no longer works of fiction but can be adopted by forward-thinking firms looking to capitalise on the

Nick Sacke

| 91Planning and Development

benefits that embracing innovation can bring to theconstruction site.

Construction connectivity is essential Connectivity is a necessity for businesses in virtuallyevery industry and construction is no exception. Crucially, this is still one fundamental hurdle that the industry must overcome if it is to create a solid foundation for all new innovation.

Technology that is crucial for the industry to innovateand keep up with demand cannot function withouthigh speed, portable and reliable internet connection,but gaining access to connectivity can be a challengefor new sites, particularly those that are located in agreen or brownfield location where there is typicallyno existing connection. Often, a fixed line is simplynot an option and the reliability of 4G is still patchy,even as talk around the possibilities of 5G continueto dominate the headlines.

Conclusion The construction industry cannot continue to utiliseoutdated processes and management methods butinstead must embrace digital advances and adoptsmarter processes and technology to stay competitive.But there is no way that the construction sites of the

future will ever become a reality unless the industrycan conquer the basics of connectivity.

So, how can construction firms ensure that a strongand stable connection is established quickly at a newsite to ensure lack of connectivity does not negativelyimpact on projects? By working with an ecosystem ofexperienced and trusted providers who can supplythe connectivity and IoT services that sites require.The industry will then be able to continually benefitfrom the opportunities that the latest advances ininnovation present. The potential rewards to firmsthat capitalise on digitisation will be instantaneous. ■

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Nick SackeHead of IoT & ProductsComms365Tel: +44 (0)1234 865880www.comms365.com

Building typology comes in all shapesand sizes, each with its own uniquedesign criteria. Frequently, building

services, heating, ventilation and air condi-tioning in particular can be challenging tointegrate into a building design but experi-ence shows that this does not necessarilyhave to be the case. Working with underfloorair conditioning over the past 30 years, wecan demonstrate here that such systemshave a number of benefits in design appli-cation that ultimately make it the ‘system offirst choice’ when compared with alternativeoverhead and perimeter air conditioning systems and their practical application.

Principally, there are two different types ofunderfloor air conditioning (UfAC) system,

the first being a full underfloor solution, withzone units supplying conditioned air andreceiving spent air via the plenum beneaththe raised access floor. As it effectivelybecomes the ventilation zone, the plenum isdivided into supply and return air pathsusing fire-resistant, air-tight silicone cloth.This first system is undoubtedly the bestoption if the brief is to expose ceilings andmaximise headroom in refurbishments as itallows total elimination of any ceiling void.

Another option is a system with a zone unitthat supplies conditioned air via the floorplenum, but receives spent air at high levelor via ceiling extract grilles. As there is noneed to divide the floor plenum, this optionpermits freedom to maximise the floorplate

In practice, incumbent building services can help architects anddesigners overcome planning and structural constraints

as well as future flexibility due to the ease ofreconfiguration.

Refurbishment projects in the UK often havespecific design criteria, dictated either by theclient, or frequently by planning conditions.A classic example is 8 Waterloo Place in theSt James’ area of London.

The fabulous building constructed in theearly 1900s is Grade II listed and featuresornate vaulted ceilings and decorative plasterwork cornices. Both the client andarchitect specifically requested no services athigh level in order to preserve and highlightthese features using bi-directional up anddown lighting. This immediately eliminatedceiling-based air conditioning as an option.

Achieving design freedom withunderfloor air conditioning

92 PROFILE

The seven-storey building also has differingfloor-to-ceiling heights on each floor, provingto be an additional challenge for investorBarings, whose aim was to create the highestquality, modern office space at the prestigiousMayfair property.

A full underfloor air conditioning system wassubsequently specified for the first four floorsof the building, which all had an existing300mm floor plenum. The height restrictionof the dormer fifth floor only permitted a veryshallow floor plenum, so a perimeter systemwas adopted for this space.

The end result of the refurbishment was 70%occupancy in a very short period of time, thebuilding attracting high-profile tenancy andachieving high levels of rent, “…a truly specialbuilding”, commented the MD at BaringsReal Estate.

Another refurbishment project to reference is33 Glasshouse Street, London, prominentlylocated on the corner with Regent Street.

A fusion of three buildings and with a GradeII listed façade, varying slab heights and lowfloor-to-ceiling heights, developer Hermes setabout a full “Cut and Carve” structural recon-figuration to form larger, deeper, open planfloorplates and increase the floor-to-ceilingheight to 3.3m on floors three to seven.

Another key building characteristic is thesmall windows and low natural light levels.Underfloor air conditioning was specified tohelp maximise the floor-to-ceiling heightsand permit the greatest level of natural lightthrough the deep floorplates.

Perimeter heating and cooling would nothave been effective given the deep floor-plates and ceiling-based air conditioning

would have required a ceiling void thatwould virtually cover the low-level windows,severely restricting light penetration.

Even with the introduction of a raised floorsystem and underfloor services, the downstand beams are clearly visible underneaththe window line, but this only serves to high-light the unusual building characteristics inan effective way.

“Working with underfloor airconditioning over the past 30years, we can demonstratehere that such systems have anumber of benefits in designapplication that ultimatelymake it the ‘system of first choice’ when comparedwith alternative overhead andperimeter air conditioningsystems and their practicalapplication.”

The end result: another achievement by theproject team with a successful outcome.Prime, modern office space attracting thehighest calibre occupants, commanding premium rates. September 2018 saw thecompletion of the tenant fit-out on threefloors of the building for one of the world’sbiggest tech giants.

Design freedom with underfloor air condi-tioning is not only apparent in refurbishmentprojects. Over the last three decades, our systems have also helped new builds achievetheir design objectives, whether by using afull underfloor system or simply integratingfloor-recessed Fantiles with DisplacementVentilation or other HVAC systems.

At Cathedral Hill in Guildford, UfAC was usedto cool the atrium area where overhead

Lucy BonsallMarketing ManagerAET Flexible SpaceTel: +44 (0)1342 310400lucy@flexiblespace.comwww.flexiblespace.comwww.twitter.com/AET_FSS

PROFILE

services could not be used. At First Point,Gatwick, by adopting UfAC, developers were able to increase nett lettable space bycreating an additional floor compared withan identical building at Heathrow with ceilingbased services. At the expansive Sky CentralCampus, UfAC Fantiles are used to enhancethe Displacement Ventilation system byboosting cooling in the cellular meetingpods, and at the award-winning Here EastInnovation Centre, UfAC has been innova-tively integrated with overhead services offer-ing fully flexible and functional workspacefor the start-up community.

The above are just a few examples of howinnovative thinking and design applicationhas encouraged the uptake of underfloor airconditioning and promoting it as a viablesolution to wide ranging design challengesin new build and refurbishment projects,helping property owners and agents to differentiate their offering and create worldclass workspace.

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Building smarter citieswith digital twinsPBC Today talks to Robert Mankowski, vice-president of digital citiesat Bentley Systems, about how digital twins can help to plan, design,build and operate smarter infrastructure

94 | BIM

Robert Mankowski is vice-president of digitalcities, the newest of Bentley Systems’ fourbusiness units. It is responsible for helping

cities, and the organisations that own and operatethe infrastructure in and between cities, to achievesustainable growth, increase their resilience andincrease the safety, health and welfare of their citizens by going digital.

PBC Today sat down with him to discuss the rise ofdigital twins and how they can contribute to buildingsmarter cities.

How do digital twins bring together data from different sources and, more importantly, integrate that data to helpshape city services? Cities typically have infrastructure informationspread throughout their organisations. Differentdepartments have different systems for managingthe data associated with their specific workflows andinfrastructure assets, and some city infrastructure isowned and operated by private parties.

The data exists in a variety of formats – CAD, BIM andGIS, engineering models, spreadsheets, databases,documents, real-time and historic IoT data streams,photos and point clouds, to name just a few broadcategories.

The data changes all the time, and one of the biggestproblems owner-operators face is getting the right,up-to-date information to make informed decisions.It’s been difficult and time-consuming to get the datawhen it’s needed. It has also been difficult to integrateit across these departments and organisations toform a holistic view of the city’s infrastructure assetsand systems.

With Bentley iTwin® Services, an open-source framework for creating infrastructure digital twins,cities can federate data – whatever the engineeringapplications and BIM tools, repositories and file systems, or file formats and schemas might be.

“Cities can provide a fast, easy and visual way to successfully communicate,promote and share city projects in aninteractive way to gain citizen buy-in andattract investors.”

This federated approach includes engineering data,CAD, BIM, GIS and reality data, CityGML, open dataformats, other legacy data and operations data intoan actionable digital twin of the city. Additionally, thiscan include real world conditions – IoT-connecteddevices/sensors. Then, the city can manage and col-laborate city infrastructure information in every stageof the asset lifecycle from planning to performance.With this federated information, cities can managethe data associated with and generated by the infrastructure assets.

This open, connected data environment (CDE) sup-ports ongoing operations and maintenance, and:

Reduces resources spent on costly data •aggregation and integration.

Makes relevant information accessible, reliable,•and usable. You can quickly locate documents andreuse them with confidence (with the latest, mostaccurate information) and create information forone purpose and use it elsewhere – supportingkey city initiatives.

Supports planning through to operations with•data-driven analysis, simulation and results.

| 95BIM

Improves asset definition, configuration, geospatial•location and change management throughout theasset lifecycle.

Saves money by extending the life of assets •and equipment (actionable insights/predictivemaintenance).

Where can the CDE and digital twins havethe biggest impact in terms of planning,citizen engagement and transparency? Cities want to improve urban planning with greaterlevels of detail and optimise the performance ofexisting assets. Cloud technology enables fasterdevelopment, higher productivity, reduced costs andmore secure environments for cities. Additionally,inefficient systems for communicating with citizensand stakeholders to get buy-in on city planning canslow input.

“Through infrastructure digital twins,cities get advanced and integrated floodmodelling and simulation that enablesthe understanding and mitigation offlood risks of the complex array ofinterconnected processes related to urban,riverine and coastal systems.”

Cities need processes for getting quick buy-in andcommunicating plans in a comprehensive and visuallyaesthetic and compelling way – helping citizensunderstand impact of plans to their lives, stayinformed of ongoing projects – potentially improvingtheir safety and helping to avoid commuting conges-tion near project sites, and allowing them a way toprovide input. Bentley, working closely with strategicpartner Microsoft, delivers solutions on Azure, tappingcloud technology to realise the potential of real-timebusiness insights and collaboration for greater efficiency.

Bentley’s reality modelling solutions and open solutions deliver a rich environment for planning tostream large-scale digital twins online and visualiseprojects spanning entire cities down to the street levelusing a combination of terrain models, reality meshesand semantically rich 3D city models such as CityGML.

And cities can easily share and communicate urbanplanning and development projects with stakeholdersand citizens. Cities can provide a fast, easy and visualway to successfully communicate, promote andshare city projects in an interactive way to gain citizenbuy-in and attract investors.

And, by providing a more immersive experience forstakeholder and citizen engagement, cities canimprove communication and collaboration acrossdepartments, with city ecosystems and with citizens– delivering on the promise of greater transparencyand improved engagement.

This could include state-of-the-art technologies that deliver digital experiences (mixed reality andwearables), or visualisation and crowdsourcingthrough devices such as web, mobile, touchscreensand digital billboards.

Robert Mankowski

96 | BIM

How do digital twins improve city resilience and in particular what are thebenefits of having near real-time data? City resilience is the capacity of the city, its citizensand its systems to withstand the kinds of chronicstresses and acute shocks they experience. At Bentley, we focus on the stresses and shocks thatimpact city infrastructure, which of course havemajor impacts on the quality of life of city’s citizens.

Extreme hydrometeorological events are one ofthose shocks that, combined with rapid urbanisationand inadequate draining substructures, trigger flooding and cause major damage to infrastructure,impact human safety and weaken the economy.

Flood resilience refers to comprehensively managingflood risks to minimise impacts and rapidly recoverfrom disruptions caused by a flood event. Bentley’sflood resilience solution for urban, riverine and coastalsystems brings accurate and reliable risk and analysisdata to agencies involved in flood preparedness,response, recovery and mitigation. Through infrastruc-ture digital twins, cities get advanced and integratedflood modelling and simulation that enables theunderstanding and mitigation of flood risks of thecomplex array of interconnected processes related tourban, riverine and coastal systems. Bentley’s realitymodeling solutions, along with its open solutions, provide the ability to perform risk assessment at cityscale including what-if scenarios and post event emergency triage.

Using digital twins for flood resilience provides decision makers with real, actionable informationtowards anticipated early warning and promptresponse and can be used in the emergency man-agement cycle of preparation, response, recoveryand mitigation.

Resilience teams can make the right decisions usingactionable insights to anticipate early warning andpromote response to increase public safety anddecrease damage to infrastructure, while minimisingservice interruption, avoiding additional mitigationcost and improving response times.

Furthermore, with the help of Bentley OpenFlows™solutions, city utilities can evaluate current infrastruc-ture and improve resilience plans that could includeevaluating flood risk and improvements to operations.Additionally, utilities can use information from thescenarios to define mitigation strategies includingcost-benefit analysis of changes to utility systems tomitigate future system issues.

How important is having the right culturealongside the technology to get the mostout of a digital city? It’s quite well known that in general it’s very difficult,if not impossible, to execute a successful digital strategy without the right culture, the right technologyand the right business processes. And, in many ways,the right culture is the most important part.

The people of an organisation will be tasked withimplementing the digital strategy, so putting theirneeds at the heart of the strategy gives them incentiveand motivation to move the initiative forward. Whatproblems do they have that the technology can solve?Until that question is truly answered, implementingnew processes and technology is inefficient at best. Adigital twin of a city is only powerful when it is beingused to drive new insights and inform better decisions.This requires a culture that puts an emphasis on data-informed decision making and business processesthat leverage infrastructure digital twins. ■

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Robert MankowskiVice-President, Digital CitiesBentley Systemswww.bentley.com

PROFILE 97

Often the most frustrating part of asubcontractor’s job is getting paid. Itcan be difficult to prove a particular

piece of work has been done, so a well-maintained site diary is a must. It lists thework undertaken and can even make a noteof unfavourable weather causing delays.

The benefits of digitisation Contractors are obliged under the ConstructionIndustry Scheme to keep a record of everypayment made to subcontractors; thesedetails must be kept for three years. This is asignificant amount of information – and havinga robust document management systemsaves considerable work in retrieving it.

When is a job done? Conflict can arise when parties disagreewhether a particular job is complete. Construc-tion firms need to protect themselves againstsubstandard work, while contractors mustensure they’re going to be paid. If both partiescan see there’s a clear record, they’re far lesslikely to escalate a disagreement into a dispute.

A picture is worth athousand words Images allow work records to be kept in a waythat let administrators assess the progress ofa job at a glance. Anyone with access to asmartphone can record an image then, whennecessary, recall the information easily.

Where was the work carriedout? If an electrician claims to have wired fourtwo-gang plug sockets into an office, and

there are 18 offices in the building, this mightrequire a site manager to physically inspecteach one. Accurate location records help tominimise this sort of confusion.

Readability matters Site diary records must be easy to under-stand, particularly price estimates and dates.It’s also important that records can beexported in a range of formats, making iteasier for decision-makers.

Where should a site diary be kept? Cloud storage is increasingly replacing traditional local storage, as it brings manyadvantages. The first concerns security –when records are stored in multiple remotelocations, they’re far less vulnerable tohuman interference.

The second advantage is accessibility. With acloud-based solution, updates are instantlyshared. It’s also affordable – it’s always

The importance of good recordkeeping of everyday site activitiesUK construction disputes cost the industry £27m in 2017, making themmore expensive than their counterparts in the US and mainland Europe.Let’s see how a modern record system can protect everyone involvedand bolster overall productivity

cheaper to consolidate storage in a cen-tralised location than for every site to haveits own server.

To conclude, all parties in construction projects can benefit from detailed, accuraterecords of onsite work. Modern technologyprovides a powerful means of maintainingthem – they’re an essential tool for construc-tion companies.

Khaldon EvansProduct OwnerScript&GoTel: +33 2 30 96 20 69khaldon.evans@scriptandgo.comwww.mobilesitediary.comwww.twitter.com/ScriptandGo_EN

A digital replica for Hong KongScience Park Digital twin campus initiative drives smart facilities managementfor Hong Kong Science Park

98 | BIM

As a statutory body dedicated to building avibrant innovation and technology ecosystem,Hong Kong Science & Technology Parks Cor-

poration (HKSTP) spearheads the Hong Kong SciencePark (HKSP), providing an environment for organisa-tions to foster innovative technology developmentthroughout the region.

The HKSP, a campus hosting 350 technology companies located along the Tolo Harbor waterfront,houses 21 state-of-the-art buildings covering 3.5msq ft and still expanding. The technology clusterscontribute to devising innovative solutions for asmart city. It is positioned to be a smart campus thatis used by forward-looking smart city initiatives as atest bed and a living lab.

“We aim to collect valuable data to enable futureinnovation and leverage artificial intelligence (AI), bigdata management and Internet of Things (IoT) tocreate a smart campus,” Simon Wong, chief projectdevelopment officer at HKSTP, said.

Specialising in big data analytics, Building InformationModelling (BIM) processes and hybrid reality modelling, CHAIN Technology Development, one ofthe incubatees of HKSTP’s LEAP programme, wasretained to provide the digital twin solution, whichthe organisation called the Hybrid Reality Platform

(HRP), for the HKSP. The project presents massiveamounts of 2D object data and 3D geospatial data invarying formats, which have collected from IoT devices.

CHAIN utilises HRP to visualise, simulate, analyse andmanage the IoT data amid continued infrastructuredevelopment and ongoing construction of the park.Such a complicated data management platformrequired technology that was capable of programminglarge-sized BIM objects and 3D reality meshes withina cloud-based platform and establishing digital workflows, components and context to drive thesmart city initiative.

“Combining big data analytics withreality modelling establishes the digitaltwin campus, which displays the variouslevels of temporal and spatial dataneeded to manage a building’s facilitiesefficiently in a unified dashboard.”

Interoperability establishes collaborative framework To establish a 3D collaborative data infrastructure,CHAIN leveraged the power of Bentley BIM and realitymodelling technology. Using MicroStation® providedthe comprehensive 3D modelling environment, geo-referencing capabilities and clash analysis features toaccommodate the large files and ensure that theBIM models replicated the real-world environment.

With images taken from unmanned aerial vehicles, theteam generated a reality mesh of the entire existing22-hectare campus area with ContextCapture in twodays. Bentley® OpenCities™ Map (formerly BentleyMap) established a location intelligence framework to georeference the 3D models and data objects.Bentley’s integrated modelling applications generated

Location: Hong KongProject team: Hong Kong Science & TechnologyParks Corporation & Chain TechnologyDevelopmentCompletion: 2018

| 99BIM

an accurate, georeferenced 3D map, providing thebasis for a centralised digital campus platform.

Bentley’s BIM applications provided the modellingand analysis for the buildings and supporting infra-structure. Additionally, ContextCapture optimisedreality modelling for both existing and new develop-ment areas of the park, facilitating accurate concep-tual design and enabling dynamic 4D constructionmonitoring and management. The interoperability ofBentley software enabled the integration of sophisti-cated 3D digital maps, models, reality meshes and awide range of geospatial data in varying formats todevelop a connected data environment.

Realising the potential of digital twinsfrom reality modelling Reality modelling is providing new potential for digitalcapture and consumption. Incorporating IoT dataand AI-powered analysis into the reality mesh, theteam has established a cloud-based hybrid modelthat extends the application of reality modelling. Alldata can be geotracked and accessed in real-time inthe model, transforming it into a georeferenced,

intelligent data hub that expands the usage of realitymodelling beyond construction design and monitoringto facilities management.

“The HKSP’s digital twin campusinitiative was positioned to be aprototype of smart city management forthe digital Hong Kong of the future.”

Combining big data analytics with reality modellingestablishes the digital twin campus, which displaysthe various levels of temporal and spatial dataneeded to manage a building’s facilities efficiently ina unified dashboard. It allows facilities managers tooperate and troubleshoot systems from remotelocations, improving productivity and comfort ofbuilding occupants and eliminating energy waste.

Intelligent 3D data and simulation drives efficiency The digital twin campus created by the HRP is asmart and dynamic 3D model that accurately represents the streets, buildings and public spaces.Compared to traditional 2D presentation, the reality

Hong Kong Science & Technology Parks Corporation & Chain Technology Development, Ltd. was able to create a reality meshof the entire 22-hectare campus with ContextCapture

100 | BIM

mesh on HKSP’s hybrid reality models offers a morerealistic 3D navigation but also a very intuitive way toaccess building documentation. Data from differentIoT sensors around the park feeds into the model,which means that environmental status is updated inreal-time. Therefore, HRP can provide real-time visi-bility of power consumption, water flow, constructionand maintenance work of the HKSP.

In conjunction with Bentley technology, HRP canachieve space optimisation for temporary trafficarrangements and exhibition areas, which proposessafe routing for pedestrian and autonomous vehiclesand enhances overall facilities management for sig-nage, billboards and brand consistency. Operationalstaff can access real-time asset data on the platform,increasing maintenance efficiency for undergroundutilities, HVAC and plumbing facilities.

CHAIN has utilised reality modelling technology tocapture the outdoor campus and has relied on the3D data and visualisation features to perform spatialoptimisation for security management and virtualtours for potential tenants. With a centralised 3Ddata hub and IoT energy sensors within the buildings,energy consumption can be tracked and reports willbe generated to determine energy efficient policies.For security purposes, the number of CCTVs and therange of camera coverage can be adjusted byaccessing the CCTV reality meshes and viewing thereal-time image.

Lastly, being a large office park with numerous spacesfor lease, the HRP has performed reality modelling onthe existing indoor office areas. Potential tenants cantake a virtual tour in an immersive digital environmentto realistically set their expectations and choose anoptimal space to fit their individual company needs.

With intelligent data collected through IoT devices andsimulated using Bentley technology, CHAIN created asynergy between 3D reality modelling and instant IoTdata access, transforming the HKSP into Hong Kong’sfirst digital twin campus. The HRP helps to improveefficiencies in project planning, design and implemen-tation, and to reduce remedial works and enhance

decision-making by establishing a connected dataenvironment with AI and big data analytics.

Digital twin for a “smarter, digital Hong Kong” The HKSP’s digital twin campus initiative was posi-tioned to be a prototype of smart city managementfor the digital Hong Kong of the future. Using Bentleymodelling applications as the foundation for itscloud-based platform, HRP achieved seamless integration with IoT devices and optimal technologyperformance that can be relied upon to pilot the science park as a smarter, digital community andhelp achieve Hong Kong’s smart city vision.

“Thanks to the support of HKSP, we have exploredand tested many potential applications in our digitaltwin campus platform. Our hope is to turn the projectof HKSP’s digital twin campus into a showcase forsmart city solutions of Hong Kong. Hopefully, thehybrid reality platform becomes a centralised andgeo-intelligent data hub for our future smart city,”Jackie Wong, head of business development atCHAIN Technology Development, said.

The digital twin solution for HKSP is a ground-break-ing approach to fill the gap between constructionmodelling technologies and digital technologies tofacilitate smart city management. Serving as an iconicproject and valid role model in Hong Kong, HKSP’sdigital twin campus is set to bring new opportunities,developing a range of applications that will optimise,enhance and improve all aspects of urban life. ■

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Bentley SystemsTel: +44 (0)207 861 0900www.bentley.com

PROFILE 1101

Finding worthwhile training that can betaken at the same time as working full-time can be hard, but Nottingham

Trent University (NTU) has come up with anovel approach.

If you can’t commit to full-time studies thenyou can attend NTU for a half-day per week(or a Saturday) on an individual modulefrom its postgraduate programme, choosingsubjects that suit your specific needs.

You can attend for a continuing professionaldevelopment certificate or gain credit towardsa postgraduate award in the future.

Whatever your motivation, you’ll be in goodcompany.

Attendees come from a variety of backgroundsand have many different reasons for wantingto enhance their skills.

They all, however, make the decision withcare and high expectations.

NTU takes these expectations seriously, andaims to meet and exceed them.

Their courses are professionally accreditedand students take advantage of industry-levelequipment for structural testing, materialsscience, soil mechanics and building engineering services.

And all this conveniently takes place on theNTU campus in the centre of Nottingham.

The following is just a small selection of whatNTU has to offer professionals:

Construction Management Collaborative Working.•

Introduction to Construction Technology,•Measurement and Cost.

Law for Construction.•

Lean Construction.•

Planning and Managing Construction Work.•

Project Initiation.•

Property ManagementBuilding Pathology.•

Building Technology.•

Planning Practice.•

Property and Construction Economics.•

Real Estate Investment.•

Real Estate Management and Agency.•

Civil and StructuralEngineering Advanced Construction Materials.•

Advanced Hydraulics and Hydrology.•

Analysis and Design of Surface Structures.•

A personalised approach to constructionand property management training atNottingham Trent University

Nottingham Trent University’s part-time studies programme offers professionallyaccredited courses to meet specific needs on a flexible schedule

Finite Element Analysis.•

Geophysical and Geotechnical Investigation•and Design.

Sustainable Transport Planning and •Engineering.

Building InformationModelling (BIM) Introduction to BIM and AutoDesk Revit.•

“NTU takes these expectationsseriously, and aims to meetand exceed them.”

To find out more about their part-time studies,or if you have any questions related to bespoketraining or consultancy, contact the short courseteam in the School of Architecture, Design andBuilt Environment.

Nottingham Trent UniversityTel: +44 (0)115 848 2813cpdbe@ntu.ac.ukwww.ntu.ac.uk/cpdbe www.twitter.com/ntuadbe

102 | BIM

Digital twin ambitions: How to catch up with the futureDr Paul Cureton of ImaginationLancaster at Lancaster University and Elliot Hartley,managing director of Garsdale Design, examine the UK’s digital twin ambitions

“[If to develop future] infrastructure is to encourage national coherence ratherthan a new kind of balkanisation, then itsdevelopment must be guided by policiesand standards that assure interoperabilitybetween all the subnetworks of thenational system.”William Mitchell, City of Bits (1995)

William Mitchell’s prophetic book City of Bitscharted early virtual convergence for citiesand ubiquitous computing, and today,

digital twins are the star of the moment, featuring askey strategic goals and commissions in key globalperforming cities as part of a technological push forsmart cities and the IoT. With these developments, itis worth discussing two elements that are integral fordigital twin ambition; first, City Information Models(CIMs) and secondly, barriers to accessing 3Dgeospatial data.

The City of Helsinki recently released a city informa-tion model as open data with a reality capture meshand a semantic (classified) model up to LOD2. Thisbaseline allows further planning and analytics frombuilding energy performance, water consumptionand solar energy potential. Potential for interiorcharacteristics in the future offers an exciting devel-opment and future planned buildings as CityGMLformats all help build longevity into the model. Hostedvia Cesium and a web browser also creates a valuable public interface without large computationaldemand. IFC standards, along with VR porting all connect into an exciting digital workflow.

Helsinki is, of course, not alone in this developmentand its creation relies on various governmentalstrategic objectives and innovations. In the United

Kingdom, a legacy of privatised, individual/commercialdata commissions or high price points for acquisitionis slowly changing as CIMs value comes more to the fore as a precursor for digital twin ambition.Local authorities such as Milton Keynes, Bristol and Cambridge, planning departments and earlyadopters, alongside the Connected Places Catapultet al, have explored this potential. Multiple LondonCIMs exist, the Greater London Authority ambitionfor a new digital twin and the public interface is perhaps the most exciting development.

While the National Infrastructure Commission (NIC)and the Digital Framework Task Group (DFTG) arelaying the foundations for the UK’s digital twin ambi-tion, the primary issue remains the communicationand accessibility of built environment datasets. TheNIC’s report Data for the Public Good (2017) citedthis very challenge.

While there have been successes, such as the Envi-ronment Agency’s open data LiDAR release, or TFL’s,many, many more useful key city elements remain.

The UK’s digital twin ambition and innovation drivewithin the context of a global Digital Life and SmartCity innovation race is behind, in the sense of playingcatch-up. We need to reverse this future throughcloser ‘plantech’, open data and connected BIM, whilealso maintaining and developing standards throughmachine learning and AI and, most importantly,engaging communities and audiences beyond silos.

Starting with a CIM and clear open data policy, Lancaster University is developing a model for itsregion through a commercial partnership. This earlyresearch-driven work provides qualitative 3D assets.With our project at Lancaster University, we’re seeking

| 103BIM

to implement much of the ambitions of larger, morewell-known cities on a smaller, more practical scalefocusing on outcomes.

Challenges for digital twins and CIMs are not technological ones; hardware and software providersare ready with workflows, monitoring systems andmanagement tools, such as ESRI’s forthcomingArcGIS Urban.

Here in the UK, we’re not deficient in official standardsor guidance either, with our knowledge and expertisebeing exported worldwide. Primarily, the challengesthe UK faces is data and an organisational problem.

Accessibility to data 2D or 3D is hindered by priceand licensing. Perhaps this is where the GeospatialCommission has a role in facilitating or improvingaccess (cost and licensing) to allow for innovationand not just for experimentation under exploratorylicences.

Organisationally, there are additional challenges,from budgetary pressure limiting risk-taking innova-tion to knowledge transfer. The competing standardsand software licensing models currently are makingorganisations nervous about choosing directionswhen it comes to digital twin ambitions.

Do they adopt open source tools, which can be perceived as requiring extra work and can be sometimes limited by a lack of widespread adoptionin the workforce, coupled with cheaper yet potentiallyuncertain costs? Or do they adopt established pro-prietary systems where concerns over vendor lock-inand increased costs, which are under increasingscrutiny, are tempered by a large workforce who canuse the tools?

One thing is certain: there is space for innovationhere both in data acquisition with a variety of vendorsproducing smaller and cheaper sensors. There isalso new funding and purchasing methods, which

can be taken from otherindustries.

To achieve digital twinand smart city ambitionsat a governmental andstrategic level, it is

imperative that we can prove outlier cities and urbanareas can adopt these new technologies. Think smartcities and digital twins and too often you hear aboutworld cities.

Too often, smart cities and digital twin discussionsand marketing focus on big, broad-brush ideas. Butwe must always return to the main goal: improvingthe life of its citizens, not just in big ways but also insmall ways like improving the information for commuters.

Improving links and joining up interrelated services is the mark of the true success of a smart city anddigital twin technology. The UK’s digital twin ambitionrevolves around data coherence, accessibility anddirect input from city communities, which manycountries are already working on but is a future thatthe UK has only just started to conceive. ■

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Dr Paul CuretonSenior Lecturer in DesignImaginationLancasterTel: +44 (0)1524 510873paul.cureton@lancaster.ac.ukhttp://148.88.47.13/html/imagination/

Elliot HartleyManaging DirectorGarsdale DesignTel: +44 (0)15396 20875info@garsdaledesign.co.ukwww.garsdaledesign.co.uk

Garsdale Design, Birmingham CIM model, 2018

The Exchange Information Requirements(EIR) are designed to be included in thetender documents for the procurement

of both a design team and the constructor. Itis an important element to a BIM project asthey are used to set out clearly to the bidderwhat information requirements there are andthe management of that information.

These requirements are then written into theBIM protocol and form the basis from whichbidders can then respond with their initialInformation Delivery Plan (IDP).

A compliant IDP will demonstrate how therequirements outlined in the EIR’s will bemet. Prevalent information will include:

The project implementation plan.•

Project goals for collaboration and •information modelling.

Major project milestones. •

Product Information Model deliverable•strategy.

An EIR is typically split into three sections:Technical, Management and Commercial. Inthis article, we are going to focus on certainareas within these categories from softwareplatforms, data exchange formats and col-laboration. We are also going to look at data

standards and how all of this can potentiallyhave an impact on top line business objectivessuch as turnover, quality and profitability.

With an emphasis today on open BIM, the EIRstates software platform requirements but it’snot designed to dictate a software to thesupply chain. The EIR focuses on collaborationand that is where the chosen Common DataEnvironment (CDE) is established.

“Don’t just take our word forit. Many of the leading namesin UK industry are using thissoftware from architectureand engineering to heavy reg-ulated industries such as rail.”

For many organisations collaborating with thecommon data environment is not an issue, itcan often be a very manual process for taskteam managers to issue approved informa-tion. Preparing models and documentation forissuing, uploading to CDE and populating allthe meta data can be laborious and if it getsrejected, the process has to start again.

If your business runs several projects in par-allel, you will know how much of a challengeit is to control software versions. With soft-ware authors allowing end users to havemultiple versions on their device, it presentsan opportunity for someone to open a file inthe wrong version. As most will be aware of

104 PROFILE

the well-known fact, you can take old filesinto new software versions but it’s very difficult taking new to old.

When a file is opened in a more recent version of software (which does not complyto the EIR) then a lot of time and effort isrequired amending that back to its originalstate. Time that is not billable!

Another part to the EIR is the requirementfor data exchange formats such as:

Native 3D models.•

.DWG, often in a specified version.•

IFC.•

PDF.•

COBie.•

The stipulated formats help to communicatecontent via data drops that are aligned to thevarious work stages. This is a job for the lastday of the week, month or when all that datahas been gathered, but with a requirementin industry to get access to data earlier, thishistoric process needs to change.

There are many standards in industry but ifwe pay consideration to BS EN ISO 19650, itcan present a challenge to understand it all.

Overcome the challenges of complying to Exchange InformationRequirements (EIR) Graitec examines the key issues when complying withthe Exchange Information Requirements and how theycan be overcome

In many cases, we see a dedicated documentcontroller that’s responsible for ensuringstandard processes and BIM compliancy ismet. This all adds to non-billable hours andhas a potential effect on margins.

There are many factors that affect profit mar-gins but typically we see two main factors.Firstly, do we have a strong brand where wecan charge a premium for our product or ser-vice? And secondly, where this is not the case,we then have to look at how we do thingsand seek efficiency or productivity gains.

Graitec’ s Cabinet electronic data manage-ment software helps with exactly that and candrastically reduce the non-valued, non-bill-able activity. With its built-in BS EN ISO 19650workflows, we help users to comply to BIMLevel 2 but without the time-consuming task,energy and resource making sure its correct.

Where .IFC, .DWG and .PDF is a requirementin the IDP. Cabinet software can automatethis file save as process upon workflow statesfrom review, approve and share. Not only

does this save time but also it reduces therisk of data being rejected in the CDE.

Cabinet can help to control the version ofRevit or AutoCAD used on a project so thereis no need to worry about any file beingopened in a newer version.

“When a file is opened in amore recent version of soft-ware (which does not complyto the EIR) then a lot of timeand effort is required amend-ing that back to its originalstate. Time that is not billable!”

With this controlled approach, we can focuson quality and one of the biggest efficienciesgains we can bring is the automation of filenaming in accordance to BS EN ISO 19650.

Don’t just take our word for it. Many of theleading names in UK industry are using thissoftware from architecture and engineeringto heavy regulated industries such as rail. Ifyou are looking to improve the structure of

GraitecTel: (023) 8086 8947enquiries@graitec.co.uk

PROFILE

your data, have better control on the work inprogress, automate standards and sharedata to the CDE’s in real time then Cabinet isa must.

Click here to find out more about Cabinet.

105

COMPLIANCE

Graitec Group

DATA EXCHANGE STANDARDS REQUIREMENTS POLICIES REGULATIONS

106 | BIM

West Cambridge: Developing adigital twin demonstrator The Institute for Manufacturing’s West Cambridge project is highlightinghow digital twins can harness data from multiple sources to inform betterbuilding management, while improving productivity and wellbeing

In 2017, the National Infrastructure Commissionpublished a report, Data for the Public Good,which recognised the importance of data to the

UK economy, stating: “High quality, standardised dataon all our infrastructure assets, along with the ability toshare this securely, will enable the UK’s infrastructureto be viewed as an independent, dynamic system”.

The NIC estimates that greater data sharing couldrelease an additional £7bn per year of benefits acrossthe infrastructure sector.

One of the report’s key recommendations for the government was the development of a NationalDigital Twin.

A digital twin is a digital representation of a physical asset that can harness data to provide information about its current design, state, conditionand history, as well as the ability to share this data tobetter inform decision-making about how to bothmanage current infrastructure and what to build inthe future.

In January this year, the Centre for Digital Built Britain(CDBB), via its Digital Framework Task Group, pub-lished the Gemini Principles to guide the NationalDigital Twin and shape the information managementframework that will enable it.

The CDBB is currently in the process of establishinga Digital Twin Hub, which will create a collaborative,learning community for those who own or are developing digital twins. It will provide a network forthose seeking partners, a register of active digital twinprojects and will identify the gaps that need to beaddressed in moving towards a National Digital Twin.

The National Digital Twin itself is not intended as a single, monolithic twin of the entire country’sinfrastructure. Rather, it will be a federation of manytwins, representing assets and systems at differentlevels of granularity, brought together to generategreater value.

To support this national ambition, the Centre for Digital Built Britain provided support for a digital twinpilot demonstrator project.

West Cambridge digital twin The aim of the project, which is being led by Dr AjithParlikad, is to develop a dynamic digital twin of theInstitute for Manufacturing (IfM) at the University ofCambridge, along with the wider West Cambridgecampus, to demonstrate its impact on facilities management, productivity and wellbeing.

Its goals are to:

Demonstrate the impact of digital modelling and•analysis of infrastructure performance and use onorganisational productivity.

Provide the foundation for integrating city-scale•data to optimise services such as power, wastemanagement and transport, and understand theimpact on wider social and economic outcomes.

Location: Institute for Manufacturing, University of Cambridge West Cambridge campus. Project team: IfM, Centre for Digital Built Britain,Bentley Systems, Redbite, Topcon, GeoSLAM.Completion: Ongoing

| 107BIM

Establish a “research capability platform” for •researchers to understand and address the majorchallenges in implementing digital technologies at scale.

Foster a research community interested in •developing novel applications to improve the management and use of infrastructure systems.

“The NIC estimates that greater data sharingcould release an additional £7bn per year ofbenefits across the infrastructure sector.”

Work on the digital twin is being carried out in threeinterconnected work packages:

1. Data development This work package has developed a geometry modelof the West Cambridge site, the BIM model of the IfMbuilding with a medium level of detail and a contextcapture model of specific areas of the IfM with highlydetailed information.

Work is being carried out in a joint effort betweenresearchers at the IfM, Bentley Systems, which is pro-viding expertise and technology for 3D BIM modellingof the building, GeoSLAM, which is providing the con-

text capture scan, and Topcon, which is generating alow-level detailed 3D geometry and photogrammetryof the site using drone and vehicle-based scanningand cameras.

In addition, a good quality asset register has beendeveloped, along with asset identification tags foraround 200 pieces of critical equipment in the IfM incollaboration with Redbite.

Redbite has also developed APIs that can be used to integrate asset data with the 3D BIM model usingBentley’s AssetWise.

Finally, over 60 IoT sensors and devices have been deployed and tested to help monitor and control thecondition and operation of the IfM’s critical assetsand environment.

Data is received from 50 environmental sensors withinthe IfM, with granularity of one minute, in addition to thedata captured by the Building Management Systems.

2. Data integration This work package aims to integrate data from various sources to enable effective analytics anddrive better decisions.

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Data collected through the Building ManagementSystem and the sensors have been integrated withBentley's AssetWise platform.

“The aim of the project, which is beingled by Dr Ajith Parlikad, is to develop adynamic digital twin of the Institute forManufacturing (IfM) at the University ofCambridge, along with the wider WestCambridge campus, to demonstrate itsimpact on facilities management,productivity and wellbeing.”

The most important goal is to ensure that the digitaltwin adheres to common data standards and isinteroperable. This will involve exploring how thedata from different sources can be integrated usingopen standards such as IFC.

3. Applications The third work package aims to develop novel applications that exploit the data captured throughthe digital twin.

Applications developed so far include:

Improving asset maintenance in the IfM •(eg HVAC systems and lab equipment) throughpredictive data analytics.

Improve asset tracking across the West •Cambridge site.

Generating insights for reducing energy •consumption across the West Cambridge site.

Augmented Reality support for maintenance and•inspection. ■

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Centre for Digital Built BritainTel: +44 (0)1223 763175enquiries@cdbb.cam.ac.ukwww.cdbb.cam.ac.uk

Institute for Manufacturing Tel: +44 (0)1223 766141ifm-enquiries@eng.cam.ac.ukwww.ifm.eng.cam.ac.uk

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BIM4Water: A drive for digital transformationacross the UK water sector

BIM4Water has moved from a start-up group in 2013 raising awareness of BIM in thewater sector to become a leadership group with over 200 members, who are takingpractical and collaborative steps to implement BIM in this sector and sharing experiencesmore widely through its publications, case studies, seminars and via the UK BIM Alliance

BIM4Water was established in 2013 as part ofthe UK government BIM Task Group initiative topromote BIM across the water sector. The

group has a mission “to lead the digital transformationof the water sector through Better Information Man-agement” and provides a focus for setting standards,best practice and to consider the cultural impact andthe benefits when implementing BIM.

As a cross-industry group, it is open to all bodiesinvolved in the management and delivery of waterand water wastewater assets. The group’s make-upis reflective of the sector’s collaboration with watercompanies (20), consultants (16), contractors (15)and the supply chain (46).

BIM4Water is governed by a Steering Group, with representatives from the owner operators, consultants, contractors and suppliers. In line withthe current roadmap, it currently has four workinggroups, which are:

The owner-operators aim is to promote the development of BIM capability through the use of aFramework to enable efficiencies through the application of BIM. It has published guidelines on theadoption of BIM and is current working on the matu-rity of BIM across the sector using the Project 13 tooland BIM hierarchy of needs (see website for details).Work is also progressing on “Project informationrequirements”.

The Standard Libraries Group is a focus for standards. The primary activity has been developingan approach for Product Data Templates (PDTs).PDTs are standard forms to allow manufactures tosupply non-graphical information about their productsfor use on projects. The group is currently looking at“systemising” the PDTs.

The Benefits & Case Studies Group looks at various ways to encourage the take-up of BIM. Thegroup investigates and suggestions suitable tool and

Northumbrian Water, Wood and Interserve winning the inaugural Award flankedby the past and current BIM4Water chairs Simon Kerr (L) and Jamie Mills (R)

| 111BIM

publishes case studies that demonstrate the benefitsof BIM and the lessons learned.

The 4D Group is working on the best practice ofusing 4D (sequencing of construction), whichincludes the digital took kit, contractual arrangementsand highlighting the benefits such as H&S, time andfinancial savings.

In early 2019, the group launched the BIM4WaterAward for innovation using BIM in the water sector.They were delighted with entries from water companies, consultants, contractors and the supplychain. The judges gave the award to a joint entryfrom Northumbrian Water, Wood and Interserve.

BIM4Water have successfully run a number of seminar events through the year. In early July, therewas focus on “Benefits for All” held in Manchester; inSeptember, a seminar on H&S at Cranfield University,followed by a winter meeting to be jointly held withBIM4Legal in London.

Case study: Cambridge Water RecyclingCentre extensions

Client: Anglian WaterLocation: Cambridge Project team: @one Alliance, Skanska TechnicalServices, Glasswell & Last, Carlow Precast, Assetinternational (Weholite), Bell Formwork & CivilContractors, Max Right.Completion: 2015

The Cambridge Growth Scheme was mandated toprovide treatment capacity for growth in the Cambridge Water Recycling Centre (WRC) catchmentas projected by Anglian Water’s regulatory growthtargets output.

The project was delivered in two phases. Phase 1 toprovide a treatment capacity of 168,000pe to caterfor initial expected growth, and a Phase 2 treatment

High Performing Enterprise: seamless collaboration and full outcomes

Customers/Client and supply chain feel the bene!t

Strong leadershipand communications

Basic building blocks

Digital Hierarchy of Needs Overview – Corporate

Integrated Functions & Relationships: across the client, supply chain organisations

Strategy: clear leadership, support and communication of bene!ts and outcomes

Open Culture: recognition to try outand make mistakes

Simple Collaboration: simple systems and processesin place, people understand the basic principles

112 | BIM

capacity increase of 27,000pe to 195,000pe. Thisincreased the capacity from the original populationequivalent of 145,000. However, both phases weredelivered without a break in construction on site.

In addition, as a result of the growth and changedpollutant loads to the receiving watercourse, theriver Cam, a new quality consent was agreed as thebasis of design for the project.

The main problems driving the need for the project were:

Historic growth – current PE significantly greater•than reported in 2011.Future growth predicted in the catchment.•Unsuitable treatment processes for stringent BOD•and solids standards.

The project scope was to deliver: A new Activated Sludge Plant comprising four •activated sludge lanes. Four new 38m Final Settlement tanks with full•bridge scrapers. A new Return Activated Sludge pumping station. •A new Surplus Activated Sludge pumping station. •A new scum pumping station. •Two new sludge thickeners with associated pumps•and dosing.

Anglian Water has been using BIM since 2010, predominantly through its capital delivery partner@one Alliance. BIM is not a formal requirement fromAnglian Water, although the benefits have beenrecognised by all parties during this time.

Hardware and software was provided by AnglianWater for @one with some additional hardware, suchas tablets for site, purchased through capital projects.Cloud services were provided by Skanska.

The BIM scope for the project was to deliver 3D, collaboration, product-based delivery, DfMA andinformation management.

Graphical BIM data was used at the outset. A decisionto use non-graphical BIM was made later in the project. This included back-populating asset classifi-cations into the 3D model based on definitions withinthe client asset management system.

To get everyone on board, the construction andcommissioning teams were given on-site, role-basedtraining. The client operational teams attended collaborative planning sessions throughout the project and were provided with hardware to engagewith the design and digital “safe to operate” reviews.

BIM had a positive impact on the design of the project. Key stakeholders (operations, commissioning,construction managers, supply chain etc) wereengaged early and given the opportunity to collaborate and review the project model in a timelymanner. Along with offsite assembly and digitalrehearsal of construction sequences to enablebetter planning, this meant that the design was rightfirst time and there was no physical snagging on site,resulting in estimated savings of around £250,000.

The digital approach resulted in a reduction in timeof 10 months on site during the construction phase,reduced risk of waste and rework around asset data handover and commercial project closeout, and improvements in data quality in the asset management system (60% up to 95%).

Phase One of the project was handed over in March2015, with Phase Two following in October 2015.

Against a budget of £22.5m, the project was deliveredfor £20.1m.

More case studies can be found on the BIM4Waterwebsite. ■

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Jamie MillsChairBIM4WaterJamie.mills@xyleminc.comwww.britishwater.co.uk/bim.aspx

www.elecosoft.com

More informationFor more information please visit www.elecosoft.com/bim or contact us on +44 (0)1844 261 700 or info@elecosoft.com

Powerproject BIM – affordable 4D planningBy combining 3D models with scheduling tools in one application, Powerproject BIM enables you to:- Easily create your project plan from your model

- ‘Drag and drop’ objects between the 3D view and Gantt chart

- See the impact in the 3D view with split screen functionality

114 | BIM

Why cities need to unlock theirplanning dataCities are sitting on a wealth of valuable data locked away in planningdocuments. It’s time they learn how to better use a resource that’s entirelyin their control, explains Stefan Webb

Big data, artificial intelligence and visualisationare transforming the way people process andinterpret information. But the methods used

by many cities to plan new developments creak withage and smack of desperate inefficiency. It’s timethose systems caught up with the modern world.

“What’s needed, then, is for cities to hold their spatially relevant data in oneplace, where it can be used over and overagain, not just for multiple plans butacross departments.”

The processes in place within city authorities togather information about sites, compare proposalsfrom developers and engage with citizens are cer-tainly rigorous, and produce huge quantities of dataat no small expense. If you’re sufficiently determined,you can find it in the appendices of local plans – andthose brave enough to bother will discover reams ofdata, pages of tables and an atlas-worth of maps.But as well as finding it difficult to understand, they’llalso see that it’s locked up inside PDFs that are difficult for machines to search and analyse.

In the offices of the architects and developers whobring those developments to life, though, things look alittle different. There, before bricks or steel are evenconsidered, data, models and digital maps are used toexplore sites, proposals and plans in exquisite detail.Crucially, these organisations have come to realise thevalue of maintaining easily accessible data, which theycan draw on quickly, easily and repeatedly.

Comparatively, the cost of generating data to support local plans is sunk when it’s dumped into aseries of analogue reports and planning applications.

Not only do local planning authorities have to commission new studies, time after time, to obtainthe same evidence but because it’s stored away in aPDF, it can’t easily be used to inform other services.

For example, many of the datasets collected as partof a housing market assessment are the same asthose which inform a community infrastructure levy,a strategic housing land availability assessment or aninfrastructure capacity assessment. But, bewilderingly,the information for these four studies is all procuredseparately. And any synergies or interdependenciesthat do occur between the four are managed byhuman hand – so the process can be slow, containerrors and result in loss of fidelity.

The problem is exacerbated when different citydepartments decide to commission their own data-driven exercises to understand, say, the demand forschool places, pressure on GP services or where newjob opportunities will be arising in the near future.Data from planning documents could easily bereused to help provide such insights, but instead it’sgathered once more at high cost.

What’s needed, then, is for cities to hold their spatially relevant data in one place, where it can beused over and over again, not just for multiple plansbut across departments. Such a system would notjust provide efficiency savings by reducing the cost ofupdating the evidence base for local plans, but alsoensure everyone is working with the same figuresand assumptions, and make it easier to build tools toaccess, interpret and analyse the data.

Greater Manchester has already shown that it is possible to generate and reuse planning data in this

| 115BIM

way. Its Open Data Infrastructure Map shows keyinfrastructure across the entire region in one open,accessible location. But it goes further than this. Usingthe same mapping platform, it seeks suggestions fornew development sites and includes new automatedprocesses to carry out parts of the shortlistingprocess without human intervention.

The Geospatial Commission is beginning to work onmaking key public spatial data more accessible; theNational Infrastructure Commission is promoting anational digital twin; and the Centre for Digital BuiltBritain is promoting more data relating to develop-ment from building information models. The riskhere is that there seems to be little coordination andcollaboration.

Who pays for all this? Well, much of the evidencerequired for local plans is driven by national legisla-tion, and the costs of building planning data plat-forms is too large to be borne by any single planningauthority. So, ideally, central government should beinvesting in UK local authorities and companies toprototype the planning system of the future.

A city data environment that functions in this way will allow local authorities to maximise the value ofthe data that is generated as part of the planningprocess. In turn, it will reduce the time it takes toproduce local plans and make them more transparentand understandable to citizens and developers. Thedata is there to be used – cities just need to realiseits potential in order to make use of it. ■

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Stefan WebbDirector of Digitising Planning & StandardsConnected Places Catapult Tel: +44 (0)20 7952 5111futureofplanning@cp.catapult.org.ukhttps://cp.catapult.org.uk/

As a construction estimator, you’reunder pressure to work quickly. Assoon as you finish one bid, you’re on

to the next. Faced with a never-ending workload, your ability to produce estimatesefficiently is key. But speed isn’t the only thingthat matters. You’re also expected to produceconstruction bids that are as accurate as possible.

Cost benchmarking provides a methodologyto check your estimates against typical coststo gain more assurance of their accuracy.Industry cost averages are one source of costbenchmarks. This information is fairly easyto come by and seems – on the surface, atleast – like a decent source of informationfor producing a construction estimate that’sreasonably accurate.

But general construction cost averages are notthe best data source for cost benchmarking.

While they may seem good enough becausethey’re backed by project data, industry costaverages are limited in their ability to helpyou produce precise estimates. More likely,they’re too generic to accurately reflect thedetails that can significantly affect costs,making them an unreliable source for costbenchmarks.

Generic cost averages can’tensure accurate constructionestimatesThe reality is that third-party data has thepotential to be misleading, especially whenyou don’t have a full understanding of whereit’s coming from and how it was compiled.Construction cost averages are no exception.

When you use generic averages for costbenchmarking, you’re relying on costs without a clear understanding of how theywere derived. They may give you a generalidea of the cost of a certain kind of labour ormaterial type, but they fail to account for anumber of variables.

As an estimator, you know that each construction project has unique qualities thatplay a factor in what the actual costs will be.In fact, part of your job as an estimator is toaccount for all of those different factors asbest you can to ensure the quoted bid is asaccurate as possible.

But if you’re building your estimates onindustry averages, you’re building on shakyground. You have no visibility into the specificdetails that could have a significant impacton price, including:

Geographic location: Regional variables•can have a big impact on labour and mate-rial costs. Generic cost averages typicallydon’t account for these localised nuances,which can be a major factor in the overallcost of the project.

Type of project: Different projects have•different requirements. Building a newhospital is nothing like constructing a football stadium. If the industry averagesyou’re using don’t account for these differ-ences, they’re not factoring in variables thatcan impact costs.

Timing: Weather conditions vary at •different times of year and material costscan be affected by availability. General eco-

The best data for constructioncost benchmarking The pitfalls of using industry averages for construction cost benchmarking

116 PROFILE

nomic conditions at the time the averageswere compiled may be different than they are today. All of these factors canimpact costs.

If your cost benchmarks are based on aver-ages that are too generic, your final construc-tion bids are at risk of being inaccurate.Industry cost averages that fail to normalizepricing to account for location, project typeand timing are swags at best.

Using industry averages doesn’tposition you for competitiveadvantageThe appeal of industry cost averages is thatthey’re readily available. But that’s also partof the problem. If you’re using them as partof your construction estimating processbecause they’re convenient, it’s a pretty safebet that your competitors are using the sameapproach.

You can see the pitfall in this. Arguably, theestimating process is a critical first step in setting your company apart in the eyes of an owner and winning the business. If yourestimates aren’t giving them anything different and better, you’re missing anopportunity to position yourself as the bestcompany for the job.

Beyond their obvious purpose, your construction bids have the potential to be avaluable selling tool. When they’re developed based on the actual costs of similar projects you’ve completed, they communicate your experience and success,which demonstrates that this isn’t your firstrodeo.

Unfortunately, many construction companiesare operating with a “throw it over the fence”mentality. When departments are workingin a siloed fashion, they’re missing an opportunity to learn from their collectiveexperiences and apply this shared knowl-edge to continuous improvement.

As it applies to your estimating process, ifyour estimators aren’t privy to how their bidsstack up against a project’s actual, as-builtcosts, they’re unable to learn from and applythis valuable feedback. They’re missing anopportunity to continually refine their esti-mates to best reflect the way your companyworks and the way your projects actually play out.

This leaves them unable to make your estimates as accurate as they could be. It alsomakes it impossible for your estimates toposition your past experience in a way

that reflects your relevant experience andpositions you to win.

Set yourself up for success byusing your actual, as-built costsfor benchmarking Using industry cost averages is an easy wayto incorporate cost benchmarking into yourestimating process. But relying on thisgeneric data to produce precise estimates isa sketchy proposition. And it does little toleverage your previous experience and success.

When it comes down to it, the only reason touse industry averages for cost benchmarkingis if you don’t have anything better to workwith. But you do. If your company is like most construction firms, you’re sitting on anextensive history of project costs.

This information is like buried treasure. But

Trimble MEPTel: +44 (0)1908 608833www.constructible.trimble.com/europe

PROFILE

it probably looks more like rows and rows ofdusty filing cabinets or boxes filled with oldproject files. If your past project data remainshidden away in hard-to-access paper files, ithas little value. You need to excavate it andput it in a form that allows you to mine thegolden nuggets it holds.

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Women in BIM: Attracting and retaining a more diverse workforcePBC Today recently spoke with Rebecca De Cicco, the founder of Women in BIM (WiB),about the growing need to encourage more women to join the construction industry

118 | BIM

WiB is supported by Silverskills, who recentlyhosted an event in London to championthe cause and identify solutions to a

problem which should be decreasing, but in fact weare witnessing the very opposite.

De Cicco told us there is little doubt in her mind weare facing a construction skills shortage, despiteexcellent and gallant efforts already made. Theindustry still has a long way to go in eliminating theissues affecting this shortage, such as an ageingworkforce, a poor pipeline of young people to tapinto and the gender and diversity gap, all of which, iftackled well, could help to solve this ever-increasingglobal skills crisis.

Being a passionate advocate for Women in Construction for as long as she can remember, DeCicco explained that although she has witnessedmany positive changes in this space, there is stillmajor disparity when it comes to equal conditionsfor different genders and groups.

In 2012, she founded the WiB network with the aimof drawing attention to the low number of women inBIM-related roles. It isn’t an organisation just forwomen, but it is about women who work in BIM anddigital construction. By working together as a group,it is hoped their voice will have a greater influence toempower, support and provide an incentive forwomen to enter the construction industry.

WiB wants to attract young women into the industryand act as mentors to develop further skills andencourage them to enter BIM and digital-relatedroles in the future. De Cicco also wants to see thenumber of senior women in BIM-related rolesincrease.

The retainment of women in the construction sectoris an important issue, which is why the group wantsto encourage women to strive for the best, advancetheir position and move into senior roles where theyexist. Being part of a community that can providesupport should help to keep women in the industry.

This incentive is also supported by a growing numberof profitable FTSE100 companies that include diverseboard members, not only regarding gender but alsoethnicity and race.

“WiB wants to attract young women into the industry and act as mentors todevelop further skills and encouragethem to enter BIM and digital-relatedroles in the future.”

Joseline Macdonald, sales and marketing manager ofSilverskills International, said it is no mystery thatthere are fewer women who work in the AEC industrythan men, commenting that for years the sector hasbeen overwhelmingly male dominated. BIM careers,while remaining male dominated, are facing a crisisdue to the lack of available qualified workers.

Following the mandate by the UK government for BIMLevel 2 in 2016, the demand for BIM operators hassurpassed the supply, companies have expanded theirrecruitment efforts, including a formerly untappedlabour source, women.

Macdonald added that a job in the AEC sector allows for upward mobility directly linked to years ofexperience and ability to do the work well. This iswhat led Silverskills to WiB, the very fact that it sup-ports, mentors and encourages women to specialisein a career that is increasingly in demand is also very

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important to them, as they found that the principlesof Women in BIM are aligned with Silverskills’ desireto contribute towards a growing and diverse globaldigital community.

“The retainment of women in theconstruction sector is an important issue,which is why the group wants toencourage women to strive for the best,advance their position and move intosenior roles where they exist.”

Three years ago, Silverskills launched an EngineeringServices Department to provide clients with one-stopengineering design support, offering specialiseddesign, BIM modelling and CAD drafting services.

Macdonald admitted that launching this departmenthad its challenges, particularly in gaining access toexcellent, qualified BIM candidates. This led them toturn to WiB as a means of tapping into an experiencednetwork of BIM practitioners. Ever since, the workingrelationship between the two has strengthened.

For Silverskills, attracting and retaining a more diverseworkforce will maximise innovation, creativity and

competitiveness. Macdonald added that their successas a company is very much linked to the interactionsof the community around them – putting, energy, timeand resources into supporting the organisation is asound long-term investment. Ultimately, the strongerthe community, the higher the likelihood of thosewithin it of finding success.

It’s alliances such as this between WiB and Silverskillsthat are paving the way for a greater diverse futureand will one day become the norm. ■

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Rebecca De CiccoFounderWomen in BIMhttp://womeninbim.net/

Today’s construction is increasingly supported by technology – from the initial design and budget to project

scheduling, site management and more.Trusting the right construction technologypartner for your business is just as importantas identifying the best construction softwaresolutions.

Making smart software choices today meansmuch more than simply looking for productfeatures and seeking to improve operationalefficiency. In a world where long-term sustainability and management are a keypart of planning the built environment, it isimportant that information flows freelybeyond design and build, through fitout andtowards long-term maintenance and assetmanagement too.

Seek out the best constructiontechnology partner not just theright productThe broad range of available software solutions for different purposes and stagescan make the software selection processdaunting. But there are some cues that canhelp the would-be technology purchaserknow they’re making the right choice. Today’sselection criteria must go beyond features,pricing and licensing and look towardswhether a supportive long-term relationshipis possible.

One of the most important indicators is theresponsiveness of the technology vendorafter the sale – both in terms of customersupport and future development. Elecosoft

believes in customer satisfaction, with aproduct development process that hasclosely tracked changing construction cus-tomer needs for decades. It regularly solicitsfeedback from customers – at user confer-ences, user advisory panels and througheveryday discussions – to ensure that itsproducts and services remain aligned to theindustry.

As a result, many Elecosoft customers likeBouygues have found Elecosoft to be a perfect construction technology partner. Theybeen using its software solutions, such asPowerproject, for many years.

“We prefer Powerproject on the client side atBouygues UK because it’s very quick and easy toknock out a simple programme rapidly. We can

The right product,the right partnerWhy finding the best construction software solutions dependson trusting the right construction technology partner

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make a quick programme that has almost all thelogic, certainly enough for client reporting purposes,to submit then we can play with it later. The mainadvantage is the sheer rapidity with which you cancreate a programme,” said David Izaguirre,Bouygues Senior Planning Manager.

The best construction softwareis customer-drivenBeyond meeting the usual requirements forcritical features and competitive pricing criteria, the best construction software is usually customer-driven – meaning it waspurpose-built for this industry and its typicaluser types.

It is also regularly updated based on inputfrom those users. This ensures that the software works the way the users need it to

and can grow with the company. This wasconfirmed by construction company WillmottDixon’s National Planning Manager PaulHoskins. The company formerly used MicrosoftProject before moving over to Powerprojectas its standard a few years ago. You can readmore of their success here.

Evolving to meet evolvingconstruction software needsConstruction and engineering both haveunique sets of challenges. Software develop-ers must have a clear understanding ofwhere the industry is headed and which newfeatures will actually be most helpful. Thishas led in recent years to significant reorien-tation of project planning software aroundBIM, including the evolution of the 4D plan-ning capability within Powerproject’s BIMmodule. It has seen 3D visualisation becomeintegral to design software for everythingfrom interiors to staircase design and neces-sitated integration with emerging standardsin ERP and other business systems. Mean-while, 4D planning, which enables buildersto track progress visually over time, is slowlymoving to the mainstream.

Elecosoft has often found that it is the smallfeatures that are most valued – such as aone-click reschedule button, or the ability tojump up and down a long, complex schedule

of thousands of activity lines. These andother features, like drag-and-drop schedulebuilding and the ability to cut-and-pastefrom Excel, were direct requests from Powerproject customers.

Essential attributes of aconstruction technology partnerElecosoft have found through feedback fromsoftware users that firms in the constructionand engineering sectors demand the verybest construction software that is not onlyoptimised for their specific needs, but alsoprovides:

Robust and scalable functionality. •

Easy-to-learn, intuitive design. •

Interoperability and information exchange. •

Communication capability. •

Business information. •

Supporting the journey to cloud and•mobile.

Questions to considerNaturally, there are often lots of promisesabout features and ease of use made by software vendors during the discovery and

ElecosoftTel: +44 (0) 1844 261700info@elecosoft.comwww.elecosoft.com@elecosoftppBlog: insight.elecosoft.com

PROFILE

sales process. It’s not always easy to knowwhich construction technology partner willfollow through on those promises andremain responsive after the sale. See moredetails here for some key questions that canhelp you spot vendors that will be client-centric.

Remember that you are making a commit-ment to the software and to the companybehind it.

You must trust its ability to deliver productsand services that are future proof for yearsto come.

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Digital twin: The cutting-edge technology for the built environmentCristina Savian, CEO and founder of Be-Wise, looks at howdigital twin technology is taking the AEC sector by storm

122 | BIM

Around the world, in almost all human endeav-ours, technology is revolutionising the way welive and work. It’s time for the construction

industry to catch up in terms of adopting cutting-edgetechnology.

Within the last two decades, we, as construction professionals, have seen how approaches to designand construction have dramatically improved theway we design and conceive our built environment.From paper-based design drawing to CAD and BIM,technology is reshaping the construction industry,and now it is time for us to embrace digital twinning.

A digital twin can be seen as the progression of thewell-known BIM process which aims to accompanythe physical asset throughout its life.

So, what is digital twin technology? Dr Michael Grieves defines the digital twin as a connected, virtual representation of a physical asset,product, or system connected in real-time to thephysical asset through sensors.

This technology helps create an interface thatbridges the gap between virtual and physical worlds.Its application can now bring many benefits to con-struction and building management, making it possi-ble for architecture, engineering and constructionprofessionals to have a full grasp of the future of thebuilt asset – not only at planning and design stagebut also throughout its lifecycle. With this technology,it is possible to predict failure, prescribe correctiveprocedures and optimise maintenance schedules.

Aspects of a digital twin in the built environment The digital twin has three components: the virtual

replica, the physical asset and the connection in real-time between the two. The purpose of the virtual replica is to be a digital equivalent of the assetthroughout its lifecycle with the ability to create, testand build a physical asset in a virtual environment toavoid wastage or loss, and optimise performance.The virtual replica gathers all data and specificationsin relation to the various stages of the asset, whichcan be used for all aspects in regards to operationsand maintenance.

“Although the digital twin brings severalbenefits, it also brings a new series ofchallenges, such as the collection,integration and management of the largeamount of data produced during the assetlifecycle, and the consequent high-risk ofsecuring access to this data.”

The digital twin comes to life when the built asset isequipped with smart components that use sensorsto collect and synthesise real-time data about thephysical asset or building. These data may includetemperature, humidity, lighting, security systems andother essential details about the physical site orbuilding.

All the information gleaned, alongside with AI algorithms, is integrated into a physics-based digitalmodel that allows all stakeholders to get relevantinsight regarding the physical assets by simplyenquiring the data available.

Simulations can be run to get an accurate under-standing of how possible changes would affect thebuilt assets. If an aspect of the building is changed,such as a replacement of all windows, the digital twincan assess the impact of this change on lighting,

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room temperatures, airflow, noise and energy use,overall maintenance cost and schedule.

A digital twin can evaluate the building’s physicalcharacteristics as they interact with each other inreal-time. It not only gives information about theconstruction of individual buildings but also can fore-tell how the structure affects the wider environment,such as the impact on traffic in the local area.

What are the benefits of adopting twintechnology? Generally, digital twins provide valuable insightacross all stages of the built asset. However, the mostsignificant benefits of digital twinning technology areits application during the maintenance and operationof the asset.

“The digital twin comes to life when the built asset is equipped with smartcomponents that use sensors to collectand synthesise real-time data about thephysical asset or building.”

If we take railway stations in the UK, for example,some of them were constructed more than a centuryago. Embarking on the maintenance of such historicalassets is undoubtedly time and resource demanding,but a digital twin can help streamline its maintenanceschedules, from scheduled maintenance to ad hocintervention based on its history, design, materials,components and use, as well as the weather and allother aspects that affect its maintenance.

The same application can be applied to rail and road bridges: a range of sensors can be installed tomonitor crack growth and assess the degradationrate of the structural elements of the asset. Thishelps understand which components of the bridgeare of concern and need urgent treatment, as well asassessing the various form of treatments and whichmay be more cost-effective and most appropriate.

From planning to design, construction and operation,the application of digital twin is very relevant; it helps

AEC professionals have better insights about thebuilt asset they are working on, check the status ofits various components, perform analysis and offeruseful insights on overall performance and efficiency.Digital Twins can also improve effective communica-tion with professionals as well as enhancing overallexperience when the virtual replica includes not onlyinformation but also a 3D geometrical representationof the asset.

Challenges for twins in AEC Although the digital twin brings several benefits, italso brings a new series of challenges, such as thecollection, integration and management of the largeamount of data produced during the asset lifecycle,and the consequent high-risk of securing access tothis data.

Interoperability and integration of data is the key tothe creation of a digital twin. All information collectedthroughout the lifecycle requires to be structured ina useful searchable manner that can be used andqueried by all stakeholders.

The digital twin is milestone innovation in the con-struction industry, with huge benefits, which overruleits challenges. With the increasing demand for housingand infrastructure, declining profit margin, adoptionof innovation and technology is undoubtedly the onlyway forward to meet the demand, design, build andoperate a more sustainable built environment. ■

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Critina SavianFounder & CEOBe-WiseTel: +44 77 5330 0044 info@be-wise.xyzwww.be-wise.xyz

Building the foundations forthe future of the NHSSander van de Rijdt, co-founder and managing director of PlanRadar, looksat how construction’s technological revolution is going to change how ourpublic services are delivered to unlock hours of productivity in UK hospitals

126 | BIM

The NHS is a recurrent issue in the UK, shownby its centrality to the Brexit campaigns and thecurrent Conservative leadership election.

Besides this political uncertainty, however, the NHS iscontinuously facing severe staff shortages, scarceaccess to resources and an ageing population thatthreatens an increased strain on services.

The NHS’ Five Year Forward View expressed a need to“get the most out of the taxpayer’s investment” andfor this to be delivered, in part, through a productivitygrowth of at least 1.1% a year for the next five years.For this goal to be achieved, though, we need tochange how our public services are delivered.

The current NHS hospital facilities are hindering optimum productivity. The recent Mace Group reportoutlines that four in 10 public sector workers statedthat they were unproductive for more than two hoursevery working week because of their workplace environment.

The report further expressed the need for innovativehospitals by arguing that if the UK’s 237,000 adults’nurses in acute, elderly and general care were towork in innovative, productivity-enhancing hospitals,they would gain back a total of 25m hours everyyear. This equates to adding 13,500 full-time nursesto the NHS workforce.

Why are hospitals hindering productivity? Well,despite the NHS spending over £6.5bn on its estatesand facilities, they are still building new hospitalsaround the 1962 Hospital Plan for England. Subse-quently, UK hospitals are outdated, and despiterecent reports such as the Naylor Review emphasisingthe need for change, the NHS continues to fall behind.

In competitive markets, companies are incentivisedto either innovate or fail. In healthcare, new devices,technologies and treatments can decrease the costsof some provision and increase health improvementsfor patients, but the motivation to modernise isn’t as prevalent.

“Not only can software improveconstruction by standardising the buildprocess, but these platforms can alsoincrease the bottom line, making thesehospital projects more affordable andallowing excess, much-needed, capital tobe reinvested back into the NHS.”

It is the healthcare systems that fail to innovate thatwill struggle to meet rising expectations of patientsand will lose control of healthcare spending. NHSEngland chief executive Simon Stevens argued: “Inorder to be able to continue [current performance],we are going to need to ensure that we have theright capital investment. So that our frontline staffhave the modern equipment and facilities with whichthey can productively operate.”

Innovation, along with capital investment and higherskills, are the underpinning drivers of productivity.Subsequently, there is an urgent need for the NHS tomodernise and adopt new practices.

The United States is leading the movement to innovative with productive hospitals, as shown by the Johns Hopkins Hospital in Baltimore. This projectwas built as a NASA-inspired ‘command centre’ tomanage its patient flow, which in turn increasedorganisation levels, amplified productivity and maximised patient numbers and access.

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How can construction technology increase productivity in the NHS? Currently, more than 95% of data on a building site iseither lost or not recorded, meaning contractors arebuilding new facilities from scratch, repeatedly. Thesefacilities are being loosely constructed around the1962 plan, but due to different construction compa-nies building the hospitals, not one hospital is builtor looks the same.

“Why are hospitals hindering productivity?Well, despite the NHS spending over£6.5bn on its estates and facilities, they arestill building new hospitals around the1962 Hospital Plan for England.”

New construction technology, such as constructionproject management software, enables structures tobe created by a standardised set of components thatincorporate significant amounts of feedback fromend users into the next iteration of the design. Thisessentially means the facilities can be tailor-made fortheir users by innovative digital blueprints that leadthe construction process by ensuring collaborativeaccess to current plans, documents, tasks and defectsfor the whole of a project team. In turn, this can provide an extensive overview of the supply chain,manufacturing processes and on-site requirementsfrom the outset.

This means hospitals can be manufactured followingthe same blueprints from previous projects. Plan-Radar, for example, bundles all information on projectstatus, construction documentation and defect man-agement for you, not only saving valuable time aftercompleting the project, but also during the checkingprocess. As a result, the standardisation of hospitalbuilds can be incorporated into a growing rather thanstagnant process. That should not only speed up thedelivery and increase the quality of the building, butalso enable trained healthcare workers to performefficiently in the new purpose-built facilities.

The tech revolution finally happening in constructionmeans structures that are being built will inevitablybe different in the future, designed instead aroundthe user with space and environments optimised.Changing how our public services are delivered cantap into the hours of unlocked productivity in the

UK’s hospitals. Not only can software improve construction by standardising the build process, but these platforms can also increase the bottomline, making these hospital projects more affordableand allowing excess, much-needed capital to be reinvested back into the NHS.

These spaces are paramount to optimising the productivity of the workforce and improving futuredelivery of the NHS altogether. Construction firmsworking in the public sector now need to find techplatforms that are designed to tackle output issues,speed up build times and increase the quality ofthese projects. Because when you’re building thenext wave of productivity-enhancing hospitals andclinics, you need to be using the most innovativetools available to get you there. ■

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Sander van de RijdtCo-Founder and Managing DirectorPlanRadarTel: +44 (0)20 396 629 06info@planradar.comwww.planradar.com

Sander van de Rijdt

Here at Argyll Environmental, we prideourselves on delivering expert environmental due diligence and risk

assessment services for land and property.

We were recently appointed to provide environmental due diligence in support ofthe proposed acquisition of a large caravanpark in Devon. Working on behalf of a majorlaw firm, our role as environmental advisorwas to support the end customer with theirinvestment.

The caravan park in question is located adjacent to a former copper mine. Owing tothe potential for ground instability andpotential contamination risks, as a first stepin due diligence a SiteSolutions Combinedreport was produced. This detailed screeningreport features a review of all available historic and environmental data from theUK’s most comprehensive environmental datalibrary held by Landmark Information Group.

The report identified that the east of the site wasused for historical landfilling and the site hadthe potential for ground stability risks, whichcan be associated with historical mining sites.

As highlighted in the new Technical Guidancenote by the Coal Authority, the risk of miningand subsidence should be a vital considerationat development sites for planners, surveyorsand developers.

In order to further inform the identified risksof mining-related subsidence and collapsefrom historic mineral extraction that wereidentified in our original report, we sourcedspecialist mining reports for the site. This was

undertaken to confirm the potential forunrecorded coal workings, the competenceand current condition of the geology over -laying the coal workings, and the potentialeffects of groundwater.

To provide a cost-effective and timely service,as a next step our team undertook a Phase1 Environmental Assessment to clarify theenvironmental risk at the site in the contextof the proposed development. Our Phase 1Environmental Assessments feature a reviewof the historical development of the site, anda study of the environmental sensitivity of thesite, including the local geological, hydrologicaland hydrogeological setting.

Regulatory consultation with statutory bodiesis also included to consult on potential environmental liability. In addition, a full sitewalkover by one of our PIEMA-accreditedenvironmental consultants is included aspart of the assessment to identify any signsof contamination issues at the site, whichmay not be evident from a desktop review.

In this instance, the report we providedallowed the client to gain an informative andfast opinion on the overall value of the landand any potential liabilities or risks associ-ated with the acquisition and, of course, thesite’s suitability for future redevelopment.

The Phase 1 Environmental Assessment provides a robust qualitative risk assessmentgiving an executive summary that clearlyidentifies key issues and recommendationsfor any further work. This avoids any potentialfor additional costs (where applicable) at theoutset, to avoid surprises mid-project.

Risky business: The importance of conducting environmental risk assessments prior to acquisitionChris Loaring of Argyll Environmental discusses the valueof thorough, expert environmental risk assessment priorto site acquisition

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In light of the site’s industrial legacy andoperational history, including mining andlandfilling, it was recommended the progres-sion of an intrusive ground investigation(Phase 2 Environmental Report) to moreaccurately quantify the ground conditionsand ultimately protect the client’s investment.

The targeted Phase 2 Environmental Reportfeatured soil, groundwater and ground gastesting to quantify identified risks from historic mining and landfill operations acrossthe site. This was designed to provide maxi-mum information and insight for minimaloverall cost, so the client could make a fullyinformed decision.

This overall investigation empowered theclient to progress with the investment, fullyaware of the likely ground conditionsbeneath the Site and how these could impactboth their future redevelopment plans, andthe overall value of the site.

Chris LoaringManaging DirectorArgyll EnvironmentalTel: 0330 036 6115info@argyllenviro.comwww.argyllenvironmental.co.ukwww.twitter.com/ArgyllEnviro

The construction industry’sdigital transformationStuart Bell, sales and marketing director at construction softwarespecialist GroupBC, outlines the key reasons why digital adoption isabsolutely integral to the construction industry’s future, exploringthe benefits of these systems and their crucial role in drasticallyimproving business health and operation

130 | BIM

The construction industry is playing a hugelyinstrumental role in achieving the UK’s vision tostrengthen its economy, as outlined in the

Industrial Strategy. With the sector’s digital transfor-mation in full swing at the top of the constructionchain, adoption of technologies further down – withinsmall-medium size businesses (SMEs) – is somewhatlacking.

The industry’s ‘digitisation’ is multi-faceted; touchingevery aspect of how organisations design, manufac-ture, procure, build and operate built assets. BuildingInformation Modelling (BIM) is often synonymous withdigitisation, encapsulating an approach to deliveringand maintaining built assets.

With the government looking to mandate that thegolden thread of building information complies withBIM standards, it is becoming increasingly moreimportant for the industry to prepare itself for anyimportant changes that might occur.

According to a 2018 survey by construction researchspecialist Competitive Advantage, the constructionindustry is severely lagging behind other majorindustries in terms of digital adoption. Underinvest-ment in people, processes and technology throughoutthe industry is unfortunately inhibiting the industry’sability to modernise and increase productivity and output.

If the UK wants to achieve its aims to be at the forefront of the AI and data revolution, more focusmust be paid to ensure the digital transformationpasses through all levels of the industry.

Currently, the UK government has embraced the useof BIM and mandated its use to maturity Level 2 onall centrally procured projects. Although the majorityof large tier one companies delivering governmentprojects comply with this mandate, many SMEs arenon-compliant and are at risk of falling behind.

“According to a 2018 survey by constructionresearch specialist Competitive Advantage,the construction industry is severelylagging behind other major industries interms of digital adoption.”

The pros outweigh the cons To increase SME adoption of BIM, the benefits need to be clearly articulated, understood and thenrealised.

As a starting point, it is worth comparing manualinformation management approaches to digital systems. While the construction industry is, to a vagueextent, ‘digital’ – in the sense that data is shared viaemail and not paper – there is still a need for morestructured information procurement, preparation andexchange. On large projects, sharing information viaemail chains increases the risk of duplication anderror as files are stored in various areas not accessibleto all parties involved.

The construction industry is operating in a sensitiveclimate, particularly in lieu of the collapse of Carillionand the Grenfell tragedy. Both instances highlighteda need for the industry to maintain records. Toassure traceability of a project’s information, systemsneed to be established and robust, especially when a

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project involves multiple collaborating parties sharinginformation.

To slow the trend of claims and litigation, there needsto be clearer audit trails to ensure companies canproduce and access correct, reliable and trustedinformation at any given time. Considering companiesare liable for 7-12 years after project completion, it isimperative that archiving is considered as part of theproject information management strategy.

“If the UK wants to achieve its aims to be at the forefront of the AI and datarevolution, more focus must be paid toensure the digital transformation passesthrough all levels of the industry.”

Comprehensive, structured solutions such as aCommon Data Environment (CDE) guarantee infor-mation is stored all in one place, assuring traceabilityof information, accountability and collaboration.Information must also be codified so it is easily translatable from one party to the other.

Not only does CDE (configured to support BIM Level2) create a shared language for everyone to useacross a project, it adds an extra layer of control interms of how files are named, accessed and shared.

Standards, standards, standards Before the adoption of this technology, however, theindustry’s challenge is to recognise the merits ofstructuring data digitally. And this begins at the stan-dards, including ISO 19650, which outline the princi-ple foundations of BIM Level 2 adoption. At present,the industry hasn’t wanted to grasp the benefits ofthe standards, as companies see them as extraadministrative burdens to already time-consumingprocesses.

Let’s take the following scenario as an example. If acompany was running a £30m-£50m project, would

they manage data via email, Excel and Dropbox?With such an overwhelming amount of informationto manage, how can unstructured and unreliablesystems work efficiently? Won’t they simply causecomplications and error?

To combat this, digital, structured systems must beemployed across all tiers of the industry, regardlessof how much individual projects are worth. Well-structured information management systems improvebusiness operation, assure compliance and allowcompanies to win more work, making businessesmore robust. BIM technology and Level 2 compliancecan make this a reality, and the industry might dowell to recognise the benefits. By educating peopleto the right standards and enabling the use of digitalsystems, the administration becomes part of thecourse, and not the onus, of a project.

Information presented and managed in the correctstructures and formats streamlines a project’sprocess, establishing control, quality and visibility. Andthis healthier state will inevitably enable relationshipsbetween parties to remain untroubled. With qualitycontrol and assurance never more important than it isin 2019, the construction industry has to be proficientin the way data is structured, to ensure both happyclients and a thriving industry. ■

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Stuart BellSales and Marketing DirectorGroupBCTel: +44 (0)118 902 8543info@groupbc.comwww.groupbc.com

Shaping construction with dronedigital/reality capture technologyIan Tansey of ProDroneWorx discusses how digital/reality capture outputs fromdrone technology revolutionised the management of a construction project

132 | BIM

The construction industry is starting to realisethat digital or reality capture information is now becoming an essential part of conducting

business because of the many benefits drone technology brings.

Building firms are starting to embrace change, technology and new construction methods toincrease their margins and deliver a superior productand service to the end client. They are starting toembrace new digital technologies such as drones,BIM, data analytics and offsite manufacturing.

“The digital information produced bydrone technology changed the way wemanaged this project, saving us both timeand money.”

ProDroneWorx was engaged by warehouse developerBaytree and Readie Construction to produce regular,survey-grade accurate 2D/3D digital or reality captureoutputs for the entire length of the project usingdrone technology on one of their prime developments,a new 250,000-plus sq ft logistics building in Dunstable, close to the Junction 11 A of the M1.

The digital/reality capture outputs (3D pointcloud/textured model, digital surface model (DSM),2D orthomosaic, Google KMZ) created using dronetechnology and photogrammetry enabled both thedeveloper and the contractor improve the digitalmanagement of this large, 15-acre asset, provideddeeper data insights, better collaboration on theproject, improved data deliverables to clients whilereducing costs and risks.

A digital twin of this project was regularly created tokeep pace with changes onsite and used as follows:

Helped surveyors, designers, project managers•and senior management understand progress related to the design models.

Managed earthworks with cut and fill volumetric•measurements.

Enabled progress monitoring of the project at all•stages of the build and against the design modelsand progress month to month.

Quality assurance checks of the steel frame •construction and integration of the high-resolutionimagery into BIM.

Evidence regarding the amount of work carried out.•

Outputs were used within Virtual Reality (VR) and•combined with BIM.

2D/3D reality capture outputs were integrated •into existing workflow processes as the data wasproduced in various CAD, BIM and GIS formats, egdwg, dxf, xyz, las, laz, obj and e57.

Survey-grade, accurate 3D point clouds were createdon this large, 15-acre project of all areas, objects and structures using photogrammetry within twodays of flying. The point cloud produced from adrone contained over 100m points across the entiresite with accuracies of less than 5cm and these wereverified using check points.

The models were imported into BIM or CAD softwareso that comparisons could be made against thedesign models and between time periods to trackprogress and ensuring the build was on schedule.The data was also used to closely manage earthworks

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onsite, cut and fill volumetric calculations were carried out from the point cloud data.

The single high-resolution orthomosaics that wereproduced were orthorectified so measurementscould be taken from them. They were also tied intothe OS grid using ground control points for globalaccuracy.

“Survey-grade, accurate 3D point cloudswere created on this large, 15-acre projectof all areas, objects and structures usingphotogrammetry within two days offlying.”

CAD models were overlaid on the orthomosaics inthe project design phase to understand and plan theorientation of buildings, road, footpaths and services.It gave the user unique insights into the site and itssurrounding area while also allowing the onsite andoffsite teams to check project progress againstdesign drawings.

Readie Construction said: “The digital informationproduced by drone technology changed the way wemanaged this project, saving us both time andmoney. In just two days of the drone flight, the 2Dand 3D digital outputs were ready for analysis, which

[due to the size of the project] would not always bepossible using traditional methods. We were thenable to use the data in our regular team meetingswith contactors and to provide our client withprogress on the project. Drone technology is thefuture of construction!”

Baytree said: “As a pan-European warehouse development business, we are committed to pushingforward with an emerging technology platform toprovide discernible benefits for our investors andbuilding users. We are convinced that consistentdeployment of innovative digital solutions will opennew opportunities for Baytree and our design, construction and asset management partners”. ■

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Ian TanseyManaging DirectorProDroneWorxTel: +44 (0)7805 864642 ian@prodroneworx.co.ukwww.prodroneworx.co.uk

Arup serves projects all around Australiaand New Zealand, Singapore, Indonesiaand Malaysia. In an effort to guarantee

quality deliverables to their clients, issueswere found in the quality and accuracy of as-built drawings and the consistency of manualdocument annotations for design review. Thelack of standard annotations within manualreview processes kept stakeholders occupiedwith document management as opposed tofocusing on design and execution.

Review timeframes were also bloated, due tothe reliance on email and postal services forthe heavy project collaboration. To addressthese issues, the firm implemented Bluebeam Revu, the project efficiency andcollaboration solution trusted by more than1.3m AEC professionals worldwide to improveproject communication and streamline processes.

Going from manual to digitalGiven the firm’s commitment to leveragingtechnology for project delivery, Arup beganto explore ways in which manual processescould be digitalised for efficiency, quality, risk mitigation and standardisation acrossmultiple offices and projects.

One key pain point Revu addressed was the issue with older or low-quality as-builtdrawings and scans.

“We actually had points where we couldn’tsubmit deliverables to the client because thenative resolution and outputs were limitedby traditional PDF products. Revu helped

solve these issues by actually giving us theinteroperability and the functions that weneeded to be able to edit them on the fly andmodify them to actually suit the clientrequirement,” explains Ben Taylor, SeniorTechnician at Arup.

This new approach has helped Arup focus onactivity-based working, meaning that projectpartners are spending less time decipheringas-built drawings and scans and more timefocusing on their respective aspects of project delivery.

Collaborating in real time andmitigating risk“I think Bluebeam covers a whole lot ofaspects, and risk mitigation is a very impor-tant one,” elaborates Regional CAD LeadRussell Bunn.

Revu for reviews: Arup goes digital for project deliveryBluebeam’s Revu has helped Arup improve collaborationand move towards a paperless future

134 PROFILE

“It does improve the communication of theteam, because efficiencies are gained whenpeople are coming to implement the anno-tations, and we can also be confident thatevery single drawing has the same annotationin the same place and says the same thing.”

In addition, Bluebeam Studio Sessionsoffered a way to create simultaneous, real-time collaboration, across separate locations.

“We didn’t have an effective method of beingable to communicate real time and submitannotations, it was just email trails,” lamentsBen Taylor.

“[Bluebeam] Studio solves all of thoseissues. Someone’s annotating drawings inLondon and they come through live in theSydney office as we’re doing work and while

people are talking on the phone, and it elim-inates confusion or errors in communicationvia email.”

Live comments also create a single source oftruth, allowing project partners to quicklyassess review progress, and to make surethat the partners are working on only themost current documents.

Standardising deliverables andlooking towards the futureThe benefits of digitising the processeswithin Arup’s standards and manuals havebecome apparent not only in project deliverybut also in paper savings and employee

engagement. Arup’s culture of innovationfosters an organic approach to technology,keeping the company ahead of the curve inboth project opportunities and employeeprocurement.

“Revu really helped us move towards apaperless office,” explains Russell.

With a paperless future ahead and bettercollaboration taking place, Arup continues tobuild upon the firm’s legacy as an industryleader.

“Going digital is so important for Arupbecause it’s the future,” concludes Taylor.

Bluebeam, Inc www.bluebeam.co.uk

PROFILE

Benefits:The industry-specific tools within Blue-•beam Revu allowed Arup to cut designreview times by as much as 60% whilemaintaining quality.

Revu has allowed Arup to minimise risk by•using previously unusable as-built draw-ings and converting them into scalable,accurate and efficiently annotated digitalPDFs suitable for client deliverables.

The power of digital PDFs within Revu have•allowed Arup Australia to move towardsbeing a paperless office, showing a signif-icant savings in paper-based costs andtools.

Bluebeam Studio has allowed the globally•savvy firm to involve technical experts fromoffices around the world to collaborate onprojects, providing value to clients.

The mobile capabilities of Bluebeam Revu•and Studio keep employees engaged inactivity-based working, as opposed tospending time in administrative or docu-ment search capacities.

Learn more about Bluebeam Revu atwww.bluebeam.co.uk

135

A new protocol for reusingstructural steelThe Steel Construction Institute has developed a draft protocolproposing a system of investigation and testing to support themainstream reuse of structural steel

136 | BIM

Reusing reclaimed structural steel, as opposedto the common practice of recycling by re-melting scrap, offers significant environmental

benefits and potential cost savings.

Steel has excellent credentials for the circular economy, both as a material that is strong, durable,versatile and recyclable, and as a structural framingsystem that is lightweight, flexible, adaptable andreusable.

And, with growing pressure to think more about theimpact of construction materials, as well as nationaland international projects that have successfullyreused structural steel, the Steel Construction Instituteis in the process of developing a protocol to helpfacilitate the reuse of structural steel sectionsreclaimed from existing building structures.

The draft protocol proposes a new system of investi-gation and testing to establish material characteristics,with advice for designers completing member verifica-tions. The protocol places responsibilities on theholder of salvaged steelwork, including identification,assessment, control procedures and declarations ofconformity.

It is founded on the principle that given appropriatedetermination of material characteristics and toler-ances, refabricated salvaged steelwork may be fabri-cated and CE marked in accordance with BS EN 1090.

Drivers for reuse of structural steelwork Structural steel sections are inert, robust and dimensionally stable elements that are generally

bolted together to form structural assemblies whichare inherently demountable.

As such, they are seen as an obvious candidate forreclamation and reuse, as opposed to re-melting.Reusing structural steel yields significant environmen-tal savings compared to recycling at a time when thereis growing pressure on the construction industry to bemore resource-efficient, reduce waste and to lowerembodied carbon impacts.

More recently, there has been a push towards theconcept of the circular economy, particularly at theEU level, with a roadmap developed to support a shifttowards a resource-efficient, low carbon Europeaneconomy.

Increased structural steel reuse will support both ofthese aims and stimulate new business opportunitiesin the UK in particular by substituting steel imports.

Although new steel and scrap steel prices are volatile,analysis reveals that the long-term price differentialbetween the cost of UK structural steel and scrapsections is over £300 per tonne. This represents thepotential profit opportunity through structural steelreuse. Although additional costs (relative to recycling)may be incurred through deconstruction, testing,storage, refabrication etc, structural steel reuse canyield cost savings.

Salvage, stock and reuse The process of reclaiming steelwork to reuse inanother structure can be broken down into severalstages:

1. A building is offered for salvage of the steelworkfor reuse.

2. A business case is established between the holderof the stock and the company responsible for demolition.

3. Details of the anticipated salvaged steel arerecorded, such as the age of the structure, a preliminary listing of the steel components and apreliminary inspection of the members for damage,obvious repairs and significant corrosion.

4. Salvaged steelwork is received by the stockholder,grouped and listed. A single batch of structuralmembers is identified as being taken from the sameoriginal structure, having the same serial size andstructural function, having the same material grade,as established by the non-destructive testing ofevery member. The grouping has an importantimpact on the extent of testing required.

5. Members are inspected and tested. The testingregime involves a combination of non-destructiveand optional destructive testing, with the opportunityto make conservative assumptions about certainmaterial characteristics. The seller of the stock isresponsible for declaring the necessary characteristicsas the material is sold.

6. Material is sold, with an accompanying declarationof the material characteristics by the holder of thesalvaged stock.

7. Structural design and member verification is completed with certain modifications.

Barriers to reuse The reuse of steel is not a new concept; indeed, itwas more common a few decades ago before suffering from a decline, partly because of newdevelopment programme constraints and tougherhealth and safety requirements for demolition, particularly working at height.

While reusing steel is technically viable, there aremany barriers – real and perceived – to adoption.

Based on SCI's consultations with the supply chain,the main barriers to reuse are:

1. Availability of reclaimed sections, particularly ofthe desired size, volume and in the right location.

2. Issues relating to the quality, traceability and certification of reclaimed sections.

3. Additional cost associated with using reclaimedsections.

| 137BIM

138 | BIM

4. A lack of supply chain integration; particularly com-munication and sharing information through the supplychain and trust (and risk sharing) between companies.

5. Additional time required within construction programmes to allow for using reclaimed steel; ingeneral, additional time incurs addition cost.

6. Reclaiming and reusing structural steel is a relativelyuncommon practice and many organisations simplydo not have the skills or experience to do it.

7. The perception that reclaimed steel is somehowinferior to new steel sections.

BIM can overcome several of these barriers by pro-viding certainty about material properties, traceabil-ity and provenance, offering a more cost-effectivemeans of enabling future reuse.

Design for deconstruction Design for deconstruction is key to the circular economy yet at present, buildings are generallydemolished with little thought about preserving theintegrity and value of its components for reuse.

At its most basic, there are two considerations:

1. The types of materials and components used; someproducts, like structural steel, are inherently morereusable than other structural materials and systems.

2. The way the materials and components are puttogether and deconstructed.

The key principles for design for deconstruction are:

1. Simplicity: Design building systems and interfacesthat are simple to understand, with a limited numberof different material types and component sizes.

2. Standardisation and regularity: Design building systems and materials that are similar throughout thebuilding and laid out in regular, repeating patterns.Where possible, standardise elements.

3. Simplify and separate building systems: Use a layering approach to keep elements of the buildings(with different anticipated lifetimes) separate.

4. Minimise the number of different types of materialsand components; fewer larger elements which aremore durable and easier and quicker to remove aremore likely to be reused

5. Use lightweight materials and components.

6. Use reusable materials: Chose materials that areinherently durable and reusable and retain theirvalue through reuse.

7. Identify points of disassembly/connections andensure they remain accessible.

8. Simplify and standardise connection details: Thisallows for efficient construction and deconstructionand facilitates reuse without modification afterdeconstruction.

9. Use mechanical fasteners in preference to chemicals such as sealants and adhesives.

10. Record as-built conditions, ie what was built notjust what was designed.

11. Provide a deconstruction plan outlining generalconcepts where the load path for the self-weight ofstructure and deconstruction loads follow conven-tional paths. Provide specific, detailed plans whereload paths are not conventional. All load transfer systems should be identified.

12. Record adaptations to the building over its life.

13. Ensure information is securely stored andremains accessible.

The SCI intends to consult on its draft protocol overthe summer and then formally launch it at an eventat the Build Centre in London on 8 October. ■

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . PBC TodayTel: 0843 504 4560info@pbctoday.co.ukwww.pbctoday.co.uk

Unibail-Rodamco-Westfield

WWW.SOLIBRI.COM

Unibail-Rodamco-Westfield’s investment in BIM and technology goes far beyond keeping abreast with our competitors.

We’ve seen real value and returns in its application which plays a vital role in facing the challenges involved in the

design and construction of complex projects. The resulting information models allow us to harness the power of data

giving greater control over our built assets as well as enabling collaboration within our diverse range of business units.

Keith Whitmore, Head of Design & Construction UK/Italy and Co-Director of Construction Management Europe

‘‘

‘‘

SOLIBRI CASE STUDY | UNIBAIL-RODAMCO-WESTFIELD

Model Checking & Clash DetectionUnibail-Rodamco-Westfield has three main ways in which they use the rules-based checking inside Solibri Model

Checker; space and dimension checks, model revisions comparison, and data validation.

– Space & Dimension Checks

Running space and dimension checks in Solibri Model Checker is a quick and easy way for the team to ensure

that it is adhering to project standards and regulations, while coordinating various disciplines’ models. For

Unibail-Rodamco-Westfield, who are continuously developing multi-purpose facilities, this is an important

aspect of model checking undertake on projects.

– Model Revisions Comparison

At each design gateway, the team at Unibail-Rodamco-Westfield issue a revision comparison report to Design

Managers, as well as internally checking and verifying these results and displaying during the design review

meetings.

– Data Validation

A key topic when discussing model checking and configuration of rulesets for checking data is ‘consistency’ –

and this is something Unibail-Rodamco-Westfield are grasping and nailing when it comes to the checks it runs

internally. During our interview with Lucas and Lewis, it became apparent that there was a clear message being

passed through Unibail-Rodamco-Westfield’s projects, a message that ensures consistency and discipline at

every stage to allow for a data-rich and accurate federated model.

The team has developed rulesets for checking naming and tagging within its models, with live feeds and

referencing to a database of codes/tags in the pipeline, which allows for further checking and verification of

the data.

JCT Case Study:

A JCT Design and Build Contract provides the solution for two new office blocks and a statement community building.Available from www.jctltd.co.uk

TAFF VALE REDEVELOPMENT, PONTYPRIDD – Due to be completed in Spring 2020, the Taff Vale redevelopment scheme is the start of a major new regeneration project for Pontypridd.In recent years the decline of development in Pontypridd, South Wales has in part been the result of a neighbouring city’s own success; the regeneration projects in nearby Cardiff have resulted in business and employment opportunities moving away from the local area. Rhondda Cynon Taff County Borough Council has commissioned Willmott Dixon to develop an ambitious project to kickstart Pontypridd’s resurgence, providing much needed space for employment and for the community.

The new development comprises three buildings – two office blocks and a flagship community building, containing community facilities, a library, council offices, leisure and fitness centre, retail unit, and café. All three buildings share the same reinforced concrete basement and podium design. The two office buildings are similarly designed 5-storey, steel-framed blocks. The office-led scheme will lead to the creation of more jobs and increase footfall to Pontypridd town centre, with the knock-on effect of making the town more attractive for potential retailers.

The main community building is an architectural feature and is correspondingly more complex. It is constructed using steel, in-situ cast reinforced concrete, brick, glass, prefab timber cladding units, and individually sized and shaped zinc cladding panels. The roof structure is particularly visually striking. Its semi-monocoque design curves in two directions via a steel frame which connects to the reinforced concrete core. The frame supports prefabricated timber cassettes that are bolted back to the steel. Thin timber planks are used to form the curves of the façade and individual zinc shingle panels (6,345 in total) are fixed using a clamp to form the outer face.

Overcoming challenges

Creating a project with unique design features comes with its own set of challenges and, on this project, it started with the foundations. For the piling, supporting a 375mm thick slab at podium level, with concrete columns on a 6.5-7.5m grid, required 680 CFA piles at 650mm in diameter, stretching 25m deep. A 130-tonne rig was used to install the piles, requiring night-time road closures and monitoring of the main bridge into town.

Unsurprisingly the construction of the façade is one of the project’s most difficult elements. Due to its curvature, the façade splays out in places, creating a 2m overhang from the base of the building. The design means there are areas where the windows are almost tilting back on themselves. The importance of getting drainage right has been a particular consideration. Glazed curtain walling completes the exterior of the main community building at ground-floor level. This is also installed at a splayed angle that falls back on itself. Only robust engineered timber beams around the base of the zinc cladding and the top of the curtain wall prevent any damage.

An additional challenge was the brickwork. Despite the futuristic look and innovative design, it was decided to use traditional brickwork rather than pre-cast concrete. However, to add individuality to the design, a Danish standard brick was chosen, which, at 228 x 108 x 54mm, is longer, wider, and shallower than the UK standard. The project team had to purchase the bricks in advance to guard against any potential disruption caused by Brexit. The size of the brick resulted in different setting-out; half-bricks in unexpected locations and tighter tolerances.

TAFF VALE REDEVELOPMENT, PONTYPRIDD

Client: Rhondda Cynon Taff County Borough CouncilContractor: Willmott DixonArchitect: DarntonB3 ArchitecturePiling Contractor: DWestpileTimber specialist: Constructional TimberCost: £40mContract: JCT Design and Build ContractStart Date: March 2018

Completion: Spring 2020

READ MORE > corporate.jctltd.co.uk/taff-vale-redevelopment-pontypridd/

Don’t miss out on the last few places for our JCT Design and Build Contract 2016 training course. Book your place today > jctltd.co.uk/jct-training//available-courses

Sustainable and a community benefit

Sustainable construction, including the use of materials and construction methods have been designed in to the project as an important part of achieving a BREEAM rating of Excellent. The elements include photovoltaic panels on the roof of the two office buildings, rainwater harvesting tanks in the plant rooms and the use of a number of prefabricated, modular elements, for example the timber cassettes forming the community building façade. The project team has also made use of BIM in order to track and measure its progress towards achieving its BREEAM target.

As well as the sustainable construction elements, the project team has placed an emphasis on the wider community benefit of the construction phase, including the delivery of training and job opportunities. The programme includes partnering with the University of South Wales to offer work experience and training for students, and appointing a community liaison officer to provide mentoring and experience for the unemployed and those not in training or education.

The JCT Design and Build Contract facilitates collaboration between the client and main contractor and is especially useful where there are a number of complex design elements, where the contractor is to carry out the design of the works. With a dependable, flexible contract to facilitate smooth operation of the works, The Taff Vale Redevelopment is able to focus on its main goal – delivering real benefit to the town of Pontypridd.

Setting the standard for construction contracts

JCT Case Study:

A JCT Design and Build Contract provides the solution for two new office blocks and a statement community building.Available from www.jctltd.co.uk

TAFF VALE REDEVELOPMENT, PONTYPRIDD – Due to be completed in Spring 2020, the Taff Vale redevelopment scheme is the start of a major new regeneration project for Pontypridd.In recent years the decline of development in Pontypridd, South Wales has in part been the result of a neighbouring city’s own success; the regeneration projects in nearby Cardiff have resulted in business and employment opportunities moving away from the local area. Rhondda Cynon Taff County Borough Council has commissioned Willmott Dixon to develop an ambitious project to kickstart Pontypridd’s resurgence, providing much needed space for employment and for the community.

The new development comprises three buildings – two office blocks and a flagship community building, containing community facilities, a library, council offices, leisure and fitness centre, retail unit, and café. All three buildings share the same reinforced concrete basement and podium design. The two office buildings are similarly designed 5-storey, steel-framed blocks. The office-led scheme will lead to the creation of more jobs and increase footfall to Pontypridd town centre, with the knock-on effect of making the town more attractive for potential retailers.

The main community building is an architectural feature and is correspondingly more complex. It is constructed using steel, in-situ cast reinforced concrete, brick, glass, prefab timber cladding units, and individually sized and shaped zinc cladding panels. The roof structure is particularly visually striking. Its semi-monocoque design curves in two directions via a steel frame which connects to the reinforced concrete core. The frame supports prefabricated timber cassettes that are bolted back to the steel. Thin timber planks are used to form the curves of the façade and individual zinc shingle panels (6,345 in total) are fixed using a clamp to form the outer face.

Overcoming challenges

Creating a project with unique design features comes with its own set of challenges and, on this project, it started with the foundations. For the piling, supporting a 375mm thick slab at podium level, with concrete columns on a 6.5-7.5m grid, required 680 CFA piles at 650mm in diameter, stretching 25m deep. A 130-tonne rig was used to install the piles, requiring night-time road closures and monitoring of the main bridge into town.

Unsurprisingly the construction of the façade is one of the project’s most difficult elements. Due to its curvature, the façade splays out in places, creating a 2m overhang from the base of the building. The design means there are areas where the windows are almost tilting back on themselves. The importance of getting drainage right has been a particular consideration. Glazed curtain walling completes the exterior of the main community building at ground-floor level. This is also installed at a splayed angle that falls back on itself. Only robust engineered timber beams around the base of the zinc cladding and the top of the curtain wall prevent any damage.

An additional challenge was the brickwork. Despite the futuristic look and innovative design, it was decided to use traditional brickwork rather than pre-cast concrete. However, to add individuality to the design, a Danish standard brick was chosen, which, at 228 x 108 x 54mm, is longer, wider, and shallower than the UK standard. The project team had to purchase the bricks in advance to guard against any potential disruption caused by Brexit. The size of the brick resulted in different setting-out; half-bricks in unexpected locations and tighter tolerances.

TAFF VALE REDEVELOPMENT, PONTYPRIDD

Client: Rhondda Cynon Taff County Borough CouncilContractor: Willmott DixonArchitect: DarntonB3 ArchitecturePiling Contractor: DWestpileTimber specialist: Constructional TimberCost: £40mContract: JCT Design and Build ContractStart Date: March 2018

Completion: Spring 2020

READ MORE > corporate.jctltd.co.uk/taff-vale-redevelopment-pontypridd/

Don’t miss out on the last few places for our JCT Design and Build Contract 2016 training course. Book your place today > jctltd.co.uk/jct-training//available-courses

Sustainable and a community benefit

Sustainable construction, including the use of materials and construction methods have been designed in to the project as an important part of achieving a BREEAM rating of Excellent. The elements include photovoltaic panels on the roof of the two office buildings, rainwater harvesting tanks in the plant rooms and the use of a number of prefabricated, modular elements, for example the timber cassettes forming the community building façade. The project team has also made use of BIM in order to track and measure its progress towards achieving its BREEAM target.

As well as the sustainable construction elements, the project team has placed an emphasis on the wider community benefit of the construction phase, including the delivery of training and job opportunities. The programme includes partnering with the University of South Wales to offer work experience and training for students, and appointing a community liaison officer to provide mentoring and experience for the unemployed and those not in training or education.

The JCT Design and Build Contract facilitates collaboration between the client and main contractor and is especially useful where there are a number of complex design elements, where the contractor is to carry out the design of the works. With a dependable, flexible contract to facilitate smooth operation of the works, The Taff Vale Redevelopment is able to focus on its main goal – delivering real benefit to the town of Pontypridd.

Setting the standard for construction contracts

Digital technology is having an increasing impact on the way the builtenvironment is delivered. Melanie Dawson, director of digital constructionat GRAHAM, explains how the business is implementing cutting-edgetechnology to realise best-in-class projects that deliver lasting impact

Digital innovations in construction are increas-ingly essential to delivering high quality projects. From improving efficiency on site to

engaging stakeholders and ensuring an industry-lead-ing asset, digital technology has a crucial role to play.

This is demonstrated by the work being undertakenby GRAHAM to deliver the first package of works forthe Liverpool City Centre Connectivity scheme andthe Strand Street build-to-rent scheme on Liverpool’siconic waterfront.

Liverpool City Centre ConnectivityScheme (LCCC) Liverpool City Council’s LCCC scheme is a multi-million-pound programme to radically transform Liverpool’s

city centre, making it easier to navigate for pedestrians,cyclists and motorists.

The plan for the first stage of the project will see there-engineering of major routes through the city’scommercial, retail and knowledge districts. This willinclude the creation of a new city centre bus hub andre-routed bus services, reducing carbon emissions inthe city by 2,000 tonnes. In addition to this, work willbe undertaken to improve connectivity between theretail district, the city’s universities and the newPaddington Village development.

A “digital first” approach has been implemented fromthe outset of LCCC phase one. Prior to groundworkcommencing, a 360-degree camera was employed to

Harnessing the power of digital constructionto shape the future of the built environment

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| 143BIM

capture images of key project areas including VictoriaStreet and Brownlow Hill. This allowed high-qualityimagery of the area to be captured extremely efficientlyand also created an accurate photo record of theoriginal infrastructure. Through capturing image datain this way, seamless access to the images could begranted through a platform similar to Google StreetView. This made it simple and easy to view originalimage records throughout various stages of the project, for various key stakeholders.

In addition to 360-degree image capture, a dronewas used to capture data on the existing infrastructurethrough photogrammetry, which was then used tocreate a point cloud. This, in turn, provided the basisfor the creation of a 3D model in BIM 360 Field.Working with BIM 360 Field allowed the project teamto benefit from on-site data management capabilities,which helped streamline workflows and drive efficiencies. This included allowing those on site toupdate checklists for quality assurance and qualitycontrol remotely and in real time. Those working onthe project were also able to create site diaries.Here, site activity and work logs could be remotelyupdated in real time, ensuring an accurate andtimely picture of project progress at all times.

Strand Street, Liverpool In addition to civil engineering, digital technology can bring tangible benefits to building projects too.GRAHAM’s ongoing work to deliver an ambitious residential build-to-rent scheme for Panacea on Liverpool’s iconic waterfront is a good example of this.

Strand Street is a 383-unit build-to-rent developmentfeaturing 163 one-bed apartments, 187 two-bedapartments and 45 three-bed apartments. The 16-storey building will also include a private gym androof terrace, alongside 1,000 sq ft of commercialoffice space on the ground floor.

The use of digital technology throughout the projectto date has been instrumental in its smooth delivery.As with the Liverpool City Centre Connectivityscheme, BIM 360 Field has been used on the projectto increase efficiency and ensure project updates aredelivered in real time – improving transparency inrelation to project progress. Laser scanning will alsobe used to scan each apartment and create pointcloud models containing extremely accurate data onmeasurements which can be verified and validated.

In addition to the operational benefits of embracinga digital approach to construction, Strand Streetdemonstrates how digital technology can improvestakeholder engagement.

GRAHAM is currently in the process of creating virtual reality (VR) models of the project. These VRmodels can revolutionise client engagement, providingunprecedented levels of information on the final outcome while the project is still ongoing. From adesign perspective too, the use of VR can help informimportant changes to interior design to ensure thatthe highest-quality asset is created for the end user.

The project also stands as testament to how widerpublic engagement can be significantly improved bytechnology. On Strand Street, QR codes have beenplaced on the site hoardings. This allows members ofthe public to quickly scan the codes with a QR codereader app on their phone to see what the luxurydevelopment will look like on completion. This canhelp generate goodwill towards the project – and isalso a useful marketing tool, helping to build antici-pation for the completion of the project and givingpotential tenants an exclusive ‘first look’.

Overall, Strand Street and Liverpool City Centre Connectivity Scheme demonstrate how digital construction is shaping the future of the industry.The possibilities digital construction creates hasimportant implications for everyone involved in thebuilt environment. As the industry strives to increasesustainability, productivity and ultimately the qualityof our built environment – embracing a digitalapproach is essential. ■

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Melanie DawsonDirector of Digital ConstructionGRAHAM Constructioninfo@graham.co.ukwww.graham.co.uk

IoT and pollution: A breath of fresh airThe effects of air pollution are an increasing concern for citites around theworld. Nick Sacke of Comms365 looks at how the Internet of Things can supporta better understanding of the factors behind it in order to more effectivelyaddress the harm it can cause

144 | BIM

In light of the recent debate surrounding climatechange, the topic of air pollution is increasinglybecoming a major concern for many cities around

the world. And with research from the World HealthOrganisation revealing that 91% of the world’s population live in places where air quality exceedsWHO guidelines, cleaning up these pollutants isbecoming even more challenging.

Although Europe saw a decrease in emissions of airpollutants by more than 2.5% in 2018, concentrationstill remains high. It is therefore necessary to measureair quality and keep it under control; something theInternet of Things (IoT) is already helping with.

With a disproportionate level of pollution permeatingcities in relation to inhabitant numbers, smart cities,which are built on the mantra of sustainability, areactively fighting the battle against air pollution. Makingmoves towards a smarter infrastructure or simplesolutions such as traffic monitoring to help tackle theissue, many cities are implementing green legislationand creating greener spaces. For example, Paris isexpanding its car-free zones and Tokyo is investingfurther into renewable power, becoming progressivelymore sustainable and resilient – and tangible benefitsare already being realised.

Although highly polluted cities such as Delhi and Beijing are utilising smart sensors in order to alertresidents when air pollution levels are high, this isnot a long-term solution to combat the source of theproblem. Internet of Things opens up better pollutiondata than ever before, which can be used to advanceactionable results. For example, in the city of Uppsala,Sweden, the GreenIoT project is creating an integrated

solution for an environmental sensing system byimplementing real-time air pollution monitoringthrough wireless sensors on public transportationvehicles. Through this sensor data, which is madeavailable for governmental agencies, they are able tocontrol traffic and, as a result, make informed cityplanning decisions, such as rerouting traffic awayfrom highly polluted areas.

“Reducing pollution is paramount to the future of smart cities, and it doesn’trequire a plethora of technology.”

Another way that city centre traffic can be reduced isthrough smart parking. IoT-enabled parking, which isable to identify empty car spaces, is able to not onlydecrease the amount of CO2 emissions, but also savedrivers time and money through increased trafficflow, promoting more sustainable urban mobility.

Recent research from the British Lung Associationrevealed that 248 hospitals and 2,220 GP practicesare located in areas where air pollution is significantlyabove the World Health Organisation’s limit for fineparticulate matter (PM2.5). With hospitals in pollutedareas proven to contribute to worse outcomes forvulnerable patients, who are more susceptible to theharmful effects, citizens are left exposed, increasingconcern for public health.

Britain has already pledged legislation to addresspollution in London hospitals with monitors to meas-ure toxic air levels planning to be implemented thisyear. However, the government still has a long way togo, especially when it comes to building a frameworkfor post-Brexit environmental law.

| 145BIM

Reducing pollution is paramount to the future ofsmart cities, and it doesn’t require a plethora of tech-nology. The European Environmental Agency (EEA)reported that battery-powered electric vehicles havea net positive impact on air pollution in comparisonto its petrol or diesel equivalent, and many cities arealready leading an example by pushing to increasethe usage of electric mobility. This, when combinedwith government partnered, IoT-driven air qualitysolutions, becomes an increasingly valuable solutionto undertake pollution.

“Although highly polluted cities such asDelhi and Beijing are utilising smartsensors in order to alert residents whenair pollution levels are high, this is not along-term solution to combat the source ofthe problem. IoT opens up better pollutiondata than ever before, which can be usedto advance actionable results.”

Through established sensors, councils have the ability to help reduce pollution through changingtransport routes and urban planning. Advances intechnology have also led to the availability of the Low Power Wide Area Network (LPWAN) sensors as alow-cost alternative to fixed monitoring systems,which makes them an increasingly attractive option. 

Many cities have already taken the first step towardsintegrating Internet of Things solutions into theirecosystem and, as a result, are realising the long-termbenefits. With the help of technology vendors, inalliance with the government and conviction fromthe wider population, these projects will be able tofight the problem of air pollution in the UK. Ultimately,it is an understanding of the sources of pollution,causes and fluctuations that will enable cities to control air pollution and effectively curb climatechange; findings that IoT can enable. ■

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Nick SackeHead of IoT & ProductsComms365Tel: +44 (0)1234 865880www.comms365.com

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148 | BIM

Handheld scanning takes survey ofheritage building to the next level Handheld scanners have allowed a site team to deliver as-builtrepresentations of an art deco skyscraper in Belo Horizonte, Brazil,four times faster than traditional methods

Almost every complex building or renovationproject is subject to strict time constraints. A major upgrade to a 130-metre art deco

skyscraper in Brazil was no exception.

Located in Belo Horizonte, the country’s sixth-largestcity and the capital of the south-eastern MinasGerais state, the Acaiaca Building dates back to 1943– and was built with an air raid shelter.

“We were able to gather much moreinformation than first anticipated, such asthe registration of beams, roof trusses andother structures, as well as a detailedsurvey of exposed electrical installationsand engine rooms in areas that wouldhave been very difficult – not to mentiontime-consuming – to access.”

The art deco-inspired design by architect Luiz PintoCoelho features two huge carvings in honour of thetribe from which the building takes its name, basedon legends of the tribe’s great strength and power.

Over the years, the Acaiaca Building has been usedas a nightclub, cinema and shops but today housesoffices and a church.

Belo Horizonte-based Paragram Architecture & Con-sulting combines architecture, IT and project manage-

ment with BIM processes. Ahead of a retrofit of thebuilding’s electrical installations and fire preventionplan, the firm was commissioned to produce as-builtarchitectural 3D drawings of the 32-floor structure.

Working alongside contractor Criar Projetos E Consultoria, Paragram opted to use GeoSLAM’s ZEB-REVO, a lightweight mobile mapping device thatcan be operated simply by walking around.

First steps Paragram initially planned to measure the 8,357 sqm building using manual survey methods – a taskthat would have taken a team of three employeesmore than 40 hours to complete.

Despite the scale of the project, the survey team was ready to use laser tape and paper to documentthe as-built structure but switched the handheldscanning method. Powered by SLAM (SimultaneousLocalisation and Mapping) technology, it can rapidlygenerate images to within a few centimetres of accuracy, even indoors where there is no GPS.

This approach could significantly reduce the projected 40 hours to less than 20 minutes to surveyeach floor, or around 10 hours in total.

Off the ground When the project got underway, the scanner wasprogrammed to achieve the maximum consecutivelevels in under 20 minutes, with minimal overlapbetween each shot.

The team used the hallway of the stairs and elevatorfor the starting point of each scan, which provided aclear reference to align the point clouds.

Location: Belo Horizonte, Brazil.Project team: Paragram Architecture &Consulting, Criar Projetos E Consultoria.Completion: 2019

| 149BIM

It took two operatives just 10 hours to complete ascan of the building’s interior, with one handheldscanning and the other taking a photographic record.

Outcome As well as delivering on speed, the project team wasimpressed by the accuracy and ease-of-use of theZEB-REVO.

“Paragram initially planned to measurethe 8,357 sq m building using manualsurvey methods – a task that would havetaken a team of three employees morethan 40 hours to complete.”

Jose Vargas, BIM technology consultant at ParagramArchitecture & Consulting, said: “We were able togather much more information than first anticipated,such as the registration of beams, roof trusses andother structures, as well as a detailed survey ofexposed electrical installations and engine rooms inareas that would have been very difficult – not tomention time-consuming – to access.

“What really stood out was the quality of informationcaptured, which was easily incorporated into a BIMrepresentation using Revit software.

“The device was really easy to handle and it wasremarkable how much detail we were able to capture in the point clouds. It enabled us to achievea level of accuracy that would have been impossibleusing manual surveying techniques.”

Futureproofing the Acaiaca BuildingThe distinctive style of the Acaiaca Building, famousfor its carved figures on the side, has made it amuch-loved part of Belo Horizonte’s skyline.

All heritage buildings need to undergo modernisationwork during their lifecycle to preserve them for gen-erations to come and for the Acaiaca Building, this is

an example of how an asset can evolve to meet thedemands of current and future users when ownersare prepared to make the necessary investments. ■

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . GeoSLAMTel: +44 (0)1949 831 814www.geoslam.com

150 | BIM

BIM takes off at Copenhagen AirportCopenhagen Airport created BIM process standards for existing building projects,beating its savings target and opening the door for other organisations to benefit.Bentley’s Chintana Herrin takes a look

Copenhagen Airport wanted to implementBuilding Information Modelling (BIM)processes on its upcoming projects to prove

that utilising BIM methodologies would be a beneficialinvestment. Most of the airport’s projects are theoperation, maintenance and refurbishment of existingbuildings, but the airport still wanted to see the benefits of BIM workflows.

The DKK 10m (£1.1m) initiative included producinginformation-rich 3D models of the facilities based ona combination of 2D drawings, surveys and fieldinspections. The project also called for creating BIMprocess standards, including specification of a levelof detail (LOD) for new building projects.

Implementing a BIM process The project team wanted to prove that using BIMprocesses throughout the project would benefit thebuilding owner by saving costs. According to a 2012report from the Danish Technical University, buildingowners who implemented a BIM process achieved acost savings of approximately 12%. To prove thatthey could also achieve savings, team members set agoal to save at least 4% of the entire project’sbudget, as their BIM processes would not be asmature as others in the study.

The main challenge for the Copenhagen Airport proj-ect team was that BIM processes in Denmark were

not well established. To overcome this challenge, theorganisation collaborated with different companiesto hear other views on the best way to implementBIM methodologies. By speaking with these differentorganisations, the project team produced a standardfor future BIM process creation that would helpthem and other Danish organisations prepare forand benefit from BIM adoption.

Setting standards To create an effective model, Copenhagen Airportlooked at existing LOD definitions to create theirmodels, making sure to include the right amount ofinformation to benefit both operators and consultants.Many of the existing definitions lacked the idea thatmuch information can be obtained with data on lessdetailed objects. The project team decided to includegraphical and non-graphical information in the definitions, with more non-graphical informationthan seen in other standards.

The team created a 3D model that included theimportant information from the 2D drawings, whichthey used as a baseline. Engineers also visited thesites and added any 2D information that was missedor incorrect. The team adopted their new BIMprocesses on this model, including the parameterson all surveyed objects. Additionally, all project participants were taught how to accurately use themodel to gather information.

Saving time and improving collaboration By using Bentley applications to help create a 3Dmodel and an innovative BIM process, CopenhagenAirport’s project team saw significant time savings.The team quickly extracted heights with MicroStation’s

Client: Copenhagen AirportLocation: Copenhagen, Kastrup, DenmarkCompletion: 2019

a benefit of 4.46% cost savings – beating its target of4%. This proved the effectiveness of a BIM processand provided a mandate to continue using theprocess for all projects.

The surrounding community will also see the benefitsof Copenhagen Airport’s project, providing insightinto how Denmark might use BIM processes for futureendeavours – especially since Copenhagen Airport isone of the largest building sites in Denmark. Therefore,if the airport could realise major benefits, then otherorganisations would realise the benefits as well.

The airport set a goal in actively contributing to helping other large building owners mature their BIM processes and increase their level of implementation. ■

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Chintana HerrinReality Modelling Product Marketing ManagerBentley SystemsTel: +44 207 861 0900www.bentley.com

ability to handle large point clouds, even when thesurveyor was not present on the construction site.Users also joined IFC and DGN files, which helpedexecute the project faster because all the original 2Ddrawings were in DGN format. Furthermore, therewas greater quality control over the informationbecause the 2D data was included in the 3D models.

The team used ProjectWise to house all relevantinformation, including the 2D data, which helpedusers easily find information. Previously, team members would have spent unnecessary timesearching through thousands of documents.

Bentley applications also helped improve collabora-tion with stakeholders, creating a web platform toexchange information and invite external people toparticipate in collision and consistency control. Withweekly updates, everyone involved in the projectknew what was happening and could easily accessthe necessary information. Bentley’s applicationsmade it easy to manage contributions from allinvolved parties while still working to coordinate systems issues.

Realising benefits, preparing for future projects By incorporating BIM processes for all projects atCopenhagen Airport, the project team used themodel to extract quantities for the contractors,which reduced the risk, and thereby the bidding.

Together with detecting and correcting unhandledcollisions before completion, the team could calculatethe benefits. The organisation calculated the differencebetween using the BIM process and not, and realised

Chintana Herrin

| 151BIM

As an energy assessor, I see a wide variety of projects cross my desk. Theserange from the simplest of schemes,

merely looking to scrape a minimum compli-ance pass, through to aspirational projectsseeking to attain BREEAM, Passivhaus andeven carbon neutral performance standards.

Across all schemes, however, a commontrend is evident. Architecture and buildingservices do not operate together as a unifiedsystem. Even for those schemes targetinghigher performance standards, all too oftenthe two disciplines work to oppose oneanother. Typically, it is the building services,and renewable energy generation in partic-ular, which counterbalances the inherentinefficiencies in architecture that occur whenbuilding physics principles are overlooked.

The outcome? Buildings that are expensiveto build yet inefficient and carbon-intensiveto operate. If we are to come close to achiev-

ing the carbon neutral targets recently set byLondon, Birmingham and Manchester, thenarchitecture and building services need towork much better as an integrated system,rather than as separate concepts.

As with overheating risks in modern buildings,the application of glazing is a common areafor inefficient architecture. While moderatequotas of south-facing glazing can be beneficial for some building types, by way ofallowing wintertime passive solar gains,excessive glazing quotas can be cause forissue. Excessive glazing can result in summer-time overheating risks and/or high mechanicalcooling loads, particularly when combinedwith insufficient or non-existent shadingstrategies, high levels of thermal insulationand high levels of airtightness.

In extreme cases, such buildings operate like solar ovens, trapping in high solar heatgains within the structure. The implications

Architecture and building services need to operate asintegrated systems if cost-effective, low-carbon buildingsare to be realised. Richard Tibenham of Greenlite EnergyAssessors looks into how this can be achieved

152 PROFILE

for these buildings, which are widespread, iscommonly the application of air conditioningor unhealthily high internal temperatures.

This situation can result in the practice ofspecifying PV solar arrays on mechanicallycooled buildings. In practice, the energy yieldfrom the PV array rarely covers the energydemand from the space cooling systems.

Not only is this an incredibly high-cost optionfor achieving thermal comfort and reducedrunning costs, but it is also a short-lived one.PV cells and mechanical cooling systems typically offer service lives in the region of 25years. These energy demands could bedesigned out by value engineering the archi-tecture, removing the need for mechanicalcooling in the first instance, and building inlong-lasting energy efficiency at a lower cost.

To apply a metaphor: when attempting to filla bucket, it’s best to plug the holes beforeturning up the tap.

So, if these cost and performance benefitsare so easily attainable, why is it that themarket is not adopting them already? That’s

Value engineering: The key to sustainable cities

a good question, and although it may not beexhaustive, the list below raises some of thereasons why:

1. Commercial interests and thecurrent market environment Operational energy demand and energycosts are of lesser importance to landlordsthan they are to property owners. Landlordsand developers typically build to satisfy minimum regulatory standards only, there-fore incurring the lowest capital expenditure,thus maximising financial profits. Whilst endclients would prefer higher levels of energyefficiency, the market in its current form doesnot deliver this option, so end clients usuallyhave to accept what’s on offer. To date, thistolerance has allowed zero-carbon targets tobe scrapped and the Building Regulations toplateau for the last nine years. With pressuregrowing over climate change, this situationcould be set to alter.

2. The planning processBuilding physics issues receive limited attention throughout the planning process,yet decisions made at the concept designstages set the stage for the performance ofa building. Inefficient buildings will often beactively encouraged by planners to addressaesthetic considerations, and tell-tale signssuch as excessive glazing quotas will not bepicked up at the planning stage. A lack ofunderstanding by parties involved at the

early design stages allows this to occur, yetonce granted planning permission, thebuilding form is rarely altered. This results inarchitecture which builds in high space con-ditioning loads from the outset. Inevitably, itis building services that are usually reliedupon to counterbalance this shortfall. Irre-spective of the efficiency of building services,high conditioning loads remain for the longhaul. A more integrated approach will offerhigher performance at lower costs.

3. CultureAs with so many issues in the constructionindustry, to do things better requires change.In this case, it requires a change in the waythat architects, planners, engineers and clientswork together during the concept designstages.

It also requires a change from the ‘businessas usual’ approach. All too often, consultancyservices are viewed as an additional overhead that should be reduced in costwhere possible. This removes opportunitiesto integrate real cost saving and performancebenefits into the design at the conceptdesign stage.

At worst, it can simply amount to a tokenreport to appease planners, citing a few buzzterms like ‘fabric first approach’ and ‘lowcarbon systems’ without making any mean-ingful improvement to the building physics

Richard TibenhamDirector, Greenlite Energy Assessors and Associate Lecturerof Building Physics at the University of LincolnTel: +44 (0)1522 581234info@greenliteea.co.uk www.energyefficiencyassociation.co.uk

PROFILE

fundamentals. Ultimately, it is the end userswho bear the costs of these shortcomings.

4. Skills & awareness gapNot to be forgotten is the skills and awarenessgap. Ask the vast majority of people what asustainable building looks like and the firstthing that they’ll mention is probably solarpanels. The conversation really needs toevolve beyond this renewable energy generation bias and more towards a betterunderstanding of demand reduction measures.

Whilst a well-engineered solar gains strategyis more complex and less understandable tothe layperson, measures such as this offerthe cheapest routes towards higher levels ofenergy efficiency. Planners and architects, inparticular, should improve their understandingof these issues if they are to be incorporatedinto policy and practice.

This is evident from the number of projectsthat we see that seek to achieve BREEAM andPassivhaus requirements; bristling with solarpanels and CHP units, yet under-engineeredwhen it comes to building physics funda-mentals. Clearly, even where the motivationexists, suitable skills are not always present.

153

Transforming Construction:Driving innovation Sam Stacey, challenge director, UKRI Transforming Construction,talks to PBC Today about why he took on the role, the key aims ofthe Transforming Construction Challenge and the future ofprecision manufacturing and offsite construction

154 | Offsite

Sam Stacey is leading the Transforming Construction Challenge, which is backed by£170m in research and innovation investment,

matched by £250m from industry, to create new construction processes and techniques for buildingmanufacture in the UK.

Prior to joining Innovate UK, he was director of inno-vation, industrialisation and business improvementat Skanska UK.

What made you want to get involved intransforming construction? And why isnow the right time? My passion for transforming construction probablydates back to my teens. I knew by then that I wantedto work in construction and I strongly felt that post-war construction was not responding to the needs ofsociety – poor planning, poor design and leading tocrime and urban decay.

Through my career, I’ve gradually pieced togetherthe skills and experience that enable me to lead thechange we need. I’ve worked as an engineer, architect,design manager and most recently innovation directorat Skanska.

At Skanska, I was able to apply many of the tech-niques referred to as Industry 4.0 – interoperabilityof components, digital modelling, robotic assistanceand distributed autonomous machines. I saw thatthey represented a fantastic set of tools to improveconstruction. We at UK Research & Innovation (UKRI)have this incredible opportunity now with the tech-nologies, plus industry and the government supportto fundamentally improve what we build and the waywe build it.

How significant was it for construction tobe recognised in the sector deals alongsideindustries like Life Sciences, Automotiveand Aerospace as being essential pillars ofthe wider economy? Construction industry turnover in the UK, at £110bn,is bigger than aerospace and automotive combined,but has been trapped in a cycle of low innovationand low productivity. Other sectors have receivedgenerous government support that has contributedto revolutions in performance.

Construction is the last great unreformed industry,and the Sector Deal is enabling us to address that.

Partially due to the ongoing attention given to Build-ing Information Modelling (BIM) and to site safety –the UK is already a world leader in construction per-formance – but there is the opportunity to do muchmore. The Sector Deal has brought the industrytogether as never before, aligning the aims of clients,suppliers, designers and the users of buildings. Thiscould not have been done without the Sector Deal.

What are the key aims of the TransformingConstruction Challenge? The explicit aims of the challenge are to achieve thetargets of the government’s 2025 Construction Strat-egy, published in July 2013; namely a third reductionin construction costs, a 50% improvement in theconstruction trade balance, and 50% reductions inspeed and carbon emissions.

In the process of addressing those targets, we aredetermined however to achieve much wider benefits– including higher wages, offsite fabrication jobs inneglected areas of the country, fewer vehicle move-

| 155Offsite

ments and less construction waste. The beauty of thestrategy is that all these aims are mutually supportive.

What has been achieved so far? We’re making great progress. UKRI has so far provided£129m of funding to industry with a further £36mupcoming for collaborative research and developmentprojects.

Funding is being used on over 100 companies of allsizes to work on solutions in collaboration with academia. Particular highlights include the SEISMICproject, which has developed standard frames forschools that will meet the targets listed above. Theseare already being procured at scale as part of theDepartment for Education’s Generation 5 programme.

Another highlight is the Advanced Industrial Methods for the Construction of Homes (AIMCH) – acollaboration that will improve the delivery of over35,000 homes per year.

What gives me confidence that we will continue to go from strength to strength is the support we’vehad across the industry. Many fantastic people that

have joined the programme – my own core team,and the teams at the Active Building Centre and theConstruction Innovation Hub.

Construction has long had an image ofbeing slow to innovate and even resistantto change – how can that be overcome? The main barrier to innovation in construction hasbeen lack of integration. We are addressing that bysupporting value-based procurement, developingdigital configurator tools and demonstrating how theuse of industrialised techniques across the value chain.

The Construction Innovation Hub will be the maindriver for this. In order to encourage companies tocollaborate, systems for the collection and sharing ofdata are being implemented, including the use of theinternet of things. UKRI is also helping to developartificial intelligence in construction, and the enhance-ment of skills, particularly in the digital arena.

Where do you think precision manufacturing and offsite constructioncan have the biggest impact? Without doubt, precision manufacturing has a lot to

156 | Offsite

offer all areas of construction, but the early impactwill be seen with schools and housing. Schools willbe a quick win because we have a secure pipeline ofdemand, a clear line through to user benefits – inthis case educational attainment – and a governmentclient. We’ll be using schools to demonstrate theimprovements in efficiency and quality that can beachieved with a platform-based approach to con-struction. We want to get to the point where preci-sion-manufacturing of buildings and infrastructure isso obviously better that it will become the defaultapproach.

What is the role of BIM in improving not only how buildings are designed and put together, but their whole life performance? BIM provides two things: accurate timely informationand more certain outcomes. With BIM you have theopportunity to optimise both the production processand the way in which the users will interact with thebuilding.

Each BIM project yields data that can be fed backinto improving future projects. The modelling of theconstruction process enables the integration of thelean principles that have transformed value creationin other manufacturing sectors.

How do you see the future of BIM and the emergence of concepts like the digital twin? The future of BIM will be based on what we call theGemini Principles, created by the Centre for DigitalBuilt Britain. These principles define how digital twinsmust be used for the public good, enable value cre-ation and provide insight into the built environment.

Trust and openness are implicit, such that wideranges of organisations can work effectively togetherto produce better buildings. The Transforming Construction programme will drive the uptake of theGemini Principles across the industry, and reallyturbo-charge the process of innovation and continuous improvement.

Where do you see digital technology having the biggest impacts in constructiongoing forward? Longer term, it is through the application of machine

learning (AI) that digital technology will have thegreatest impact on construction. Today we navigateour way through construction projects like a driverwho has a long journey to make, some knowledge ofthe route and an out of date map.

In the future, construction will be carried out asthough we had a state-of-the-art Sat Nav to guide us.Continuously updated information will be fed into tothe system, covering everything relevant to the suc-cess of the project. Powerful computers will processthat data to provide clear guidance to everyoneworking on the project about what they should do atany given moment. We will always know exactlywhere we are going! ■

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Sam StaceyChallenge Director UKRI Transforming Construction ChallengeTel: +44 (0)1793 444000communications@ukri.orgwww.ukri.org/innovation/industrial-strategy-challenge-fund/transforming-construction/

Sam Stacey

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Transforming construction throughcollaboration and innovation Richard Crosby, director of construction consultants blacc, looks at how a pioneering consortium could transform the way schools are designed, procured and built offsite

160 | Offsite

In the 1970s, the US car industry was severelyimpacted by Japanese car manufacturers who hadperfected a highly efficient production system.

The US car manufacturers came together and collaborated to develop a standardised approach toaggregate demand and reduce cost.

We in the Seismic consortium identified a tremendousopportunity to adopt a similar collaborative approachto improve the efficiency of school construction.

Ambitious aims School estates are often made up of mismatched,separate buildings developed over time to meetchanges in demand, creating inefficient layouts.

Every offsite manufacturer uses a different structuralsolution so new school buildings have to beredesigned every time to suit each system. Our viewwas this is an inefficient way of working.

The overriding aim of the Seismic project was toincrease efficiency to reduce cost by standardisingthe offsite frame dimensions across the industry tocreate a componentised system for building newschools, beginning with primary facilities.

The aim was also to simplify the design process atthe earliest stage – ensuring both feasibility andcompliance with Department for Education (DfE)requirements in the most efficient way possible. Oursolution would be to develop a digital version of thestandardised DfE school clusters that would allowteaching professionals to assess if a compliantschool building can fit on a specific site. This toolwould use standard module sizes as a kit of parts fordesigning a school.

The project partners All the partners involved in the project recognised itspotential and each invested significant resources toensure its success.

The original concept was developed by blacc,•which also provided project leadership expertise.

The McAvoy Group and Elliott collaborated to stan-•dardise the structural components, with a view toexpanding the market and de-risking offsite forclients. These partners worked very well together,successfully combining their offsite manufacturingexpertise for the success of the project.

The Manufacturing Technology Centre (MTC) coordi-•nated the bid submission and acted as the catalyst tocreate the consortium. The MTC also gave the part-ners the opportunity to think beyond how schoolshave been delivered previously and apply more manufacturing principles to the construction of newschools, helping to develop more efficient processes.

Bryden Wood provided digital expertise and •led the development of the technology for theconfigurator.

The project was funded by UKRI through the IndustrialStrategy Challenge Fund and Innovate UK.

How to achieve greater standardisationin school construction Standardisation and volume are always key for efficientmanufacturing. If processes are more efficient andthere are fewer components, labour costs arereduced. This means the focus can be on the qualityof the materials and achieving best value.

| 161Offsite

The standardised grid and connecting solution simplify the design process and enable the secondpart of the project – the configurator tool – thatallows a non-construction professional to configure afully DfE-compliant school on a specific site. Theintention is to speed up the early feasibility process.

Offsite framing solution for schools The starting point with the framing solution was toengineer a single, standardised way for The McAvoyGroup and Elliott to interconnect their respectivemodular building systems. An engineered solutionhas been developed to connect each of the steelframes that make up a module – and to interconnecteach module vertically and horizontally to make up aschool building cluster.

The result is fewer welded joints and fewer connec-tions – which in turn means less steel, less weight,faster assembly and therefore reduced cost. Theframe solution has been standardised around thebuilding clusters developed by the DfE. It has a singlewidth and height, and three length options to suit school buildings – using the same engineeredconnection solution.

The principle of standardised, manufactured compo-nents is that greater volumes will drive down costsand simplify procurement. For example, the DfE canpre-order a series of modules from any manufacturerthat will be available ‘off the shelf’ for faster buildingassembly when a site receives planning.

The benefits: Productivity, cost and environmental By rationalising the design of the steel frame, thenumber of components has been reduced. Thismeans faster module assembly in the factory –increasing productivity by up to 50%. Work on site tointerconnect modules is also more efficient.

The partners’ research has shown that the new solution significantly reduces the number of framecomponents and will therefore use 25% less steel.The reductions in steel components and assemblytime combine to generate a cost saving for these elements of up to 25%.

With fewer components, the weight of the moduleswill reduce by 25% with no compromise on structuralrigidity – generating 25% lower carbon emissions for

Lauren Allen, project manager at the Manufacturing Technology Centrewith David Clark, manufacturing director of The McAvoy Group

162 | Offsite

the offsite construction of an average 40-moduleschool. This is equivalent to over 155,000 miles ofcar driving or 17 flights from London to Sydney.

A unique approach to achieve unprecedented economies of scale The intention is to offer the series of standardisedcomponents freely to the market, with the originaldesign being subject to a patent application. Wideadoption will drive down the cost of the componentmanufacture and increase productivity across theoffsite sector in education and other sectors.

This collaborative, standardised approach will makeit easier for clients to procure offsite, for the supplychain to manufacture components and for offsitespecialists increase to productivity.

The Seismic School Configurator The team at Bryden Wood has developed a web appthat encodes the spatial requirements alongside guid-ance for DfMA. Game engine technology was used tobuild the configurator and to make it as much like acomputer game as possible. Games such as Minecraftprovided inspiration for the look and feel – the teamwanted it to be different to the costly, professionaldesktop software that architects normally use.

A web app rather than a desktop application was cre-ated so the configurator could be as open and widely

available for users as possible. This is a tool which isuseful for architects who are designing schools in aconventional way and it will also allow a larger groupof stakeholders to get involved. Teachers, parentsand pupils can potentially design their own school.

An open source approach The Seismic consortium has open sourced the app in order to help build a development communityaround it, so that the maintenance and updates canbe a collective effort. It is compliant with DfE planningregulations and has been built so future regulatorychanges can easily be incorporated to ensure it stayscurrent and compliant.

The team wants to encourage as many people aspossible to get involved. Open sourcing technology isoften disruptive – this approach lowers the barrier toentry and helps to democratise the design process.

As a result, better schools will be designed and delivered more efficiently. The team hopes that thisapp will encourage more designers to engage anduse it to deliver their buildings.

The app can be accessed here.

Seismic: A powerful example to inspireother innovative projects According to Sam Stacey, challenge director for

| 163Offsite

Transforming Construction at UKRI: “The Seismicproject is a powerful example that the targets set out in the Construction 2025 Strategy are achievable.It is one of the first Innovate UK projects underTransforming Construction to be completed anddemonstrates that this level of collaboration is thefuture of construction.

“The Seismic initiative has been a tremendous success and it has hit all of the targets for Transform-ing Construction. The project partners have demon-strated an unprecedented level of collaboration,which we hope will inspire other forward-thinkingprojects to help innovate in construction and produce more efficient, sustainable and affordablebuildings.

“The focus of Seismic was to realise the government’sambition for greater productivity in construction andthis has definitely been achieved with the offsite anddigital solutions developed by the team. We are in nodoubt that these innovations have the potential tochange the way primary school projects are designed,procured and constructed, helping to meet the risingdemand for school places and increase capacity inthe construction industry.”

Next steps The benefits are already being realised in newDepartment for Education procurement frameworks.

The team is in the process of completing testing ofthe frame solution. The next stage is collaborationwith steel fabricators to develop the standardisedcomponents and establish a supply chain with a view to making these available to the offsite marketin the coming months. This approach will aggregatedemand to reduce cost.

The aim is to develop a ‘product family’ for differenttypes of buildings, such as residential. The team alsohas aspirations to ‘componentise’ other parts of aschool building to be able to offer a whole schoolsolution, including walls and roofs. ■

For further information:

Blacc – Richard Crosby, richard@blacc.co

Elliott – James Cowell, james.cowell@elliottuk.com

The McAvoy Group – David Clark, davidclark@mcavoygroup.com

MTC – Susan Hone-Brookes, susan.hone-brookes@the-mtc.org

Bryden Wood – Jaimie Johnston, jjohnston@brydenwood.co.uk

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Richard CrosbyDirectorblacc/Seismic consortiumTel: +44 (0)1422 749000https://blacc.co/

AIMCH: How digital and offsite construction can transform housebuilding

Advanced Industrialised Methods for the Construction of Homes (AIMCH) is apioneering project that puts collaboration, digital working and large-scaleoffsite manufacturing at the heart of tackling the housing crisis. StewartDalgarno, director of product development at Stewart Milne Timber Systems,explains how it works

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The UK is currently experiencing a housingshortage, with government statistics stating afurther 120,000 homes are needed annually.

Specifically, there is a shortage in the provision ofaffordable homes, and the rate at which these addi-tional homes need to be built cannot be achievedsolely using traditional construction methods.

Advanced Industrialised Methods for the Construc-tion of Homes (AIMCH) is a flagship three-year hous-ing innovation project, which aims to combat the UKhousing crisis through a collaborative effort from sig-nificant players within the housing sector. Managedby Limberger Associates, the collaboration includesStewart Milne Group, Barratt Developments, LondonQuadrant Housing Trust, Tarmac, the ManufacturingTechnology Centre, the Construction Scotland Inno-vation Centre and Forster Roofing Services.

Speed, quality and efficiency are challenges thesector faces in the fulfilment of additional housing,and so finding methods to build affordable, high-quality and low carbon efficient homes is a priority.Through digital working, offsite construction and leansite assembly, a strong, sustainable, viable, integratedconstruction method can offer an alternative to traditional building techniques.

Offsite construction is quickly becoming a popularway to build, driven by the demand for homes, skillsshortages in the building industry and environmentalconsiderations. Offsite construction is a practicalalternative to traditional building methods as it ismore sustainable and significantly increases thespeed at which the home’s structure can be created,reducing wastage and risk more efficiently and costeffectively.

AIMCH aims to identify and develop industrialisedoffsite panelised solutions to meet current andfuture housebuilding demands. The offsite solutionswill be trialled on live housing projects across the UK,with successful methods then commercialised andbrought to market on a large scale.

“Offsite construction provideshousebuilders with many answers toexisting problems faced by the industry,but its collaboration within industrythrough projects like AIMCH that will becritical in bridging the housing gap.”

The goal is ultimately to help the housing sector fulfilthe housing shortage through delivering the tens ofthousands of additional homes the UK needs tomeet current demand, while reducing cost andimproving quality, compared to masonry construc-tion methods. The aim is to achieve this by deliveringcost-effective homes in volume, reliably, quicker andwith minimal defects.

The £6.5m AIMCH research and development projecthas the potential to impact on up to 35,000 of thehomes to be delivered by project partners across theUK annually. The project will gather data and hardevidence from live construction sites to provide insight,inform decision-making and aid business cases forchange and investment across the industry. The proj-ect seeks to advance digitally integrated solutions indesign standardisation, design for manufacture, supplychain integration, enhanced offsite panelised systemsand lean construction processes.

Speed of build and de-risking the build process areessential to increase the number of new homes

| 165Offsite

delivered with confidence. This can be achievedthrough offsite panelised construction, where thereis the ability to produce large volumes of homes toexacting standards, at pace and viably. With valuableexperience and expertise in all aspects of offsitepanelised construction, specifically with the use oftimber systems, Stewart Milne Group plays an inte-gral role within AIMCH.

Stewart Milne Timber Systems manufactures high-quality, high-performance timber systems ready tobe transported on-site and erected, wind and water-tight in as little as one day. Offsite timber systemsensure robust quality and guaranteed performancestandards are consistently met, during the designand manufacturing process. Adopting a low embod-ied carbon ‘fabric first’ approach will support the government’s planned introduction of a FutureHomes Standard by 2025, delivering futureproofednew build homes with low-carbon materials, heatand power and first-class levels of energy efficiency.

There is scope for reduced labour and material costswhen utilising offsite panelised construction as thereis less reliance on trade skills and on-site supervisionduring the key superstructure construction process,and the faster build of the main structures reducesmanagement and supervision requirements, whilede-risking the process. Enhanced specification stan-dards and build quality can reduce costs related toenergy use, defects and repairs, and an acceleratedbuild time provides a faster return on capital outlay.

Offsite construction provides housebuilders withmany answers to existing problems faced by theindustry, but its collaboration within industry throughprojects like AIMCH that will be critical in bridging the

housing gap. It is expected the project will delivernew valuable digital design tools, manufacturingadvancements and leading offsite systems that canbe adopted by others within the housing sector toimprove and increase housebuilding efficiency andquality.

“Through digital working, offsiteconstruction and lean site assembly, astrong, sustainable, viable, integratedconstruction method can offer analternative to traditional buildingtechniques.”

The project provides a promising foundation toaddressing challenges faced by the sector, whiledemonstrating improved construction methods thatdeliver high-quality homes quickly and viably. In themeantime, only through continued innovation suchas AIMCH and government funding into housing viaschemes such as the Home Building Fund will we beable to create and sustain a long-term solution tomeet housebuilding demands. ■

For more information, please visit:https://www.aimch.co.uk/

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Stewart Dalgarno Director of Product Development Stewart Milne Timber SystemsTel: +44 (0)7788 432798hello@aimch.co.ukwww.aimch.co.uk

An energy positive, low-carbon building,built offsite by Wernick Buildings, hasbeen awarded a sustainability prize at

this year’s Education Buildings Wales event.

The team behind the Active Office took homethe first-ever Innovation in Delivering a Sustainable Education Facility Award aftertheir commitment to sustainability throughoutthe build process impressed judges.

Combining a range of innovative technologies,the Active Office generates, stores and releasessolar energy in one integrated system.

While the technology used in the building iscutting-edge, it is readily available to thepublic. Everything used for harvesting andgenerating power can be rolled out toschools and colleges, helping them to go “offgrid” – saving them money and reducingtheir carbon footprint.

The ‘buildings as power stations’ conceptoriginated from SPECIFIC Innovation &Knowledge Centre, an academic and indus-trial consortium led by Swansea University,with strategic partners Akzo Nobel, NSG Pilkington, Tata Steel and Cardiff University.

SPECIFIC procured the building from WernickBuildings – a modular specialist with an 85-year history of delivering prefabricatedbuildings in England, Wales and Scotland.

Inception to completion of the project tookeight months, which included just three

Sustainability awardfor ‘active’ buildingModular, offsite construction has received major recognition afterSPECIFIC’s Active Office took home the first ever Innovation inDelivering a Sustainable Education Facility Award

166 PROFILE

weeks to manufacture the 16 modules andtwo days for delivery and installation atSwansea University’s Bay Campus, 11 milesfrom the Wernick factory.

“We took a fabric-first approach to reducingenergy consumption,” explained JoannaClarke, architect at SPECIFIC. Their researchinto building methods concluded that mod-ular construction offered significant energyefficiencies from the start: manufacturingbuildings on scale uses less power and produces less waste.

As Joanna explains, a modular solution alsooffered the reliability required to deliver theproject on time and on budget: “The speedat which we could deliver the building usingoffsite methods was key for this project, butquality assurance also played a big factor.Offsite methods give us more consistency inthe build, which is important when we’remeasuring performance.”

That performance allows the building to produce enough energy during the summerto last throughout the winter and excess

PROFILE

energy supplies power to a neighbouringbuilding and three electric cars.

A delighted SPECIFIC team collected thetrophy at the Education Buildings Walesblack tie event at Cardiff University.

Joanna remarked: “This honour is a wonderfulway to mark the anniversary of the ActiveOffice’s official opening. This award recog-nises the efforts we are making in this fieldand is the result of ongoing collaborationsand partnership working. We are thrilled thatthe judges have chosen to honour us.”

Wernick Buildings are in the process of delivering a second modular building toSwansea University’s Bay Campus: a 60-module, H-shaped teaching facility, duefor completion in November 2019.

Stuart Wilkie, managing director at WernickBuildings, added: “Education BuildingsWales opened this category for the first timethis year and it is with great pride that a modular building from Wernick caught thejudges’ attention. We hope this shows thatmodular buildings are not only a viable alternative for the education sector but a forward-looking, sustainable one too.”

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Debra ColleyMarketing CoordinatorTel: +44 (0)1656 747354

Press contact: Leigh FennellMarketing ManagerTel: +44 (0)7966 274193Wernick Groupmarketing@wernick.co.ukwww.wernick.co.ukwww.twitter.com/WernickGroup

Specific’s ‘Active Office’. The UK’s first energy positive office building (centre)

The need for speed in housebuildingas new starts fall againNew build housing starts fell by 9% in the first quarter of 2019, according tothe latest statistics. Joseph Daniels, chief executive of modular homesprovider Project Etopia, argues that the system is clearly failing and thereis a need for speed in both planning and construction

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Housebuilding is on the slide again, despitepolitical promises to increase housing num-bers. With an established housing crisis long

having swept the country, we should be enveloped ina whirlwind of activity and yet figures for the firstquarter of 2019 only present a downward spike onnew build starts. 

It is becoming abundantly clear that for all the talk of300,000 net new homes a year, the UK is still well offtarget for delivering it. 

New build starts were down 9% in the first quarter of2019 – 25% down on the peak before the financialcrash – and the lack of urgency in building is going toensure this crisis only deepens. 

The government has set its target to eventually build300,000 homes a year by the mid-2020s, but eventhen, this is unlikely to be sufficient, with the NationalHousing Federation recommending that 340,000 bebuilt every year to meet the demand.  

If the government does hope to reach 300,000 thenthere needs to be evidence of a rapid acceleration inhousebuilding, something which is certainly not happening at the moment. The most recent figureson the net gain in homes, which includes new buildsand conversions, was 222,190 in a year (from April2017-2018). It will take a considerable effort to growthe net gain by 35% to reach the target.  

At present, there is no consistency in delivery. Succes-sive increases in build numbers are often followed by adecline, at a time when the trend should only be goingone way. A fall in new build starts at the beginning of

2019 means a fall in completions is programmed forlater this year. All the while, house prices continue toclimb and people who were priced out of the marketbefore are not going to find it any easier to get on tothe ladder in the coming years. 

“Modular housebuilding will outpacebricks and mortar builds every time. Ifthe government can lead the charge andsupport MMC, through funding andremoving planning barriers, then there isno cap on what can be achieved.”

What it all comes down to is the need for speed –speed in the planning process and speed in actuallygetting the homes built. The fact that we are notbuilding quickly enough to meet the targets suggeststhat the current system is falling down somewhere. 

Reaching 300,000 homes a year is by no means aninsurmountable task, but it does point to a pressingrequirement to change what and how we are building.The Ministry of Housing, Communities & Local Government’s (MHCLG) report in June said it will notbe possible to reach 300,000 net additions by themid-2020s unless Modern Methods of Construction(MMC) are used in a significant proportion of homesalongside traditional building methods. 

The government has signalled its support for MMCand modular housing before, with Philip Hammondmaking a Budget commitment to prioritise the use ofoffsite construction in 2017. Homes England is alsomaking money available to support these ventures.The MHCLG report offers the government advice onhow it can ensure offsite builds become more

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common, including increasing funding for those projects and providing clarity on the standards formodular homes.  

BRE, the world’s leading building research centre, isin the process of developing an accreditation formodular homes, and Project Etopia will be building ahouse to meet the new standard later in the year.Government support for new accreditations will provide an added boost to the industry, and wouldlead to more funding and investment. 

One of the key reasons why modular housing willplay a pivotal role in reaching housing targets is asimple one: buildings of this kind can be constructedin a matter of weeks. The superstructures at ourdevelopment in Corby were built in just over fourweeks, for example. Modular housebuilding will outpace bricks and mortar builds every time. If thegovernment can lead the charge and support MMC,through funding and removing planning barriers,then there is no cap on what can be achieved. 

And it is clear that councils can be at the forefront ofleading change, not just because they can butbecause they need to be – social housing numbershave fallen from 126,000 new builds a year in 1980to 6,463 in 2018. 

Theresa May’s move to boost council housebuildingby scrapping borrowing caps that have limited howmuch they can build means authorities are increasinglylikely to commission their own projects. However, ata time when councils are under immense spendingpressure, they still need to demonstrate value formoney and pay back loans quickly. They therefore

need to adopt high-quality schemes that can bedelivered with speed and are cost-effective. Modularhousing ticks all these boxes.

At present, around 15,000 homes are deliveredusing MMC every year – 5% of the number of homesthat need to be delivered annually. At Project Etopia,our goal is to build 21,500 modular homes a year inthe UK by 2025, providing high-quality, eco-friendlyhomes with smart technology for tens of thousandsof people, although we are putting no ceiling on ourambitions.

Offsite schemes are starting to spring up around thecountry and, although they utilise different techniques,by and large what they have in common is the speedwith which they can be constructed. They also havelower upfront cost and yet lack nothing in terms ofquality, and the method of construction means theyoffer unrivalled flexibility. 

There are added benefits too. At a time when Parlia-ment has declared a national climate change emer-gency, sustainability and the environment must be acrucial element in all construction moving forward.The high level of technology installed in modularhomes allows for energy to be generated and stored,making them more sustainable than traditionalbuilds and fit for the future. 

Modular housing will be central to reaching targetsand, better still, surpassing them. But there cannotbe a delay in the government putting its enthusiasticbacking behind modular methods. The 300,000 targetis there for a reason – there are not enough homes inthe UK. This is a crisis decades in the making and it isa trend that cannot be reversed without a transforma-tion in thinking and building delivery. ■

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Joseph DanielsChief ExecutiveProject Etopiawww.projectetopia.com

The future is offsite: Creating construction’s Uber momentScaling up and maturing the offsite manufacturing sector couldcreate an “Uber moment” for housebuilding, says Dave Sheridan,executive chairman of ilke Homes

As part of her farewell tour, Theresa Mayattended this year’s Chartered Institute ofHousing conference, where she gave a speech

claiming “step by step and piece by piece, the government and the sector have begun to turnaround the crisis in British housing”.

But while I commend her efforts, the numbers don’tlie. The Ministry of Housing, Communities & LocalGovernment’s latest figures reveal that the numberof new builds starting on site fell by 9% in Q1 of 2019 compared to the same period last year, whilecompletions fell by 1%. Faced with a chronic housingshortage, this is completely unacceptable. We needchange – and fast.

This necessity to change is what spurred us at ilkeHomes to launch our latest report, It All Stacks Up:Building Homes Using Volumetric Manufacturing. By

compiling our own experience and knowledge of thewider modular sector, the report offers practicalguidance to central government, local authoritiesand contractors that are exploring - or already using- volumetric manufacturing to deliver much-neededhomes throughout the UK.

“Scaled-up offsite manufacturing is thefastest way of delivering high quality new homes, at around 50% faster thantraditional methods. While both modularand traditional projects start the same, once they break ground, the two takedramatically different paths to completion.”

As a recent report from professional services firmArup made crystal clear, the impacts of innovativeapproaches to housebuilding would be far-reaching.The report stipulates that if just a third of new

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| 171Offsite

homes were created using Modern Methods of Construction (MMC), the industry would be able todeliver an additional 265,000 homes. Revolutionisingthe way we deliver homes is an opportunity that wecannot miss.

Creating an “Uber moment” in constructionScaling up, and maturing, the offsite manufacturingsector could create an “Uber moment” for house-building, speeding up delivery, cutting cost and givingcustomers unrivalled choice and quality.

Yet changing the way an industry has operated forhundreds of years is never straightforward. Changeusually happens incrementally – we introduce newmaterials, new techniques and allow skills to beacquired gradually. But sometimes, gradual change isnot enough, none more so than in housebuilding,where approximately 320,000 people are registeredhomeless and 1.1m households sit on council waiting lists.

Scaled-up offsite manufacturing is the fastest way ofdelivering high quality new homes, at around 50%faster than traditional methods. While both modularand traditional projects start the same, once theybreak ground, the two take dramatically differentpaths to completion.

Unlike traditional construction, the creation of manu-factured homes can begin while the work starts onsite. This means that homes are ready to be installedas soon as the foundations have set, wiping monthsoff build programmes and opening revenue streamssooner.

And because the homes are delivered to site 95%complete, they’re ready for residents to move inalmost immediately, while a traditional home is onlyjust gearing up for its plumbing and electrical fit-out.

But, while speed is important, so is quality. By usingdigitally enabled precision engineering techniques,within a controlled factory environment, homes canbe delivered without compromising on quality. Andhigher quality homes create a range of benefits forhousing providers and their customers, from fewercostly and time-consuming defects to cheaperenergy bills.

One of the main challenges for the sector is challeng-ing the negative preconceptions that still exist aroundpost-war prefabs and the design of factory-builthomes. Now, these historic preconceptions couldn’tbe further from current reality. At ilke, for instance,our manufacturing process allows us to create beau-tiful homes that can be adapted over their lifespanand engineered for a variety of tenures, whether theyare homes for first-time buyers or elderly downsizers.

Digitally enabled design and manufacturing will givecustomers greater control over their home, with theability to adapt and customise aspects over time –this is very essence of the “Uber moment”.

Offsite manufacturing will also help wean housing off its current carbon addiction. No matter whichindustry you look towards, sustainability is high onthe agenda. Currently, the UK’s built environmentaccounts for a whopping 45% of total UK carbonemissions and 32% of landfill waste. It’s obvious thatthe UK needs to ramp up its housing delivery efforts,but it’s important that this doesn’t come at theexpense of worsening emissions.

Offsite manufacturing’s pioneering design can helpwith this. As most of the build process takes place infactories, fewer building materials and people arerequired onsite. A reduced number of deliveries, sitetraffic and waste slashes a development’s carbonintensity. A recent inquiry by the MHCLG laid bare thehuge environmental benefits of offsite, estimating thatmodular construction can reduce energy used in theconstruction process by 67% and waste producedonsite by between 70% and 90% in comparison withtraditional construction methods.

Helping reduce carbon emissions doesn’t stop afterthe build stage, either. The energy efficiency of a modular home means it takes approximately 30% lessenergy to heat – an important consideration as 72%of domestic emissions arise from space heating andthe provision of hot water. As such, an offsite home isbetter for both residents’ pockets and the planet.

Scaling the barriers Understanding the barriers that still persist aroundthe adoption of offsite manufacturing are just asimportant as understanding the benefits. If central

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government, local authorities and contractors workcollaboratively to break these down, housing deliverycan be sped up and the offsite sector can scale toreach its true potential.

For too long, the word “prefab” has been associatedwith low quality, derived from the days of post-warreconstruction. The offsite manufacturing sectorneeds to speak as one to make these misconceptionsa thing of the past. By showcasing the beauty of fac-tory-built homes and how they can deliver the scaleand quality the UK needs, we can ensure that offsiteis seen as a genuine long-term strategy for solvingour country’s housing shortage.

Last, but certainly not least, is the UK’s skills shortage.With an ageing workforce, a dwindling pipeline ofyoung talent and the exodus of EU workers, the government is going to struggle to meet its ambitiousbut necessary housing targets. There is an urgentneed for the diversification of the construction indus-try’s workforce. Offsite manufacturing can help drivethis diversification, showcasing what a modern androbust industry looks like in order to attract a raft ofnew talent, and helping provide the clear and com-prehensive career paths that are currently lacking intraditional construction.

Change is on the horizon The good news is that modular is finally gainingmomentum. In the first half of 2019, we saw a seriesof seismic deals that have shown real, palpable confidence in housing revolution.

At ilke Homes, we recently announced a partnershipwith Places for People, the country’s largest placemaking organisation, in the UK’s biggest-everpermanent modular dwelling partnership worth anestimated £100m.

Together, we will build high quality housing that isecologically sound, affordable and created at pace.This joint venture will create sustainable communities,greener living spaces and allow homebuyers theopportunity to own a home that they can adapt overtheir lifetime. It will also offer an affordable, smartand swift solution to the UK’s housing inertia.

Even global banking institutions are realising theindustry’s transformation. In April, Goldman Sachsmade its debut in the sector, investing £75m in UKmodular housing provider TopHat. While later in theyear, Japan’s modular giant Sekisui, the government’shousing accelerator Homes England and We Buy AnyCar founder Noel McKee placed healthy bets withUrban Splash in deals totalling £90m.

The underlying challenges of the housing shortageare much more complex and political than simplyfinding a quicker way to build. However, offsite manufacturing is well placed to make an invaluablecontribution due to its ability to deliver qualityhomes at speed amid a construction skills shortage.

It’s clear to see that developers and policymakersalike are getting an appetite for offsite, quickly appreciating the advantages that can be passed onto homeowners and communities across the UK. The future of housing is well and truly here – and wemust seize it. ■

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Dave SheridanExecutive Chairmanilke HomesTel: +44 (0)1904 924 100ilketeam@ilkehomes.co.ukwww.ilkehomes.co.uk

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The Steel Construction Institute (SCI)was formed in 1986 as a non-profit distributing independent company to

build on earlier work that was delivered in-house at British Steel with the aim ofencouraging greater use of steel in construction.

A well organised combination of vison andfinance from the national steel producer,working closely with SCI as the technicalprovider and BCSA (the British ConstructionalSteelwork Association) as the link to steelworkfabricators, saw the UK steel construction

sector become the envy of many around theworld. Steel’s share of the medium-risemarket grew from around 30% in the earlyeighties to over 70% by the late nineties. Itcontinues at those levels.

Today, SCI is much less closely linked to steelproducers, but as a specialist consultant con-tinues to support everyone involved in steelconstruction; from manufacturers, consultingand design engineers, architects, productmanagers, commercial directors right throughto industry groups and peers.

Steel Construction Instituteand third party assessmentThe Steel Construction Institute has been a trustedindependent source of information and expertise inthe steel construction industry for 30 years

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Consulting and design engineers look to SCIfor reliable and robust technical informationand training on best practice design of steelstructures, including the latest codes andbuilding regulations.

Our industry-defining Design Guides andEurocode advice is renowned; in fact, you’llfind SCI behind the technical guidance textsof several of our construction peers.Throughout our 30-year existence, we havebeen heavily involved in the development ofcodes and standards, and this continues

today with several of our experts occupyingkey roles in the development of the next gen-eration of Eurocodes. We use the knowledgegained to inform the advice and guidance weproduce, but also use our understanding ofpractical industry needs to inform the devel-opment of the codes.

Our engineering expertise and consultancyservices encompass all areas of development,assessment and specification of steel-basedproducts, providing clients with supportduring all phases of the research, technicaldevelopment and commercialisation of newproducts.

Above all, SCI works in partnership withclients, members and industry peers to helpbuild businesses and provide competitiveadvantage through the commercial applica-tion of our knowledge. We are committed tooffering and promoting  sustainable andenvironmentally responsible solutions.

SCI product certificationOver 15 years ago, we developed the SCIAssessed scheme as a way of providing specifiers with third-party assurance that theclaims made by manufacturers were credi-ble. The scheme continues to cover a broadrange of products. Indeed, one of its majorstrengths is the flexibility to cover offeringsas diverse as a manufacturer’s engineeringmethodology to load-span tables for purlins.

SCI has also offered manufacturers of lightsteel framing systems for the residentialmarket our so-called NHBC Stage 1 assessmentfor over 10 years. We review the proprietarydetails contained in a manufacturer’s systemmanual and confirm their alignment withNHBC’s Section 6.10 standard details forstructural aspects of a system.

In response to demands from industry, overthe past year we have been developing the‘Stage 1 process’ into a much broader scope.

Sandi GentleMembership/Marketing ManagerSCI    Tel: +44 (0)1344636525s.gentle@steel-sci.comwww.steel-sci.com@SCIsteel

PROFILE

SCI Product Certification (www.scicerts.com)covers not only technical content, but alsofactory production control to provide assur-ance that a certified product is, and does,what it says.

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The UK construction change agendaAndrew Carpenter, chief executive of the Structural Timber Association andchair of BIM4Housing, explores the evolution of the construction industry

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Ihave been involved in the UK construction indus-try change agenda since the days of Latham andEgan and in that time have seen the principles of

collaborative working and integrated supply chainscontained therein ebb and flow with the economy.

I am, however, an optimist and consider that thestars are now aligned and that for the first time it nowmight happen! With the advent of the Carillion deba-cle and Grenfell disaster, the construction industryhas recognised that change is essential and that theworking habits of old are no longer acceptable andwill not be tolerated.

We’ve had the recent Farmer Report, Modernise orDie, and the Hackitt Report following Grenfell thatboth emphasise this need for change. Both concen-trate on more immediate examples of why change isnecessary but nevertheless, the principles remainthe same.

But why is now any different to any other time? I’dlike to offer my reasons below:

Offsite It is now universally agreed across the supply chain,from client to consultant and contractor to supplychain, that offsite methods of construction are bothdesirable and inevitable.

To achieve offsite construction satisfactorily, it isessential you have a collaborative culture and an integrated supply chain. The early involvement of allinvolved is essential to derive the true benefits ofworking in this way. The need to have more and morework carried out in the factory is well documentedand includes improvements in quality, time, health &safety and now cost.

The hidden benefit is that more and more youngpeople are indicating they don’t want to work on wetand windy building sites and that going forward theneed for more factory-assembled buildings will beessential to provide our future needs.

Digitalisation It is further accepted that digitalisation is essential forso many reasons. Not only to make the sector moreefficient, by removing waste from our processes, butalso to provide asset managers with information toenable them to carry out their duties more effectively.The golden thread of information mentioned byDame Judith Hackitt.

However, I think there is another key reason why digitalisation is essential and that is because we owe itto future generations to ensure they have a digitalisedindustry in which to operate. They are growing up ina digitalised world and if we don’t offer this platformwithin construction they will vote with their feet andgo elsewhere.

Andrew Carpenter

Environment The third big agenda item is one of the environment.When I was growing up, “green issues” were consid-ered only for those who “wore sandals and ateruffage” but now are very much at the centre of ourpolitics and rightly so. This is the big-ticket subjectthat virtually the whole of society has accepted, andwe have a large part to play.

It is reported the levels of carbon dioxide emissionsfrom the UK construction industry saw an overallincrease from 8.9m metric tons in 1990 to 13mmetric tons in 2017. This amounts to approximately3% of the total carbon dioxide emissions in the UKthat year.

It is only through a totally joined-up approach, fromdesign to manufacture and through to erection, thatwe can address this situation. We must ensure thatdesigners carefully choose the products and themethods of construction they specify. Manufacturersmust ensure the very best in environmental processesand our erectors, installers and assemblers mustunderstand their responsibilities in this importantagenda item.

You will notice that all three of my reasons for beingoptimistic about change are focused on the young.We in Constructing Excellence have a group withinfor those 35 or under (or within the first five years of

their career in construction) that come together toidentify the changes they see as being essentialgoing forward. These three topics are regularly mentioned as being essential to a future vibrant UKconstruction industry.

“It is now universally agreed across thesupply chain, from client to consultantand contractor to supply chain, thatoffsite methods of construction are bothdesirable and inevitable.”

All require a collaborative culture and an integratedsupply chain. Our G4C members are the leaders oftomorrow and I’m confident they are going to make ithappen. We are at the cusp of significant change sofor those of us that have been seeking this momentfor many years we are now going to enjoy the ride! ■

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Andrew CarpenterChief ExecutiveStructural Timber Association office@structuraltimber.co.ukwww.structuraltimber.co.uk

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Accelerating the implementation ofadvanced manufacturing techniquesMartin Ganley, BRE programme director for the Construction Innovation Hub,offers his reflections on a recent roundtable looking at advanced manufacturingtechniques in the built environment sector

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As BRE’s programme director for the ConstructionInnovation Hub, I was delighted to attend arecent BRE-hosted industry roundtable on the

topic of advanced manufacturing techniques in thebuilt environment. For those not yet familiar with the Hub, it is designed to be a catalyst for change,bringing together world-class expertise from theManufacturing Technology Centre (MTC), BuildingResearch Establishment (BRE) and the Centre forDigital Built Britain (CDBB) to transform the UK construction industry.

Together we have been awarded £72m from UKResearch & Innovation’s Industrial Strategy Challenge Fund to change the way buildings andinfrastructure are designed, manufactured, integratedand connected within our built environment. With apurpose to drive collaboration to develop, commer-cialise and promote digital and manufacturing technologies for the construction sector, leading tofaster, cheaper, smarter, greener and more efficientbuildings. 

The roundtable appropriately took place at the MTCin Coventry and the question posed to the group ofindustry influencers was “How can we accelerate theimplementation of advanced manufacturing tech-niques in the built environment sector?”. This articleaims to capture the key points raised during this veryimportant debate.

Using modular, offsite construction, thousands of newhomes and buildings will be built in factories, ratherthan on-site. Sekisui House delivered 43,735 homeslast year, close to 5% of Japan’s total and during its 59years of operation, the company has built more than2.4m dwellings. The British government has set a

target to build 300,000 new homes a year by the mid-2020s. With current delivery at about 200,000,policymakers are seeking new avenues to stimulatebuilding.

“One of the things that construction doesvery, very well is it describes what itdoes. It doesn’t describe what people getfrom it particularly well.”

“Right first time” became a watchword that the UKconstruction sector would do well to learn from now.This is a sector where contractors work on an averagemargin of just 1.5%, according to the ConstructionIndex, and its products don’t always enjoy the best ofreputations – when the government surveyed thegeneral population, 60% of respondents said that,given the choice, they would rather live in an oldthan a newly built house.

The opening challenge came from Keith Waller, aseasoned professional in the UK construction world.Keith is programme director at the ConstructionInnovation Hub (CIH) and has 30 years’ experience inmajor construction and infrastructure under his belt.

Keith explained that £170m will be invested overfour years to attempt to transform the sector and£72m of that will go to the CIH. Keith said that thedevelopment of rules, standards and assurance forproducts was important and that heed would bemade of the report by Dame Judith Hackitt. Informa-tion management and the sharing of data was alsoimportant.

“But,” he said, “If we do all those things over the nextfour years and produce all the outputs that we need

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to produce without proper engagement from government and industry then nothing will change.

“Why? Well, digitally enabling manufacture isn’t ourend goal at all. As a nation, we invest around £65bneach year in our economic and social infrastructureand that’s schools, prisons, hospitals, railways, air-ports, utility airports. That’s excluding housing, that’sexcluding commercial, industrial. And that is procuredfrom a multitude of public sector departments, agencies and bodies and through regulated utilitiesand some private sector companies.

“…the first question that we always getasked when we submit any bids is ‘can youreduce the price down, it’s over budget?’Something has to give.”

“So, £65bn a year, but the question we should beasking ourselves is not how we manufacture more,or how we use data more. We should be asking ourselves how do we deliver better social, economicand environmental outcomes from that investment.How does that investment support driving productivegrowth and rebalancing the economy and decarbon-ising infrastructure and reducing the amount ofwaste, and reducing the harm that we do to peoplethrough the construction process, reduce the impactthat we have on local communities and supportbusinesses to develop and grow.

“So our focus then should be how do we deliver betteroutcomes? Our challenge at the moment is mostprocuring authorities tend to value through the lens ofinitial capital cost, and actually what we need to bedoing is understanding value through a different lens.

“One of the things that construction does very, verywell is it describes what it does. It doesn’t describewhat people get from it particularly well. So actually,we need to start changing the debate from howcheap can we build it, and how much risk as a

business are we willing to take in a very fragmentedand non-productive industry, and start trying tovalue things in a slightly different way.

“When people talk about Design for Manufactureand Assembly, or Modern Methods of Constructionor offsite construction, they are all terms that excitepeople – even ministers – but actually all they are is away of describing the capital phase of a project andnot the outcomes, not the through-life performance,not how these things can help people’s lives andbuild a better society.”

Damini Sharma, the managing director of OM group,said: “But one fundamental thing that is missing isthat sharing of knowledge, information and forwardthinking from the top level all the way through thesupply chain so that everybody, from your guys at thebottom of the supply chain and supplying the bare,basic raw materials upwards has the same knowl-edge and information and can see the future in thesame way. That’s how we’ll convince the mass market.It’s got to be at grassroots level, so it can really makea difference.”

Martin Ganley

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Just how tough things can be at ground level on abuilding site was brought home by Richard Duxbury,a senior design and build manager at Deeley Construction.

“In my experience it’s always money that leads conversation. So the projects that we tender for andwin – a lot of my work is negotiated but we do tenderwork as well – the first question that we always getasked when we submit any bids is ‘can you reducethe price down, it’s over budget?’ Something has togive. It’s simple. The products have to be reduceddown in specification in some way, shape or form,”he said.

“There is a quality issue in the industry, without ashadow of a doubt, that’s down to labour forces.”

A powerful reason, one might think, for more productive offsite manufacturing techniques to beadopted. Many around the table thought that radicaland enduring change in construction wouldn’t bedriven by the UK domestic housing sector.

“It’s likely to be driven by social infrastructure becausegovernment is such a big investor and should betaking a long-term view,” noted one participant.

It was agreed that we should focus on how we create the outcomes that people want out of thebuilt environment. Some of that is going to be aboutmaintaining the existing environment, and gettingthe sector involved in doing that, and some of it’sabout building new things.

If it’s true, said one participant, that inefficiencies inconstruction meant that every piece of material thatis delivered to a UK building site is moved four timesaround that site before being put to use and for everyhouse in the UK we send seven tonnes of waste tolandfill, then that’s another example of where offsitemanufacturing provides a better solution. Others were

concerned about the difficult challenge of balancingsupply and demand that automation could bring.

The youngest participant was Joseph Daniels of Project Etopia, a multi-award winning proptechentrepreneur.

“The problem in construction is that the policymakers,as wise and knowledgeable as they are, probably aren’tas adapted to change,” he said.

“In the 50s and 60s, you had 50 draughtsmen to abuilding. Now you can create a 20-storey building inSketch Up in less than three-and-a-half hours. Actu-ally, making more smaller spaces more flexibly is hap-pening in places like India and places like Hong Kongand Japan. We need to introduce this here becauseit’s critical for space when you’re building high rises.Unless we make that change, I feel that the industryis still going to stagnate and none of us will be able toinnovate effectively because it won’t be accepted.” ■

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Martin GanleyBRE Programme DirectorConstruction Innovation Hubwww.constructioninnovationhub.org.uk

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Offsite progression and the shifttowards modular technologyJackie Maginnis, chief executive of the Modular & PortableBuilding Association, discusses the shift away from traditionalmethods of construction towards modular technology

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The government and the wider public sector arethe biggest clients of the construction industry.Evidence shows that the government has an

important role in encouraging and facilitating theuptake of offsite manufacture. In the 2017 Budget,the Chancellor announced a “presumption in favour”of offsite construction by 2019 across suitable capitalprogrammes.

Historically, manufacturing operations have beenconsidered extensions to construction processesinstead of an integral and important part. This perception is changing. As offsite has become anincreasingly dominant force that utilises high levelsof technology, the lines between manufacturing,engineering and construction have become blurred,creating a need for new skills and redefining existing ones.

“As units are factory manufactured,stringent quality control processes can beundertaken within these well-managedenvironments.”

The more the offsite industry digitalises, the morethe industry uses technology in end-to-end processes,attracting a new cohort of skilled operatives andtechnicians.

Offsite technology offers benefits that have had ahuge positive impact on the construction industry,bringing longstanding traditional practices up to date.

The first key shift away from traditional methods isthat build processes take place in controlled factoryconditions – the far-reaching implications of thisrequire a change of mindset and approach in theconstruction industry.

Advanced offsite systems and digitaltechnology: DfMA and BIM At the core of offsite manufacture, Design for Manu-facture & Assembly (DfMA) protocols and BuildingInformation Modelling (BIM) enables optimal configu-ration of offsite solutions onsite by engaging withmultidiscipline and multi-tier suppliers from thebeginning of the design development process.

DfMA facilitates early design detail and three-dimen-sional design information, while BIM minimises therisk of errors by eliminating the time-consumingprocess of translating engineers’ information intocutting lists and assembly drawings. BIM also facilitatesthe optimising and testing of designs in virtual andpre-production environments.

Technology is ever-evolving, and the offsite industryis now exploring integrating BIM and digital designspecifications with Enterprise Resource Planning(ERP) and Material Requirement Planning (MRP)using “intelligent graphics”. This technology willpermit manufacturing simulation and visualisation,clash detection and virtual onsite assembly model-ling/programming, which can be enhanced using aug-mented and virtual reality digital developments. Digitaltechnology is as relevant to offsite manufacturingprocesses as it is to offsite design and architecture.

The optimum technology: Modular construction Offsite manufacture encompasses a variety of pan-elised and volumetric modular methods of construc-tion. At the forefront of offsite techniques, modularbuilding has had a remarkable impact on reducingcosts while increasing quality and safety measures.Having gained considerable momentum over thepast few years, modular construction makes up

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60-70% of offsite manufacture and reduces buildtimes by an impressive 50-60%.

Module selection is influenced by transportationdimensions and shipping distances. A number ofother factors are also holistically considered toachieve optimal design efficiency: module connectiondetails and quantities, installation and crane costingrates, specific site logistics, foundation/transfer deck,volumes of required materials and other service corerequirements.

The demand for customisation has led the manufac-turing industry to develop methods for adaptationduring mass production while meeting individualcustomer needs. These methods identify designparameters that can be integrated into architecturalCAD applications using Revit structures.

Design parameters include:

Customer view that controls the modular design•according to requirements.

Engineering view that constrains the module •design according to deflection, strength, windloads, fire, acoustic and building regulations.

Production view that identifies product dimensions•and transportation constraints according to factoryregulations and capacity.

Site view for assembly constraints on site according•to site layout/plans.

Benefits of modular and volumetric technology Modular technology and volumetric practices augmentthe construction industry with a multitude of benefitsthat span from greener, healthier environments tomaximised sustainability, heavily reduced costs andquick build times.

Volumetric technology allows providers to customiseany modular building to meet exacting needs andblend in with surroundings. Each individual materialcan be selected specifically for its performance char-acteristics, tailoring every inch of a modular build.Eco-friendly materials are often specified, and wasteis recycled for future projects wherever possible.

Not only this, but components are also available in arange of sizes for expansions whenever necessary.

As units are factory manufactured, stringent qualitycontrol processes can be undertaken within thesewell-managed environments. These in-house condi-tions also prevent weather from inhibiting the manu-facturing process, guaranteeing efficiency. On top ofthis, modular construction enables site work andbuilding processes to be completed simultaneously,reducing labour costs and build times.

Transportation rarely poses issues, as pre-constructed,self-contained units can be transported to virtuallyany location, ideal when new premises need to beconstructed within limited timeframes. As modules aredesigned to withstand long-distance transportationand craning onto foundations, they are structurallystronger than most traditionally constructed buildingmaterials. ■

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Jackie MaginnisChief ExecutiveModular & Portable Building AssociationTel: +44 (0)870 241 7687mpba@mpba.bizhttps://mpba.biz/

Jackie Maginnis

1. You’re not aloneWhen faced with the difficult task of pricinga construction project, many of us feel we arethe only person in the world confronting thischallenge. However, many builders faceexactly the same problem. They are all work-ing their way through, in different ways, tomuddle through and solve the same prob-lems. The complexity of pricing a building jobis somewhat complicated. There is no choiceother than to ‘guestimate’ elements of thejob and hope for the best.

However, Build Aviator’s software removesall the ambiguity. It’s accurate and detailedestimating service and software takes theguesswork out of estimating. Build Aviator’sservices do all the thinking for you – whetherit’s the software working out the calculationsor the ex-trades estimator using his expertknowledge and experience to accuratelyprice the project. So the most importantthing to remember is that you are not alone. 

2. Let people do the estimatingAfter all, your skills lie in construction.

Most builders who end up owning their ownbuilding company are highly skilled trades-men. Therefore, they get a high volume ofwork. Before they know it, they have toomuch work to handle and end up trying tohandle and manage all elements of the busi-ness but let’s face it, not all the elements willbe their area of expertise.

Most builders didn’t get to where they aretoday because of estimating, so that’s whymore and more tradesmen are choosing tolet Build Aviator be the extension of theirteam that they need. Build Aviator prices thework for you to ensure you spend more timedoing what you do best – doing the work! 

3. Customer communication is keyThe communication between the builderand the customer during a build is oftenfraught. When meeting the proposed clientfor the first time, first impressions are impor-tant and builders will feel the pressure. Youare seen as the expert so need to understandthe plans and the customer’s expectationsquickly for the construction project. A key partof the negotiation between the client and the builder is visualising what the clientwants and marrying that to a reasonable andrealistic cost.

Ensuring the quote is detailed is importantto help display all the information to theclient and prevent disputes. With Build Avi-ator’s software, it’s easy to present informa-tion to your client. The quote page is laid outsimply, using pictures to explain and toensure the information is as transparent aspossible. The software works in sections,which reflects clearly, simply and in plainEnglish. Using the software allows you toremove ambiguity and to communicate tothe customer in a detailed manner they canunderstand. The software breaks down all

Pricing a construction project:5 things I wish I’d known Speaking to one of our experts, Paul, he explains 5 things he’d wished he’d known when he wasworking in the industry…

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the costs of the build to ensure there are nohidden costs and allows the client to under-stand as clearly as possible. 

4. You can never be too organisedYou’re the professional, there is no need foryou to be put on the spot when meeting anew client. Make sure you are well prepared.Creating a checklist is always a good idea asit allows you to go through all the details ina step-by-step manner, ensuring nothing isforgotten. A checklist can be reused for everynew project. The smaller aspects of a projectcan be easily overlooked, which can lead to customer frustration because of delays inthe job. 

Build Aviator’s software makes it hard toforget anything as it quotes for every aspectof the job – down to each grain of sand.Everything is considered. All you have to dois add the dimensions in the relevant areasand the program is intelligent enough to dothe rest – as simple as that. The program isintuitive enough to prompt you to ensure youinclude all the materials and reminds you ofwhat might be needed. The programincludes question marks next to each sectionwhich, when clicked, explain everythingclearly and prevent confusion. It can adviseyou, for example, to add in measurementsthat may have omitted and prompt you to correct any mistakes. It’s continually pre-empting you and is always forward planning. 

Rachel BettsMarketing ManagerBuild Aviator Tel: 03333 321518rachel.betts@buildaviator.co.uk www.buildaviator.co.uk @buildaviatoruk

PROFILE

5. Take care to prepareThe first initial visit to the site is to scope outwhere you can and can’t work. On arrival,you pitch up and understand where you canand can’t store the equipment. Not only doesit make it easier for you and your team, itshows your client that you know what you aredoing and that you take care when working.The preparation is key so there are no surprises, mistakes or damages during aconstruction project. 

The Build Aviator program allows you to pre-plan and prepare for the initial site set-up. The program includes a section forsite set-up that allows you to alleviate anydamage. It thinks about the elements thatmay be overlooked or cost you more moneybut will be worth planning for as they will saveyou time, money and stop you damaginganything that belongs to the client. Build Aviator’s estimating service also allows forthe setting up of the site. For example, whenestimating, the estimator starts with site set-up and always allows for OSB sheets,which stop wear and tear and protectivesheets, which prevent spillage. Build Aviatorprovides you with a clear and unambiguousstatement of intent.

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“Build Aviator prices the workfor you to ensure you spendmore time doing what you dobest – doing the work!”

Modern Methods of Constructionin a reordered worldLaw firm Burges Salmon looks at how the perfect storm of sectorrestructure and the advance of Modern Methods of Construction willcombine to reshape construction procurement in 2025 and beyond

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The organisations who lead construction, including funders and developers, will havevery different roles by 2025; but it will be the

progressive changes beyond 2025 that will providethe most significant opportunity for agile organisationsto prosper.

Many aspects of our social and business lives arelikely to change radically over the next few years. Theway that we shop, work, travel and provide healthcareand education are all evolving and the test-bed projects happening now will lead to very differentbuilt infrastructure requirements.

Drawing upon our involvement right across the construction, infrastructure, development, energy,technology, government, mobility and finance sectors,we provide this look ahead to 2025 and beyond.

Big picture and big opportunity Disruption and innovation work hand-in-hand. There are two massive forces acting as a catalyst forchange in the delivery of construction projects:

The increased adoption and mainstream •use of pre-manufacture or Modern Methods ofConstruction (MMC), a “pull” factor.

The failure of the “traditional” Tier 1 contracting•model, a “push” factor.

The combination of these “push” and “pull” factors,together with the demand for increasingly creative andinnovative solutions, will take the delivery of construc-tion into new areas. Funding and investment modelswill respond and new opportunities will emerge. It is20 years since the Egan Report, but the reality is that

now is the time to deliver Rethinking Construction andmake these changes deliverable at scale.

This commentary is not about the constructionindustry. It is about how a reordered world deliversconstruction projects.

There are huge opportunities for the agile. It is notjust about data and technology, but also about howprojects are structured and funded. Those braveenough to embrace these changes head-on willthrive, while those who aim only to ride the stormwill surely fall behind.

The UK will not change in isolation. The constructionproducts market is already effectively global. Thedelivery of construction solutions, in part influencedby MMC, will become much more global.

Only when Design for Manufacture & Assemblybecomes the norm will the efficiencies of MMC befully realisable. To achieve this, changes in the skillsand training of all designers will evolve. The big winswill happen when the volume demand-side and thedelivery-side can be seen to operate together.

Brave early adopters are out there, but change atthis scale is not straightforward. Whether what happens in 2025 or beyond is seen as revolution orevolution will depend on your organisation’s creativityand agility – nothing else.

The pull factor: Modern Methods of Construction – What will the world looklike in 2025? Growth in MMC is happening at a time of marketchange and opportunity:

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An emphasis on building homes – including •renewed enthusiasm by local authorities to getback in the driving seat and “built to rent” long-termrevenue businesses.

A new retail focus on experience and delivery•more closely related to the logistics world thanever before.

Innovative ways of working that challenge an •office environment and look to widen the workingenvironment offered within the hospitality sector.

Fresh approaches to mobility of all types •including electric vehicles and the required charging infrastructure.

All of these areas stimulate projects which are furthercatalysts to change in the construction sector.

MMC is not just about offsite fabrication, althoughthat is a key driver behind the MMC revolution. MMCwill generate significant development in the culture,technology, commercial structure and funding withinthe construction industry as a whole.

Culture Existing roles and relationships as they are today willchange beyond all recognition and new businessmodels will emerge. The best of talent will work collab-oratively and we expect to see room for a real allianceculture to develop over long-term programmes.

The global nature of construction will become patentand we will see key MMC suppliers taking a stake indevelopments. As the focus moves from capital costto long-term performance and revenue, payment forconstruction services will track in the same direction.Only organisations with a fit balance sheet will beable to respond.

MMC include:

Pre-assembly of systems and elements.•

Panelised construction.•

Volumetric construction.•

Hybrid, where some elements are volumetric, with•substantial fabrication in factory.

MMC change the nature of the element at the pointof site incorporation from an individual product orraw material to a whole building sub-element,system or volume.

“The UK will not change in isolation. The construction products market isalready effectively global. The delivery ofconstruction solutions, in part influencedby MMC, will become much more global.”

MMC are challenging the way in which projects arestructured and in how project teams are remuneratedand incentivised. This will have a significant and far-reaching impact on the payment flows and riskprofile within construction.

The need for the product to be fully designed beforematerials are sourced and manufacturing commencesalongside radically different payment flows and timingswill shift the balance of power within the sector.

A project using MMC will still need efficient site-basedworks, varying in nature and extent with the extentof MMC, but the proportionate value of assemblyrather than fabrication works undertaken at site isreduced. The relative importance of the “contractor”as the main or general contractor will diminish, aswill the risk of construction, driven by site-based economics.

Technology Design for Manufacture & Assembly will be the normfor construction projects. More sophisticated designtools will develop to optimise design, not just aroundease of manufacture and site assembly, but to enablegreater granularity of the design library. BIM will

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become BIM+ as it is becomes truly integral to thedesign process and not an overlay.

Design collaboration will improve with structuredand controlled use of intellectual property. A particu-lar challenge with MMC has been that the productsof different suppliers are not interchangeable, result-ing in a need to select an MMC system earlier thanmight be commercially or functionally optimal. Wecan expect this to be addressed through enhanceduse of open source information.

Commercial structure Payment flows are completely different. MMC deliverytypically require payment for the completed elementat the point it leaves the supplier’s factory and mayrequire earlier commitment payments.

We have already seen UK projects that have put theMMC supplier at the centre; this will continue toevolve with specialist suppliers working on the samelevel as the integrator.

We can expect collaborative working with alliance-based payment of costs and overhead within profitmargin paid on a shared basis whenever the team asa whole performs.

Funding Commercial priorities are changing. In a traditionaldevelopment model, the development funder provides funding to the developer to match requireddrawdown in the design and build building contract.Payment is made for elements or proportion of workcompleted.

MMC have provided a challenge for traditional fund-ing. We are likely to see funders engage with andfund the purchase of MMC elements directly, and toencourage MMC suppliers to take some risk of inte-grators and potentially of operations to incentiviseholistic optimum management of risk. The role of thefunder’s monitor will change significantly to have lineof sight to MMC suppliers.

The Push Factor: What has gone wrong? Never has the construction sector been so vulnerableto being reconfigured and never has the opportunityto deliver construction in a better way been so clear.

The standard model whereby the owner or developerobtains debt funding from the market and thenappoints a single contractor to deliver a constructionproject on the basis of a fixed price design and buildcontract is broken.

The margin achieved by the top Tier 1 contractors hasfallen to a chronically unsustainable level: the top 25UK contractors are posting an average pre-tax marginof 0.2 per cent.

Low margin drives:

Insufficient investment in skills, research and •development.

An inability to manage risk.•

A transient labour force at all skill levels.•

A balance sheet propped up by cash management•which does not show the true state of the business.

Many Tier 1 contractors have either not had in postor have not empowered the right people to lookahead. Rather, a culture has developed that when acontractor signs a contract it bets on what the project will cost and then tries to deliver it for less.

It is increasingly irrational for any client, funder or investor to rely upon the covenant of a Tier 1 contractor.

This is not about allocating blame and indeed in manyways, clients and their funders have a responsibilityfor the current malaise with so many contract awarddecisions driven by headline price. Arguably, clients asa group have failed to properly resource their con-struction teams to look beneath a contractor’s fixed

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price bid to see how a project will be delivered andmanaged.

Funders have had a part to play in the chronic stateof the sector by taking a binary approach to the man-agement of risk; risk allocated entirely to a design andbuild contractor is seen as a risk that is not carried bythe borrower. Never has that been more false.

Change on the horizon Positive change is happening. Tier 1 contractors havebecome more discriminating within the markets inwhich they bid, the risks that they will accept and theprocurement approaches that they will engage in.Ultimate risk is not accepted in an uncapped way andgovernance processes are improving exponentially.

From a client and funder angle, the changing marketgives rise to a need to look beyond a fixed pricedesign and build option.

Large projects and MMC will see new models ofpackage contracting, taking some of the principles ofconstruction management but with individual pack-ages aggregated into logical managed groups forstages or elements of the work. There will be anaggregator of risk remunerated in a way that moreclosely reflects the success of the project.

MMC suppliers will take risk in and reward from theproject. There will be intelligent options to provide afixed price wrap for the works, but only once anagreed stage of project delivery is reached and theprices of all packages known; Design for Manufacture& Assembly will assist that.

Clients will need to know that those who constructare properly remunerated. Funders will expectclients to have clear plans to manage cost overruns.

This is not quite the end for the Tier 1 contractor ordesign and build lump sum contracting. Rather, it is atime of rebasing the way in which the process works.There will be much more supply chain involvement in

the tender or pre-construction stages. Where a Tier1 contractor “wraps” risk there will be a transparentfee for accepting that risk. Tier 1 contractors will beable to self-manage that risk but insurance optionswill emerge.

In Construction 2025, the Department for Business,Innovation & Skills outlined its ambitions for 50%faster delivery, 50% lower greenhouse gas emissions,a 50% improvement in exports and 33% lower costs- all by 2025. Five years on and this is demonstrablyunrealistic; but Rethinking Construction has started,even if it has taken 20 years to get going.

The term “contractor” is misleading. As contractorsbecome less likely to enter a contract to deliver awhole project and delivery becomes a genuinely collaborative exercise, the term “constructor” is perhaps more appropriate. ■

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Marcus HarlingPartner, Construction & EngineeringBurges SalmonTel: +44 (0)117 939 2206marcus.harling@burges-salmon.com

Maria Greener Director, Construction & EngineeringBurges SalmonTel: +44 (0)117 902 2714maris.greener@burges-salmon.com

Matthew CrossleySenior Associate, Construction & EngineeringBurges Salmon Tel: +44 (0)117 307 6944matthew.crossley@burges-salmon.comwww.burges-salmon.com

192 PROFILE

Underlining its commitment to makingthe design and construction processas efficient and collaborative as

possible, voestalpine Metsec has created anew facility on its website which will allowthe design, construction and installationteam to more easily understand and incor-porate popular, standard construction detailsfor the company’s pre-panelised buildingsystem, Metframe.

Sixty interactive 3D models have been createdand organised into two distinct areas, eachaimed at specific disciplines within the construction team, although all professionalsmay find the information useful.

As its name suggests, Metframe ArchitecturalDetails features 3D computer-generated,colour illustrations of a variety of commonconstruction details, including window andbrickwork, door in internal panel, stairwellswith concrete half and quarter landings, balconyand internal party wall with concrete floor.

Each of the 24 details in this section isdesigned to provide support for architects andother members of the design and construc-tion team. The details demonstrate the easewith which Metframe accommodates differ-ent areas of a building’s design and providea clearer understanding of how the variousbuilding elements interact with the system.

From the section’s main screen, users areable to filter the details according to theirparticular area of interest by making selec-tions from a number of predefined criteria,including fire protection, rainscreen, insula-tion, composite decking and disproportionatecollapse bar.

Thumbnail versions of the details provide aquick and easy visual key which, whenclicked, take the user to the detail itself. Here,the user can interact with the 3D illustration,zooming in and out using the scroll wheel ofa mouse and rotating the model in all threedimensions by click-holding and moving themouse in the desired direction.

The tranquilface of framing

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voestalpine Metsec PlcTel: +44 (0)121 601 6000metsec.plc@voestalpine.comwww.metsec.com

The illustration incorporates num-bered hot links, which enable the user tozoom into specific areas and explore the detailfurther. This is accompanied by a briefexplanatory text on the detail itself.

“Initial feedback on the utilityhas been very positive and weare confident that it will proveinvaluable to the design andconstruction team, addingfurther to the support thatMetsec provides.”

The screen also features a Revit downloadbutton through which users can request Revitfiles, which can be incorporated directly intotheir own design files, providing useful additional information and enhancing BIMcompliance.

Each screen also suggests a number of otherdetails related to the one being viewed andwhich may be of interest to the user.

The second section of Metframe 3D Detailsshows 36 Base Level Details. Aimed mainly atthe contractor and installer, this area isdesigned to assist with the most commonsteel to steel connections encountered duringthe installation of Metframe. Illustrationsinclude a typical panel, window detail, bricktie rules for movement joints and connectionsto different building elements such as steelbeams and concrete foundations.

As with the Archi-tectural Details section,this area of the websiteenables details to be filtered according to apredefined list, but withdifferent criteria. Here, userscan select from 23 filters, includingfloor penetrations, concrete floors, brick tiechannel, joists and balcony.

Selection and presentation of the detail ofinterest is in a consistent style to that usedfor the Architectural Details, with users ableto interact with each model in a similar fash-ion and request Revit files for incorporationinto the building’s design and constructioninformation systems.

Ben Gallimore, technical manager for Metframe and lead on the project, states:“The new Metframe 3D Details facilityexpands our support to the entire projectteam, from architects and design through tofinal installation of the Metframe system.

“The illustrative models provide a clearunderstanding of how Metframe is incorpo-rated into the most common building struc-

tures and provides clear,easy to understand details.

“In designing the system, we were alsokeenly aware of the need for projects to beBIM-compliant and enabling users to requestRevit files from the details facilitates this.

“Initial feedback on the utility has been verypositive and we are confident that it will proveinvaluable to the design and constructionteam, adding further to the support thatMetsec provides.”

Energy House 2.0: Supporting cleantech for the built environmentProfessor Will Swan and Dr Richard Fitton discuss the University of Salford’sEnergy House 2.0, a state-of-the-art research facility that will test newtechnology to help speed up the development of better, more reliable productsfor the built environment

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The University of Salford has recently announcedthe appointment of Bowmer & Kirkland as themain contractor for the delivery of the ground-

breaking Energy House 2.0 research facility. Partfunded by the European Regional Development Fundand the former HEFCE’s Catalyst fund, the facility represents a major development for the UK in thedelivery of a future, low energy built environment.

This £16m research project is the product of fouryears of work by Salford’s Energy House Laboratoriesteam, with support from the Greater ManchesterCombined Authority and industry, and it will look toopen its doors in 2021.

The building will have two large environmental chambers, covering weather conditions for morethan 95% of the world’s population. It will allow com-panies ranging from constructors, to energy compa-nies, to digital start-ups to innovate their productsand services in a number of rapidly developingglobal markets.

The University of Salford has developed a uniqueapproach to working with industry in the energy andbuildings sector, starting with the Salford EnergyHouse, which was developed in 2011. The SalfordEnergy House is a Victorian end terrace housedinside a climate-controlled lab, and represented aworld first when it was first launched.

The concept of testing energy efficiency productsunder controlled conditions was new to the industry,but they quickly understood that tests that wererepeatable and highly monitored could tell themthings about their products in a matter of weekswhen compared to the difficulties of conducting field

trials in occupied properties. Major companies andgroups such as Saint Gobain, Stelrad, Veissmann andBEAMA have worked with the team at the University ofSalford to undertake innovative research at the facility.The Salford Energy House has also attracted globalinterest from the media, with the BBC, Sky News,MSNBC and Reuters all reporting from the facility.

“While innovation sits at the heart of whatEnergy House 2.0 does, it is also backedup by a strong understanding of theresearch, as the team looks for new waysof measuring and evaluating buildingsand systems.”

Over the past eight years, the Salford team haveexpanded their skillset from looking at product andsystem efficiency to engaging with the “smart”agenda. In 2018, having worked with smart metersfor more than three years, they opened the SmartMeters Smart Homes Laboratory, providing a facilitywhere the interaction between smart meters, energystorage, car charging and smart homes technologycan all be explored.

Energy House 2.0 brings these strands of worktogether. It provides an internationally leadingresearch facility, specifically focused on working toaddress the challenges of the UK Industrial Strategy. Ithas been designed to address a number of emergingchallenges in both the energy and construction sectors.

In terms of energy, the UK is undergoing a major tran-sition. A number of trends can be seen that will affectUK consumers and businesses in the next few years.The first major issue is the electrification of heatingand transport; the end of new gas connections in 2025

| 195Offsite

and the drive towards electric vehicles means we willhave different demands on our energy infrastructureand change the way electricity is consumed. Thesecond major issue will be the growth of renewablesand storage, which is rapidly developing into a majorfinancial proposition for the domestic sector.

“The University of Salford has developeda unique approach to working withindustry in the energy and buildingssector, starting with the Salford EnergyHouse, which was developed in 2011.”

Additionally, the growth of “alternative energy vectors”,such as hydrogen and heat networks, present newchallenges for innovators.

Binding this all together is the major trend towardssmart energy consumption. The UK’s smart meterinfrastructure represents a major step in making thedelivery of new energy services possible. Demandside response, peer-to-peer trading and aggregationservices are all emerging as possibilities for UK con-sumers. In these models, the consumer is no longera passive recipient of energy, but they can generate,trade and store energy to generate income.

The recent HAVEN project undertaken by the University of Salford, Good Energy, Upside Energy

and Honda, funded by Innovate UK, estimated thesetypes of income streams might be worth up to £500per annum for some domestic consumers.

From the perspective of the construction industry,the major trend, as highlighted in Mark Farmer’sModernise or Die, is the move towards offsite con-struction, particularly in the domestic market, whereissues of skills and product quality have become amajor issue.

This requirement to innovate rapidly requires us tobe able to make good decisions and to do this weneed good data. We have to understand what workstechnically, financially and from a user perspective. A change of heating system can be challenging for aconsumer, while fundamentally changing how theybuy and use energy can be even more daunting. The role of Energy House 2.0 is to find a way to bringinnovators together to shape the future of housingand energy in way that consumers will understand.

Demonstrating new technology working at scale in arealistic context, and backing this up with robust anddetailed data, is a major step in this direction. Beingable to do this rapidly under controlled conditionsmeans that we can shorten development cycles andget better, more reliable products and services tothe market more quickly.

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While innovation sits at the heart of what EnergyHouse 2.0 does, it is also backed up by a strongunderstanding of the research, as the team looks fornew ways of measuring and evaluating buildings andsystems.

One of the major changes in Energy House 2.0 is thefocus on the occupant. The facility has been designedwith a view to allowing studies with occupants to beundertaken safely. This is an essential part of thestory of our energy future; we must place people atthe centre of it. If we want our energy transition tobe successful, we need to understand what the risksare and what protections and support we mightneed to put in place for people. This might be aboutensuring new products are better designed withoccupants in mind, to understanding how occupantsmight make the most of new energy assets such asrenewables or batteries.

Energy House 2.0 is a major investment and in 2021it will support industry in developing major potentialopportunities in delivering clean growth for the UKeconomy. The aspiration for the facility is that itbecomes a point where industry, academia, govern-ment and the third sector can come together toaddress some of the major global challenges aroundenergy consumption and the delivery of the futurebuilt environment. ■

“From the perspective of the constructionindustry, the major trend, as highlightedin Mark Farmer’s Modernise or Die, is the move towards offsite construction,particularly in the domestic market, whereissues of skills and product quality havebecome a major issue.”

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Professor Will SwanDirector of Energy House LaboratoriesUniversity of Salford School of the Built EnvironmentTel: +44 (0)161 295 2585w.c.swan@salford.ac.uk

Dr Richard Fitton Energy House Laboratories Research LeadUniversity of Salford School of the Built EnvironmentTel: +44 (0)161 295 6804r.fitton@salford.ac.ukwww.salford.ac.uk/built-environment

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2018 proved a successful year for Britliftin the offsite construction sector as anumber of new clients came on board

involved in the manufacture of modularbuildings and bathroom pods for both residential and commercial use. This hasresulted in eleven Britlift beams being used,starting in February 2019, to lift modules onto the world’s tallest modular building, 101George Street, developed by Tide Constructionand Vision Modular Systems UK in London,which will be a huge 44 storeys and 38storeys of modules across the two towers.

During the course of 2018, Britlift wasinvolved in supplying lifting equipment to 12offsite projects and secured two long-termclients using Britlift as their ‘go-to’ liftingequipment specialist.

2019 has seen a further four offsite manu-facturing projects supplied to, includingsecuring two further returning clients. Project requirements included a six-point,34-tonne complete lifting system (includingall rigging) for site use; a 25-tonneadjustable lifting frame for use with an RTG;

Britlift: The perfect lifting partnerfor modular and offsite It has been a busy period for lifting specialist Britliftas its services are in high demand in the modular andoffsite construction sectors

198 PROFILE

an eight-point, 12-tonne complete liftingsystem (including rigging); a 25-tonneadjustable lifting frame (including rigging)for use on site; 11-tonne and 12-tonne telescopic spreader beams with rigging and multiple bathroom pod lifting framesand rigging systems.

Britlift has carved a path into the offsite construction sector and has very quickly positioned itself as the number one specialistlifting equipment manufacturer to the offsiteconstruction market.

Through the experience of past projects thereisn’t much that Britlift hasn’t seen, considered,designed, manufactured or supplied inregards to lifting both modular buildings andbathroom pods, and it is this experience andexpertise that will see further projects in2019 supplied with Britlift lifting equipment.

As specialists in the sector, Britlift is your perfect partner when a system is required totake lifting stresses out of a fragile load andmake the operation safer. Britlift equipmentis designed with a vertical connection point

to the load in order to remove stresses andensure each module is lifted and installedsafely.

“During the course of 2018,Britlift was involved in sup-plying lifting equipment to 12offsite projects and securedtwo long-term clients usingBritlift as their ‘go-to’ liftingequipment specialist.”

Use the correct lifting equipment for your

Liam BottingManaging DirectorBritliftTel: 01305 236123liam@britlift.comwww.britlift.comwww.twitter.com/britlift_sales www.linkedin.com/company/britlift

PROFILE 199

specific project, make sure it is CE markedand compliant with UK lifting legislation anduse a specialist such as Britlift to design andbuild the right system that suits your projectneeds.

Is a “rigid” planning system holdingback an MMC revolution? Modern Methods of Construction offer the opportunity to rethink how homesare designed and built – and speed up delivery of much-needed properties, yetthey currently account for only a small percentage of new housing. Is a potentialrevolution being held back by an outdated planning system?

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Modern Methods of Construction (MMC)have been touted as a game-changer for adecade, yet only around 10% of new homes

are built using them, despite the UK needing millionsmore properties in the coming years.

Most analysis has previously centred on financial and technical barriers but a recently publishedreport from engineering, design and planning specialist Arup argues that the planning system is toorigid and unaccommodating to really drive forwardMMC at scale.

The case for MMC MMC, as defined by the government’s cross-industryworking group, covers a range of different technolo-gies that all use offsite manufacturing to speed upconstruction. These include timber frame systems,prefabricated pods that are incorporated within traditional builds and volumetric modular systems.

Arup’s study says MMC can achieve a number of keyplanning policy objective for housing:

Faster construction: Factory-made components•and systems are not affected by delays on site.MMC can reduce on-site construction times by asmuch as half compared to traditional bricks-and-mortar methods.

An increase in the overall number of homes: •MMC are well-suited to the traditional market, custom- and self-build homes, social housing andbuild-to-rent. An estimated 265,000 extra dwellingscould be delivered in the next 10 years if a third ofnew homes used MMC.

Market absorption rates are maintained: MMC can•offer alternative products to the market, completingthe traditional offer, rather than competing with it.It also brings increased choice and the opportunityfor more innovative designs. A common complaintabout the cyclical nature of the existing residentialsales-led model is that housebuilders drip-feedhomes to the market to help maintain price.

“There’s evidence which shows thecurrent planning system cannot deliverMMC at scale, nor does it understand theopportunities it brings.”

Meeting annual targets: The long lead-in times for•traditional housing schemes make it increasinglydifficult to meet five-year supply requirements. Asa result, councils face the penalty of the NPPF’s“presumption in favour of sustainable development”and loss of control. The faster construction andabsorption of MMC homes can help resolve this.

Variety and flexibility: The digital approach to MMC•design enables mass customisation. They offer asolution for almost every site and scale of projectbecause of the variety of systems and materialsavailable and the interchangeability of many components.

Reducing impacts on existing residents: MMC can•cut deliveries to site and disruption. They offerparticular advantages for small, restricted sites, infill sites and estate intensification.

Build quality: Precision-engineered, factory-control•production means MMC offer consistently high

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build quality, offering reassurance to the public, aswell as the opportunity to be more sustainable.

Smoothing the development managementprocess Despite the many benefits of MMC, planning delaysand planning risk are consistently cited as some ofthe biggest challenges faced by developers.

“There’s evidence which shows the current planningsystem cannot deliver MMC at scale, nor does itunderstand the opportunities it brings,” said VickyEvans, Arup’s UKMEA residential business leader.

“Developers, local authorities and Homes Englandmust now work together to change attitudes to intro-duce a streamlined planning process that supportsinnovative housebuilding.”

The calls on local planning authorities to consideradopting a “pattern book” approach, a system usedin the 18th and 19th centuries to allow architects,builders and homebuyers to share and popularisedesigns.

Within a design code, this could establish parametersfor style, daylighting/fenestration and space standards,the report argues. Implemented using a Local Development Order (LDO) could indicate the scale of development and site layout, reducing risk fordevelopers and providing more certainty over planning timescales.

Planning also has a role in ensuring and maintaininghigh design standards, the report says.

It adds that the principles of offsite construction arenot new, but have suffered from image problems,historically being seen as poor quality, low aspiration,temporary structures, which “all too often reinforcedlonger-term social mobility problems for residents”.

The successful rollout of MMC depends on thehomes they deliver being both desirable to potentialresidents and attractive to existing communities.

“In general, the public accept that more new homes

need to be built – but on the condition of high-qualitydesign,” the report said.

“Local authorities, designers and manufacturers havea responsibility to ensure this.”

Arup calls for Homes England to appoint an MMC“design champion” and for the Building Better, Building Beautiful Commission should work withdevelopers, applicants and local authorities to highlight examples of excellent design in MMC.

A shift in attitudes The report argues that a streamlined, risk-minimisingapproach will only work if there is also a shift in theattitudes of some local planning departments.

“In general, the public accept that morenew homes need to be built – but on thecondition of high-quality design.”

The advantages of a new MMC planning model willbe eroded if planning officers and councillors seek to“tweak” designs, it warns, and design decision needto be locked in early on and carried through.

While not all MMC homes have to be identical, thereis a reliance on replicable processes and makingminor amendments is not easy. This makes the valueof preapplication engagement is therefore moreimportant than ever.

There should also be training for planning officersand council members on MMC and their benefits, aswell as a pragmatic approach to local labour condi-tions being applied to planning permissions, as theefficiency of MMC is based on centralised construc-tion systems. While some on-site labour is required,MMC providers often deploy their own teams, whoare familiar with the product and can ensure qualityassurance requirements are achieved.

Harnessing digital innovation Technology such as virtual reality and BIM should beused by developers and applicants to showcase MMCproducts to address lingering historic perceptionsand encourage public support, the report says.

202 | Offsite

In addition, it calls on local authorities and developersto create a benchmark assessment tool to quicklyassess the viability of MMC proposals, review thebenefits of MMC for a particularly site and identifyplaces where they can be used.

Digital can also be used to allow buyers to customisetheir homes, supported by local authorities throughdesign codes and LDOs.

MMC can also contribute to the wider digital trans-formation of the planning system, with MMC digitaldesigns reducing the burden on planning departments,streamlining the process and speeding up decisions,the report adds.

“The success of such partnershipsdepends on tangible support for theconcept from the local authority,councillors, MPs and political leaders.”

Katie Kerr, Arup town planner and co-author of thestudy, said: “We see a future system where paper-driven planning applications are replaced withdesigns direct from digital platforms, selected by thebuyer and pre-agreed with the local council and, onceconsented, are sent straight to the production line.”

Driving the MMC revolution Partnerships will be crucial to MMC’s success andlocal authorities are well placed to lead pilot schemeson their land, the report says.

“As relatively new entrants to the housing market,they are not constrained by existing supply chains so they can flex their buying power to promote MMC,”it adds.

“The success of such partnerships depends on tangible support for the concept from the localauthority, councillors, MPs and political leaders.”

The report concludes that MMC should have a vitalrole in tackling the housing crisis and, while doing so,they can meet key planning policy objectives, such asincreasing the variety of homes and speeding updevelopment, enabling properties to be built on

brownfield or awkward sites, improving quality andreducing disruption.

“The MMC revolution is already underway,” it says.

“Now, to enable it to become widely used, all parts of the housing system need to align – and planningis a vital component of this.” ■

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . PBC TodayTel: 0843 504 4560info@pbctoday.co.ukwww.pbctoday.co.uk

The report highlights several examples of planningpolicy being used to encourage MMC.

Stratford-upon-Avon District Council The council has drawn up a development requiredsupplementary planning document (SPD), currentlysubject to public consultation, that sets out therequirements for modular development, includinghow it should comply with wider design principles.

It encourages careful consideration of externalappear and cladding to ensure it harmonises with the surrounding area and pre-applicationengagement with case officers.

Wakefield District Council In 2018, Wakefield introduced a Residential DesignGuide SPD setting out the different types of MMCand encouraging applicants to “take advantage ofthe latest technologies to improve building quality”.

Central Bedfordshire Council The council’s Local Plan 2035 sets out an aim ofhaving MMC account for 20% of all new develop-ment of the period it covers. Developers will bespecifically asked to demonstrate how they haveconsidered the use of MMC.

PROFILE 203

Offsite Expo

Offsite Expo is a new event that specialisesin offsite construction solutions and bringstogether construction professionals who aredriving change in the sector.

Education Estates

Supported by the government’s Departmentfor Education, the Education Estates eventprovides a space for decision-makers, clientsand specifiers to meet directly with manufac-turers and service providers to identify thebest building solutions.

Modular Matters

Organised in partnership with MPBA, Modular Matters is a highly focused eventdedicated to the offsite construction industry.

Throughout 2019, the MPBA will beexhibiting at offsite construction eventsacross the UK, providing an ideal

opportunity for those in need of specialistadvice, technical insight and guidance in themodular and portable building industry.

The aforementioned events are ideal for key decision-makers who could benefit frommodular building processes, including construction professionals, architects, archi-tectural technologists, designers, surveyors,engineers, facilities managers, buildingproduct manufacturers and suppliers.

Joining the MPBA offers networking opportunities with other offsite construction professionals and gain access to trainingcourses and events that constantly offer newinnovative offsite construction techniques.The association collaborates with specialisttechnical advisers to enhance innovation inthe design and manufacture of modularbuildings. These can be designed and manufactured from timber, steel or concrete,in any size and shape to meet individualclient needs while ensuring full compliancewith Building Regulations.

Through the MPBA’s industry leading research,underpinned by strategic marketing and promotion initiatives, offsite construction companies remain ever-competitive in themodular and portable building multi-billionpound industry. The association is representedon committees for BSI, LPCB-Expert Group Dand works with BRE, LABC, HSE, CLG, NHS,Cskills-CITB, LHC, CCS and the Carbon Trust.

MPBA: Raising the profile of innovativemodular building solutionsAs the single recognised voice for promoting and marketing members’products and services, the MPBA plays a key role in the connecting ofsectors in the modular and portable building industry

Get in touch to find out more about the MPBA’s exhibitions and discover how modular building can benefit your offsite construction plans.

Call: 0870 241 7687 Email: mpba@mpba.biz

Modular & Portable Buildings Association (MPBA)www.mpba.biz

THE MODULAR & PORTABLEBUILDING ASSOCIATION

The voice of the modular industry

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Founded in the 15th century, St Andrews isScotland's first university and the thirdoldest in the English speaking world.

St Andrews recently celebrated 600 years ofcontinuous existence and entered its 7th centurywith structural investment in its enduringbuilding.

The first stage of the investment called for twonew accommodation buildings for the campus.The new buildings called Powell Hall andWhitehorn Hall respectively have created 389new bedrooms for the university.

Creagh provided architectural concrete claddingfor the buildings including feature walls withetched lettering. In total, Creagh installed 695GFRC concrete pieces for both projects. GlassFibre Reinforced Concrete or GFRC (also knownas GRC) is a type of fibre-reinforced concrete.GRC consists of high-strength glass fibresembedded in a concrete matrix. Both fibres andmatrix offer a synergistic combination ofproperties that cannot be achieved with either ofthe components acting alone. The fibres providereinforcement for the matrix, increasing its tensilestrength, limiting the shrinkage and creepprocesses as well as eliminating curing crackingappearance.

For the St Andrews project, Creagh developed aproject-specific GRC mix to match both the

structural performance and aestheticsrequirements. This allowed the installation of floorto floor panels with 25mm concrete skin and nosteel rebar. Creagh’s manufacturing facility roseto the challenge of precise filigree moulding anddifferent casting techniques required for thepanels. Among the benefits of GRC: it’s reductionin thickness provides an increased cavity and/orinsulation allowance and a smaller loading to thefaçade. All of which significatively reduce thebuildings carbon footprint but providing the samedurability and resilience as traditional concrete.

Aluminium copings were also installed onWhitehorn building, a four-storey building locatedadjacent to University Hall, near to the SportsCentre and the various science buildings on theNorth Haugh.

The decision to use precast concrete systems forthe bulk of the building’s structural frame,cladding and balcony units was taken at an earlystage on the project. The brief demanded arobust finish on the building, which would limitthe amount of ongoing maintenance required.

Precast concrete is the ideal material of choicefor frame construction and cladding.

Rising to the challenge

The job itself was not without its challenges.Speaking with MMC Magazine, ContractsManager Ramon Escriva said “On the technical

side, it was a very difficult installation with most ofthe panels having no access to fixings. Wedevised a range of different solutions to providefixing points. There was also several cases withoverhung panels that required special craneagearrangements.”

Creagh Director and Co-Founder SeamusMcKeague added “We are seeing strong interestin our rapid build concrete systems becausedevelopers now understand the true value ofslashing programme times.

“Investors not only benefit from revenue gainedby the early occupation of units but, also, fromthe mobility of their capital resource. Quite simply,shorter build times mean developers cancomplete more projects with the same pot offinance.”

The brand new building offers various facilitiesfor students to use for studying and/orsocialising including, main social space, gamesroom, cinema room, private dining room, soundinsulated music room, study spaces,kitchen/lounges & a laundry room.

The new additions to the halls of residences willincrease residential space offered by theUniversity from 4,000 to 4,900 occupants, in aneffort to accommodate the increase of studentsattending the University.

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Creagh rises to thechallenge of St Andrews

St. Andrews University in Fife chose Creagh Concrete for the first stage of their £70million investment plans.

Modern Methods of Construction: Good foundations or built up too much?Ian Atkinson and Ryan Lavers of law firm Womble Bond Dickinson examine the rise ofModern Methods of Construction and whether they are having the impact predicted

206 | Offsite

For over a decade, there have been calls for theconstruction industry to adapt to changingsocietal and economic pressures and adopt

Modern Methods of Construction (MMCs). Alsoknown as smart construction, this typically meansadopting newer offsite construction techniques thatwould enable contractors to create projects at areduced cost and environmental impact.

In recent years, several companies have taken greatstrides in achieving these goals. In this article, we willlook at what changes have been made and whetherMMCs are actually having the impact that it was suggested they would. We will also go on to look atwhat considerations need to be given before enteringinto construction contracts that incorporate MMCs.

Current uses MMCs are often referred to in conjunction with theuse of modular construction methods to build partsof a project offsite and then transport them to thedesired location and assemble them together. Whilethere are other forms that MMCs can take (such asthrough the use of innovative materials, on-site manufacturing methods, smart lighting and heatingetc), the industry currently seems to be focused onimproving the effectiveness of modular constructionas the processes are already established and delivering successful outcomes.

Modular construction as an idea is not itself a“modern” one and it has taken considerable effort toshift public perception away from the old prefabricatedbuildings that spring up post-war. That perception isnow changing and we are seeing more and moreprojects adopting its use.

This is especially true in the housebuilding market,

where one recent example shows that Homes England are providing £3.4m of funding to HavantBorough Council via the government’s Local AuthorityAccelerated Construction Programme in order tospeed up the process of constructing 121 new apart-ments in Havant Town Centre through the use of offsite manufacturing.

The education sector has also realised the benefit ofmodular construction and, in particular, the signifi-cantly reduced time required to be spent on site at a“live” school.

This high-level focus on MMCs in the public sectorwill inevitably lead to an impact on private companies,with some even going so far as to suggest that therole of main contractor on larger-scale public sectorprojects (like schools) could become “redundant”through the increased efficiency that MMCs areexpected to provide.

Aecom, the global consultancy firm, has alreadydropped its plans to move into the UK contractorsector partly due to this shift in the market. Therefore,many companies across the UK are looking more attheir MMC offering to supply this increase in demandfrom the public sector, with notable examples beingStewart Milne, Mace Group and other companieswho are focusing specifically on the production ofmodular homes as a core element of their businesslike Project Etopia and 4wall.

Practical benefits & risks Ever since the government gave public backing ofMMCs in a 2005 report by the National Audit Office,MMCs have been actively promoted as a way ofworking more efficiently in the construction phase of a building project. The modular nature of this

| 207Offsite

construction method means uniformity of quality sothose projects that have begun to use MMCs shouldbenefit from having a consistent product across various sites.

Perfect for volume housebuilding, this factory-basedapproach can also make it easier for contractors totake an existing modular building and adapt it tocreate a new product with just a few tweaks to theconstruction process.

Producing parts of a building away from the site canalso help to reduce the likelihood of delays causedby bad weather, which is an oft-cited cause of dis-ruption in construction projects. This would save acontractor both time and money as works can still becarried out away from the main site.

As mentioned earlier, MMCs are not limited to theuse of modular construction and one big benefit inthe use of innovative materials is that these are oftenmore environmentally friendly. Sustainability is a veryimportant factor to consider in the constructionindustry more widely, and at a recent site visit to Portakabin we saw how organisations are looking to

drastically reduce the levels of waste materials theyproduce on-site by recycling them back into the project elsewhere.

This is not to say that MMCs come without theirrisks. The additional environmental and financial costin transporting parts of the works that have beenconstructed offsite could, in some cases, outweighthe savings that are made by adopting this approachin the first place.

Some critics also claim that the method leaves sitesat risk of being unsafe, with one notable examplebeing the fire that took place at the University ofNottingham’s new chemistry building. This was 70%complete before a large fire completely destroyedthe site and, while the university was sure that thesite met health and safety requirements, othersspeculated that the large gaps left in the structurebecause of the nature of modular constructionallowed the fire to spread much more rapidly than ifthe building was being built using traditional methods.The possibility of this increased risk to site safetycould lead to an increase in insurance premiums forthose involved in larger projects.

208 | Offsite

Considerations for legal contracts Based on the steady rise of MMCs throughout theconstruction industry, and the additional risks thatmay need to be considered as mentioned above, therewill need to be further consideration given to the con-tractual position of parties on any given project. Someissues that will need to be contemplated include:

Design – The use of offsite construction mayincrease the risk of a design not meeting theemployer’s expectations. On a traditional build, theconstruction process can be closely monitored onsite and halted or adjusted if it is not as expected.This is more difficult when the manufacture takesplace in an offsite factory.

Quality control – While in theory the modularprocess should lead to uniformity of quality, parts ofthe project will still need to be tested for defects.One defective piece could, of course, mean that allsubsequent pieces are defective. Parties should consider building the liability for these risks into theircontracts and accurately record who is responsiblefor testing and when this testing should occur (ie before or after delivery).

Payment/title – At what stage should payment bemade? Presumably this will be before completed unitsare delivered to the site but careful considerationshould be given to this point. Parties should alsoensure that there is a mechanism in their contractsthat allows for the overall employer to step in and takeownership of the component pieces or completedparts in the event a manufacturer becomes insolvent.Attention should also be paid to defining at whatpoint in the process does title for the plant and materials pass from one party to another, especiallygiven the risk of items being damaged in transit.

Errors/delays – Any errors or delays can rapidlylead to larger-scale issues when using a modularconstruction method. “Slots” in a factory would needto be pre-booked for manufacturing and it remainsto be seen how errors or variations on-site can bedealt with. There are also likely to be limited numbersof modular contractors who would be able to stepinto a project at short-notice should an initial providernot provide an expected response.

Information – Parties should consider who ownsthe project information and the BIM data (if applicable)and who will be liable for errors or faults in this areaof work.

What else needs to be done? Even though MMCs were identified as a key development for the future of UK construction bythe National Audit Office’s 2005 report, the uptakeon this was initially slow. It is only in the last fewyears that bigger strides (and larger investments)have been made towards achieving what the 2005report set out to do. It is now expected that the useof MMCs will increase rapidly as that investmentdrives further development to improve quality andlower costs. It is almost inevitable that the gapbetween construction and manufacturing will start toclose and we might finally see the changes that theconstruction industry has been crying out for. ■

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Ian AtkinsonPartnerWomble Bond DickinsonTel: +44 (0)1912 799 338ian.atkinson@wbd-uk.com

Ryan LaversSolicitorWomble Bond DickinsonTel: +44 (0)191 279 9074ryan.lavers@wbd-uk.comwww.womblebonddickinson.com

Ian Atkinson Ryan Lavers

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Specialists in the design and build of modular buildings

Ask about energy positive classrooms

...without the drama?Wernick modular versus traditional build is 50% faster.

Reduced time on-site means buildings can be installed and completed outside term time, keeping disruption to a minimum.

The journey began in August 2017, whenLesko Modular Group was foundedand privately invested in by the Pleszko

family, who brought extensive knowledgeand experience in offsite solutions. Theirmanufacturing and modular expertise span-ning over 70 years.

James Pleszko, CEO, says: “I grew up admiring my father as he made a huge success of his family business and knew Iwould work with him someday. Growing theteam at Lesko Modular has been one of mybiggest successes thus far as CEO. I am soproud of what we have achieved in undertwo years. The journey forward excites mebeyond belief.”

“Local Authorities understandit has to be private sector thatwill solve the housing crisis inthe UK. Statistics are provingthat we are falling short.”

“We originally set up to be a manufactureron behalf of partners, to build and supplytheir products to market. We quickly learnedthe frustrations in this model. As we satawaiting their sales funnel to fill, we also had first-hand knowledge of how the timeconstraints on planning could directly impactour factory and productivity.”

The solution? During this time, Lesko looked at working withland acquisition partners and development

consultants to source viable opportunities todevelop projects itself or with local develop-ers as a joint venture. Lesko Developmentswas then born very organically from this.

The first opportunity for acquisition arrived inNovember/December 2018. Planning wassubmitted in December in the North West fora scheme of 27 homes with delivery for 2020,which fit perfectly with the company’s goal tobuild 2,021 modules by 2021. Significantinvestment was made by Lesko in securingoptions and the designing of the scheme.

The pains Planning was rejected due to “requirement foradditional information” – Lesko was later torealise the information was in fact available

Is the planning system seenas torturous in the eyes of amodular developer? Lesko Modular Group talks about its journey through theplanning system as it looks to explore land acquisition anddevelopments using offsite solutions

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and the additional info could have beenobtained sooner. It was, in fact, a deadline thatwas wrongly set that delayed this opportunityfor Lesko Developments.

Lesko’s planning consultant says: “A planningcase officer is very important in the journeyand all efforts should be made to securegood relations with the local officers as tomake for a more open and seamless journey.Today’s world is very different, there are somany other required reports/investigationsthat need to be undertaken before the officercan validate the planning application. It is nowmost common to submit an acoustic/groundinvestigation/ecology/transport/drainage andpotentially more to even get the applicationvalidated.”

The journey continues While experts within councils can easily askfor additional information, it becomes timely,costly and inherently delays the journey.

Quite often, time deadlines are not realistic,so the pressure on the developer and budgetcan be quite intense, the consultant added.

To date, they have had no previous modularschemes in the city – so the scrutiny of thematerials, proposals and design of the layoutbecame apparent as time went on.

Solutions for modular and planning? There is still uncertainty due to planning offi-cers having to understand the solutions thatoffsite can bring, along with the accreditations,manufacture build guarantees and naturallythe mortgages that will support offsite.

Due to the fact that inconsistencies exist onlocal and national planning policy, this canbe really frustrating as there are too manyvariables for developers to jump hoopsthrough. More refined, clearer standardsand perhaps pre-approved designs throughoffsite standardisation could help to simplifythe planning process, as seen in Graven Hillin Bicester.

If developers could have a guarantee of a six-month process from purchase and planning

to discharge of planning conditions, which canusually take up to 12 months, offsite solutionswill really come into their own due to thetimescales of build and the turnaround/com-pletion of developments with no impact fromadverse weather conditions.

Local authorities understand it has to be private sector that will solve the housingcrisis in the UK. Statistics are proving that weare falling short.

Banks are preventing the capital flow to assistthe smaller developers. There are dozens ofgrants and schemes that may be accessiblefor smaller developers but access can becomplex and cumbersome, time-consumingand costly.

Can’t we find a way collectively as modularmanufacturers to agree standards that canbe rolled out nationally?

Lesko DevelopmentsWe may have shared some of the pains facedby Lesko in our first development purchase;however, our second development, which isin Port Talbot, Wales, was easy as 1, 2, 3.

Planning went in for one four-bedroomhome, changes to the house were requestedby the planning officer to which Leskopolitely declined, as the product design isfixed – the benefit of modular repetition for

Lesko Modular GroupTel: 01733 788 711 enquiries@leskomodular.co.uk www.leskomodular.co.uk@leskomodular

PROFILE

production! Guess what…they came backand accepted permitting approval in fourweeks – so it can be done!

Please keep an eye on Lesko Modular Groupas the groundworks for its first modularhome is to commence in September.

As the production of the home is at secondfixing stage in production, the results willsoon speak for themselves.

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When a government department launches awhite paper entitled Fixing Our BrokenHousing Market, you know there’s something

pretty serious afoot. The government’s Housing WhitePaper, published in February 2017, finally laid baresome uncomfortable new homes truths for all industrystakeholders.

We all, of course, know the problem well: the UKfaces an unprecedented shortfall, and a historicbacklog, of accessible new housing. But the question‘what can we do to mitigate this shortfall?’ is morenuanced. To begin to understand the problemclearly, we need to consider that multiple factors areat play – not least considering how new homes canbe constructed better.

Running the numbers Originally, the government’s goal was to deliver onemillion dwellings by the end of 2020; that equates toaround 200,000 new homes per annum. In 2016,this target rose to 300,000 new homes annually forthe foreseeable future (Building More Homes Report2016). The current Conservative government’s manifesto pledged to honour the one million targetand to also “deliver half a million more by the end of 2022”.

More recently, in December 2018, parliament issuedanother sobering briefing. Tackling the Undersupplyof Housing in England examines some of the key barriers and potential solutions to increasing housingstock England. It also affirmed estimates that England

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Sustainable timber: The smart, affordable,fast way to build new UK homesJeremy English, sales director for manufacturing at Södra Wood, Sweden’s largestforest-owner association, explores how timber can facilitate less expensive, moreefficient and attractive construction

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needs between 240,000 and 340,000 new homesper year. Yet in 2017-18, the total housing stock inEngland increased by just 222,000 homes: admittedlya 2% uplift on the previous year, but still an ongoingshortfall against the annual estimated need.

“Modular homes not only cutconstruction time by up to half, they alsorequire less labour and materials, whichtypically reduces cost. Because panels arefactory-built, in dry conditions, qualitycontrol is exceptional.”

Driving a change No matter how many new homes we build, if buyerscan’t afford them, the problem just gets worse.Research from the Institute of Fiscal Studies suggeststhat currently 40% of young adults cannot afford tobuy one of the cheapest homes in their area. Theproportion of 25 to 34-year-olds who own a househas dropped from 55% two decades ago to just 35% today.

Building homes faster and widening the range ofconstruction methods is one way the industry canchange this.

At the same time, the government and the house-building industry also face challenging environmentalpressures. For instance, the Committee on ClimateChange (CCC) reports that 18% of UK carbon emissionscome from buildings – mostly homes – with a further15% of emissions generated by electricity consumedin them. The ways that homes are constructed, thebuilding fabric and materials used, and the energyefficiency of the completed dwelling are now moreimportant than ever.

Timber construction is good. Sustainabletimber construction is better Building with high-quality, sustainably sourcedtimber can help combat all of the above issues. Light,versatile and sustainable, wood is both renewableand a carbon-neutral construction material.

Compared to brick and blockwork, timber constructionis faster and cleaner. Even better, responsible forestry(such as that practised by Södra) ensures a sustainablesource of material supply. A known, trusted prove-nance and slow growth cycle means all timber purchased is stronger, more durable, and has fewerknots and imperfections.

Efficient offsite manufactureOffsite manufacture and modular construction arepoised to turn UK housebuilding on its head. Fully finished, prefabricated timber frame building sections,typically with pre-insulated Structural IntegratedPanels, are created offsite in a fabrication facility andshipped to the site on demand to be fixed together.

Modular homes not only cut construction time by up to half, they also require less labour and materials,which typically reduces cost. Because panels are factory-built, in dry conditions, quality control isexceptional. Since the structural element is renewabletimber, not concrete, block or steel, the carbon footprint is dramatically reduced.

The government has already recognised theimmense potential. In a recent Budget statement,Chancellor Phillip Hammond vowed to use state purchasing power to drive the adoption of this technology in 2019.

Lower embodied energy Then there’s embodied energy. Timber offers thelowest embodied energy rating of any mainstreambuilding material. For example, a wooden floor beamrequires around 80 megajoules (mj) of energy persquare metre of floor space and emits 4kg CO2. Bycomparison, a square metre of floor space supportedby a steel beam requires 516mj and emits 40kg ofCO2, while a concrete slab floor requires 290mj andemits 27kg of CO2.

Easy to work with Unlike stone or steel-based materials, timber is light,versatile and is easy to handle, manoeuvre and

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install. Construction is typically faster, less expensiveand less disruptive. In urban and brownfield develop-ments, sites are usually quieter, calmer and cleaner.

Aesthetically pleasing The UK needs to build attractive homes that peopleactually want to live in. The versatility and inherentnatural beauty of timber speaks directly to this. Timberframing and cladding offers architects, developersand buyers free rein to design – or refine – new homescreatively and sympathetically – without breaking thebank or contradicting local planning requirements.

Timber naturally grows more slowly in colder climates,resulting in tighter growth-rings. This not only signifies stability and strength but also provides anadditional design feature. It offers a wide range ofaesthetics that give great design flexibility. It can varyin colours and texture, can be painted in any colour,waxed and varnished, carved, cut, glued and nailedor just left as it is. A timber framed building can beone of the most beautiful types of structure possible.Timber can also be clad in external materials, allowingit to complement specific local regulations and planning requirements.

A better future – home grown The construction sector has changed little fordecades – but the time for complacency is gone. The government-commissioned Farmer report in2016 concluded that, unless it changed radically, theBritish construction industry was “a dying patient”.

As the pressure to address the UK’s housing crisisrises, and margins become even tighter, developersand construction companies need to open their eyesto opportunities, efficiencies, quality improvementsand savings of sustainable timber-based constructiontechniques. ■

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Jeremy EnglishSales Director, ManufacturingSödra WoodTel: +44 (0)1285 646000www.sodra.uk

PROFILE 215

Modularize was set up in 2011 andits primary focus is to bridge thegap between architects and

manufacturers. We design new products forthe offsite market, we work with existingmanufactures to refine any processes withinthe factory, help with value engineering ofproducts, and set up new factories for manufacturers.

Alongside all of that, we implement all thebusiness systems needed, such as EnterpriseResource Planning (EPR) and Product DataManagement (PDM) – these are the systemsneeded to run a factory and allow configura-tion management for the products we design.

We see a vision of industrialised, systematicconstruction using Modern Methods of Offsite Manufacture. Our vision is reinforcedby the digitisation of the entire constructionlifecycle, from procurement and designthrough to asset and facility management.

A revised, value-driven outlook on constructionprojects will force delivery of an increasingmarket share of pre-assembled buildingcomponents manufactured in a controlledenvironment away from the construction site.

It’s in our bones to innovate change. We canonly achieve the changes needed by workingsmarter, working more collaboratively andworking with a social conscience.

How does Modularize helpcompanies within the offsitesector?As an organisation, we have MMC consultants,architects, design engineers and computer

programmers all working in-house – theytake an architectural design of a buildingfrom the viability stage through to detaileddesign applying system specific Design forManufacture and Assembly (DfMA), producingmanufacturing information packs as anoutput.

The manufacturing models that we createdrive out a full and detailed Bill of Materials(BoM). The BoM is every part in the buildingitemised with an associated costs per part,assembly and sub-assembly.

If a developer comes to us, we will work withthe architect to rationalise the buildingdesign and optimise it for offsite construction.We will then produce the manufacturingmodel and the developer can get a full pictureof the project, allowing them to understandthe optimal level of pre-assembly that suits

How Modularize bridges the gap between architects and manufacturersGaynor Tennant, CBDO of Modularize, tells PBC Todayhow they can help address the gap between architectsand manufacturers in the offsite construction sector

their project. When they go out to a tenderor manufacturer they will then be comparedlike-for-like and have a narrower spread ofcosts with more confidence and less risk.

There’s a big push in the industry for standardisation of products that can bewidely used – I think the market needs thatat the moment.

In short, we help with every stage of an off-site project. We like to call ourselves systemintegrators. That means we have all the skills,resource and knowledge in-house to helpour clients at every stage of their offsite journey.

What are the benefits of usingModularize? We enable clients so that they know theirmaterials costs upfront and we work with the

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manufacturers to ensure that what’s beingdelivered is easy to manufacture andmatched with the client’s needs.

Working this way also allows us to help thedeveloper get a better handle on their entiresupply chain because once we know all thecosts of the materials, assemblies and sub-assemblies we can combine them in different ways to deliver the project using themost efficient offsite method.

If a client says “I don’t really want to pay thatmuch” we can suggest alternative ways tovalue engineer the product or deliverysystem. We reduce wastage on the materialswithin the design process and design thebuilding with the best level of pre-assemblyand finish. We can go out to the supply chainand check which products are the best valuebased on the performance needed. All of thisallows us the control of the manufacturedparts of the project so that we can rationalise

a building to get the best fit for our clients’needs.

With a lot of time wasted in the design process within the industry, we aim to helpslash this by making the process of designingoffsite buildings more cost- and time-effectivefor a developer. It’s our role as offsite systemintegrators to help clients understand whatdifferent flavours of MMC work best andhow they can be economically deployed, notjust within the constraints of the offsite products, but within capability of each clientsexisting supply chain and business.

Our in-house software developers help us to go even further. By working alongside manufacturers or the factories we help toset-up, we can output CNC codes that drivethe machines straight from the manufacturingmodel, so there’s no need to replicate thedesign again. We also develop apps andworkflows that help streamline the designprocess from the front-end.

I suppose that you could say that coming toModularize first will give you the best chanceof getting the best solution. If you were to godirect to a manufacturer with a design thatwasn’t “modularized” then you’re alreadystarting on the back foot!

Clients Modularize has helpedin the past We’ve worked with around 80% of UK manufacturers and about 20-30% on aglobal basis. We’ve designed lightweightmodular components to be lifted by a helicopter through to pre-assembled buildingsready for transport by boats! We’ve designedevery conceivable type of offsite system youcan think of. This puts us in an excellent placeto provide experience and knowledgeableservices to our clients.

We’ve been able to help many clients under-stand what they are building and how thatbuilding goes together. We also help withunderstanding the capabilities of the vast

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range of products available within the supplychain. From component systems to panelisedand modular products, we know every nutand bolt of the design and how best toachieve economies of scope when it comesto applying Modern Methods of Construction.

The wide range of projects we’ve beeninvolved in has been truly global. From modular buildings in the Amazon through tobathroom pods and “cow-proof” light steelhouses in India, our team of engineers andconsultants have seen it all!

In the past three years our focus has beenlargely on residential applications of offsiteconstruction but recently we’ve started to seemore commercial projects coming throughagain. We’ve had the pleasure of working todevelop some of the most exciting offsite residential products the UK has ever seen.

The futureThe offsite market is going in the right direction; it’s taken a little longer than weanticipated but I don’t think that’s a badthing. It’s such a pleasure these days to nothave to educate our clients about MMC first.The level of intelligence and knowledge that

our clients have about MMC continues toimpress me.

We need a change in the constructionindustry, so our business is in the rightplace at the right time. Our experiencewill go a long way with helping our busi-ness grow and our reputation will ensurethat we stand out from the crowd.

We will remain to sit between the architects,clients and the manufacturers and give allthe value of our experience and knowledge.We will continue to provide our clients greatvalue by making sure the products are fitfor offsite and allow the manufacturers tohave designs that they know can be createdquickly and with ease, while saving themcost in their production process too.

In the next five years we want to expand ournetwork of suppliers by working with SMEmanufacturers – not forgetting working withthe larger ones too, of course. We want tohelp smaller companies compete by clusteringtogether and maximising economies of scaleon purchasing. This is where a standardisedsystem comes in: everyone can benefit fromeconomies of scale and small developers canbe contenders against the larger developers.

As an organisation we are inspired by thepower of digital collaboration, the circularand sharing economy that has driven a revolution in the way we work, plan andcommunicate. We see digital collaborationas being pivotal in the landscape of futureoffsite building providers and we intend tolead the way in that respect.

The Modularize declarationAre you an investor, developer, contractor orlocal authority looking to set up a new MMCfactory or enter the market?

The offsite construction sector is becomingincreasingly competitive. As the use ofmodular and panelised building systemsspreads around the globe, have you properly

Gaynor TennantCBDOModularizeTel: +44 (0)0330 113 1975www.modularize.co.ukwww.twitter.com/Modularizewww.linkedin.com/company/modularize-ltd/

considered how to distinguish your businessand stay ahead of the competition? Whereare the opportunities currently? Residential,student, Build to Rent, hotels? Does yourproduct meet the requirements of the market?

The best way to make any manufacturedsolution work is to match the entire productionprocess with the demand profile. That’s the same in manufactured construction.Does your manufactured building solutionmeet the real demands of the market you’retargeting?

Too often, new providers are unclear onmany of the above questions; quite simply,we help them! We understand what it takesto become a success in the offsite sector. We operate globally and have longstandingrelationships with suppliers, manufacturersand funders who share a common goal ofimproving the way we build.

On top of all the amazing design and manufacturing knowledge we have in-house,we also assist clients with their short-termand long-term strategies. If you’re looking fora route to market, advice and assistance getting your offsite projects delivered or evenneed funding for your expansion into the offsite sector, then give us a call and speakto myself or one of our talented team.

Site checking to ensurehigh-quality workWhile modern timber frame buildings are usually factory-made, asuccessful project still requires every aspect of the on-site constructionprocess to be completed to high standards of workmanship

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Site Check: The Timber Frame Pocket Guideequips site managers and other constructionprofessionals with a reliable resource to

supervising and checking subcontractors’ work.

The wiro-bound book has colour-coded sections foreach stage of the construction process and sum-marises core activities in a checklist format, concen-trating on the most important aspects needed tocomplete the construction process successfully.

Substructure Getting the location and level of the foundation rightis one of the most important parts of the process, soit is essential that the tight tolerances required areunderstood. Poorly laid and inaccurate substructurecan lead to other problems further along the buildprocess.

Sole plates Sole plates must be correctly installed. The setting outand fixing of sole plates can influence the performanceof the whole building. Therefore, accurate location, adequate bearing and specified fixing are all crucial.

Where packing under a sole plate is required, theoption used should be specified by a structural engineer. Common methods are:

Permanent structural packers under the sole plate.•

Structural grout under the sole plate.•

Materials used for levelling sole plates may not beadequate for load transfer. Full support must be pro-vided before construction proceeds beyond groundfloor wall panels.

Delivery and storage Materials should be delivered to site ‘just in time’ to minimise the likelihood of damage and ‘doublehandling’. Panels and ancillary components shouldbe checked against specification to ensure thateverything ordered has been delivered and is in asatisfactory condition.

Storage tips include:

Storing components on level bearers off the•ground, ensuring that no panels are distorted.

Covering the components loosely to protect from•moisture, while allowing ventilation.

Walls All wall panels should be square and dimensionallyaccurate before following the fixing schedule preparedfor the site. The structural engineer’s specificationshould be followed in all cases; if there is no specifica-tion provided, one should be requested. Temporarybracing should be used to maintain alignment of theassembled components. Out of square panelsshould not be used, as this can cause the overalllength of a wall to grow and could lead to wall panelsoverhanging the sole plates.

Floors In platform timber frame construction, the floorstructure forms an integral part of the building structure, providing horizontal racking resistance aswell as tying walls together. Airtightness should beenhanced by using a breathable floor zone air barrier,while floor zones should not overhang into party orexternal wall cavities or lift shaft/stair openings bymore than +/-10mm.

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Breather membrane The breather membrane protects the building fromthe weather until the cladding is complete, and alsoprovides a second line of defence against wind-drivenrain penetration throughout the life of the building. It is often pre-installed in the factory, but if appliedon-site it should also be fixed and lapped to themanufacturer’s instructions.

Roof framing There are no specific differences in the roof construction of a timber frame structure comparedto other types of construction. Any additional roofloads should be tracked down through the buildingwith extra studs. Trusses should be installed andheld down according to the structural engineer’sfixing schedule, typically with truss clips.

Cavity barriers and fire-stopping Cavity barriers restrict the spread of smoke andflames through cavities. By closing cavity edges and sub-dividing large cavity spaces in line with fire-resisting elements, they help to reduce the riskof unseen fire spread. Steel, preservative-treatedtimber, mineral wool, non-combustible board and

approved intumescent materials can all be used ascavity barriers, provided they are of adequate sizeand comply with the requirements of relevantnational standards.

Cavity barriers need to provide at least 30 minutes’fire resistance. Elements designed to performanother role – for example, a timber cladding supportbatten at least 38mm thick – may act as a cavity barrierif suitably located. Cavity barriers should, whereverpossible, be tightly fitted to a rigid construction andmechanically fixed in position. If this is not possible,fire-stopping should be used.

Fire-stopping helps to maintain the fire resistance of a fire-separating element, for example aroundservice penetrations or at junctions with other fire-resisting elements. It should be equal to or betterthan the fire resistance of the element it is installedagainst. Fire stopping materials may need reinforce-ment or support to prevent displacement in theevent of a fire.

Handover of frame Snagging of the timber frame should be carried out

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as work proceeds, to ensure the timely handover ofthe frame and speed of build. All wall panel fixingsshould be installed as wall panels are erected.

Services installation Notching and drilling of joists and studs can compromise the structural performance of thetimber frame, so guidance from joist manufacturersor British Standards should be followed. Cutting,notching or drilling the top and bottom chord ofengineered timber joists should be avoided, as thiswill weaken the floor joist.

The order of work must be considered when installingservices. Insulation and/or dry linings must not beexposed to the weather, and differential movementmust be considered internally when services rise overseveral storeys and are vertically rigid.

Insulation/vapour control layer The location and type of insulation must be suitablefor use with timber frame, and any gaps or uninsu-lated areas can reduce the thermal performance ofthe building envelope. Insulation will be specific toeach project and must be carried out according tomanufacturers’ guidance.

The durability of a structure is ensured by keepingthe timber dry. In most timber frame walls, this is

achieved through a combination of a vented cavitybetween the frame and the external cladding and aprotective breather membrane on the ‘cold’ side ofthe insulation. The vapour control layer preventsinterstitial condensation forming within the wallstructure and also significantly contributes to airtightness.

Dry lining Plasterboard wall linings help to provide fire resistanceand acoustic performance, so correct specificationand fitting is critical. Fitting should not occur until theframe is watertight and the timber has been checkedto ensure it contains less than 20% moisture. Plas-terboard should not be installed before services inwalls have been tested.

Party floors, ceilings and walls The acoustic performance of party walls and floorsdepends on both specification and workmanship,and separation of party wall leafs and floating floorperimeters are paramount. Particular care should be taken at wall/floor junctions as air paths reduceacoustic performance and can compromise fireresistance.

Air movement in party wall cavities can lead to significant heat loss and result in what is known asparty wall thermal bypass.

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Damp proof courses Damp-proof courses (DPC) prevent moisture transmis-sion by separating timber from materials that couldtransfer moisture to it. DPC cavity trays should belapped to deflect moisture away from the timber, andwindows and doors should be sealed to the timberframe via a DPC to help maintain a weathertight seal.

Cladding Providing a drained and vented cavity betweenmasonry cladding and the timber frame structure isvital to ensure the latter’s longevity. Masonry claddingshould be constructed using a coursing rod to ensurethe right levels are achieved at the openings andeaves levels. The coursing should be pre-planned toallow for a clearance between elements such aswindow sills, soffits and balcony structures for differential movement.

Other types of cladding, such as wood, lightweightrender and metal are sometimes preferable tomasonry cladding.

Roofing Labour, materials and access for roofing should beavailable in good time and the correct specificationof roof membrane, adequate ventilation and roof tileoverlap should be ensured.

Differential movement As timber dries out, its cross-section shrinks and thestructure settles, so allowances must be made forthis movement to avoid damage. Adequate gaps formovement and any compressible filler materialshould be provided between window sills, roof structures, services and self-supporting masonrycladding. Floor zone movement joints in lightweightcladding systems should be considered, as shouldplasterboard linings that span floor zones.

It is good practice to pre-load the timber framestructure with roof tiles and internal sheathing mate-rials prior to the installation of the masonry cladding,within structural limits. If this practice is adopted,specified differential movement gap sizing shouldnot be reduced.

The implications of differential movement are:

Any material or component attached to the •timber frame structure that overhangs or projectsthrough masonry cladding must have an adequategap beneath it to allow differential movement totake place, without damage to the structure or the cladding.

Differential movement is cumulative with masonry•cladding and gap sizes should increase with height.

For services and cladding supported off the timber•frame, differential movement should be detailedlocally at floor zones.

Gaps may be filled with a compressible filler, such•as an impregnated foam tape.

Vertical shrinkage can be reduced by:

Using I-joists, open web joists or super-dried •timbers.

Ensuring detailing is correct to allow for settlement.•

Ensuring adequate gaps are left to take up the•downward movement of the frame.

Keeping timbers as dry as possible.•

Good workmanship.•

Site Check: The Timber Frame Pocket Guide was prepared by TRADA and the STA, and published byBM TRADA. It is available to buy with a discount formembers at bookshop.trada.co.uk. STA membersshould contact their membership administrator orthe STA website for details.

BM TRADA offers a timber frame consultancy serviceframeCHECK – for more details visit bmtrada.com . ■

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . TRADATel: +44 (0)1494 569603publications@trada.co.uk www.trada.co.uk

The UK needs between 240,000 and300,000 new homes every year for theforeseeable future to tackle the housing

shortage. Despite this, only around 190,000are being delivered due to falling numbersof skilled workers, high costs, a materialsshortfall and a lack of government funding.

These new homes must also have a low envi-ronmental impact and tick that all-important‘affordable’ box. If they are to be affordableto live in, they must be built to maximiseenergy efficiency and reduce heating bills.

To meet these challenging targets, I believe wemust take full advantage both of timber frameand of offsite manufacturing techniques.

In Scotland, 83% of our new build homesuse timber frame, compared to just 23% inEngland. However, the market share fortimber construction in the rest of the UK issteadily rising, as more people cotton on tothe many advantages of timber frame.

Let’s start with those all-important financialbenefits. A recent independent report com-missioned by Rider Levett Bucknall showedthat timber frame was the most cost-effectivestructural solution, offering an overall costsaving of 2.8% and a programme saving of19.5%.

Timber frame homes can be built on averageeight weeks faster when compared with traditional construction methods, and builtto a higher sustainability standard, makingthem more cost-effective to live in. The ther-

mal efficiency of timber frame is legendary,providing homes that are naturally warm inwinter and cool in summer, allowing residentsto enjoy significantly lower heating bills.

As technology improves, timber frame justkeeps getting better. Advances in computerdesigned manufacturing processes are con-tinuously improving the quality of timberframe products, offering high precision jointsand better air tightness. Technology is likelyto continue to improve and offer added benefits, as manufacturers can producehigher specification timber frames that aremore durable and flexible for use on a rangeof housing projects.

Additional benefits include reduced noiselevels on building sites, and greater sound-proofing than many traditionally built homes.

Timber frame: The sustainableanswer to the housing crisisMalcolm Thomson, sales director of Scotframe, discusses offsite timberframe, fabric-first and the new Saint Gobain Multi-Comfort concept

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And of course, delivering homes under factory conditions offers a clean workingenvironment that is unaffected by weather,improves productivity and enhances qualityand safety.

So although most new homes in England andWales are still traditionally built, a shortageof site skills and the rising cost of materials,coupled with the ever-growing list of benefitsthat timber frame provides, means even thebiggest housebuilders are soon likely to startconsidering timber frame.

A fabric-first approach At Scotframe, we champion the “fabric-first”approach, which can lead to significantenergy cost savings over a home’s lifetime.This method of building prioritises insulationand airtightness over using more costly

renewable systems such as solar panels orenergy-saving technology such as smarthome gadgets.

“In Scotland, 83% of our newbuild homes use timber frame,compared to just 23% in England. However, the marketshare for timber constructionin the rest of the UK is steadilyrising, as more people cottonon to the many advantages oftimber frame.”

It sounds obvious, but a well-insulated, air-tight house is key to energy efficiency, andthis is where offsite systems really deliver.Our Val-U-Therm Plus closed panel buildingsystems are particularly effective, as theyhave insulation that is injected into thepanels offsite, which expands to fill everyspace. Up to 90% of the self-build kits wesupply use Val-U-Therm Plus, which allowsthe construction of homes that could costless than £95 a year to heat and are virtuallyzero carbon.

A fabric-first approach is generally consid-ered to be more sustainable than renewableenergy systems, as it doesn’t require theoccupant to master complicated new tech oradjust their energy consumption habits – thebuilding does the work for them. Also,

because a building’s fabric can’t be easilytampered with by occupants, it will continueto perform as intended for decades.

Healthy, sustainable homes with Saint GobainMulti-Comfort Saint-Gobain’s aim to be a world leader insustainable buildings has driven the com-pany to create the Multi-Comfort concept –a way of designing and building sustainable,healthy and comfortable homes.

The way our homes perform is important forour health and comfort. Well-designed andconstructed houses have the potential tomake us healthier and happier.

The Multi-Comfort concept starts from thecentral premise that all homes can bedesigned to:

Provide the highest levels of all-round •comfort.

Genuinely and positively contribute to•health and wellbeing.

Deliver the highest levels of energy •efficiency – saving occupants money.

Achieve the Passivhaus standard of energy•efficiency.

Malcolm Thomson Sales DirectorScotframe Timber Engineering Tel: +44 (0)1467 626823 malcolm.thomson@scotframe.co.uk www.scotframe.co.ukwww.twitter.com/scotframe www.facebook.com/scotframetimberframe/

PROFILE

Saint-Gobain believes that feeling good inyour home is about having the perfectamount of light, the proper level of sound,the ideal temperature, superb indoor airquality and outstanding energy efficiency. Atthe same time, Multi-Comfort homes aremore sustainable as they use less energy and resources and generate less pollutionand waste.

Find out more about the Saint Gobain Multi Comfort concept at https://multicom-fort.saint-gobain.com/

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The Better Timber Buildings conference returnsthis year, emboldened by its success in 2018,with a specially curated programme headlined

by two fantastic keynote speakers. Come along tothe Royal Geographical Society, London, on 27November 2019 for a concise one-day conferenceintended to both educate and inspire – empoweringarchitects, engineers, suppliers and clients to designand build better timber buildings.

TRADA is delighted to announce that Sam Elliot, TheOffice Group’s development director, and Nick Ling,Heatherwick Studio’s technical design lead, willlaunch the event. Sam will provide a client’s thought-provoking perspective, while Nick will elaborate on

the outstanding design work behind the newMaggie’s Yorkshire.

“We intend to build on the momentum created bylast year’s conference,” said Rupert Scott, TRADA’smembership and marketing manager.

“There are many reasons why we should embracetimber in construction, the most important of whichis its remarkable ability to sequester carbon, yetthere are still plenty of opportunities and issues toaddress – and rightly so.

“The Better Timber Buildings conference is TRADA’splatform to challenge preconceptions around

TRADA’s Better Timber BuildingsConference returns for 2019A one-day conference intended to educate, inspire and empower architects,engineers, suppliers and clients to design and build better timber buildings

224 | Offsite

| 225Offsite

timber, provide much-needed guidance on currentbarriers to use, and whet the appetite with sometruly outstanding timber buildings.”

“There are many reasons why we shouldembrace timber in construction, the mostimportant of which is its remarkableability to sequester carbon, yet there arestill plenty of opportunities and issues toaddress – and rightly so.”

TRADA will unite necessary discussion around thedurability and fire performance of timber with excitingforward-thinking concepts around healthy buildingsand offsite construction. Most of the speakers invitedhave undertaken methodical research in their specialty, enabling them to impart knowledge basedon empirical evidence you can trust.

Early bird tickets are now on sale until 31 August 2019.TRADA members receive additional discounts. To book,visit bettertimberbuildings2019.eventbrite.co.uk . ■

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . TRADATel: +44 (0)1494 569603advisory@trada.co.uk www.trada.co.uk

TRADA (Timber Research & Development Association) is an international membershiporganisation dedicated to inspiring and informingbest practice design, specification and use ofwood in the built environment and related fields.

We pride ourselves on providing independent,authoritative design and technical guidancethrough our website, online software, printedpublications, e-books, and our telephonehelpline.

Traditional masonry construction in brickblock or timber frame with brickworkcladding is a known quantity as far as

the durability of the outer exposed leaf isconcerned. There are European standardsfor testing the long-term performance ofmasonry units for the effects of weather.Although the standard test does not give anactual stated lifespan in years, the industryunderstands that a masonry unit with a clas-sification of F2 will have a 100-year life span.

With offsite, the external cladding can bemade up of a number of different systemsand can incorporate renders on to insulation,renders on to render carrier boards, clay brickslips, acrylic brick slips, cement fibre boardsand ship lap cladding, all of which can bemade from various materials.

Facades can be direct fixed, ventilated ordrained cavity, and manufactured from anymixture of the above materials. If a selectionof individual materials is chosen, the resultingexternal face will constitute a system that maybe made up of materials that have not beentested as a complete system. This can lead tothe materials being incompatible and resultin an underperforming or failing system. Aswell as this causing aesthetic issues, it canalso bring about water ingress and conden-sation, and ultimately, deterioration of theloadbearing frame.

Manufacturers often assume their facadewill automatically have a 60-year lifespan ifthey choose a brick slip or render that hasbeen tested and has a CE mark, along witha render carrier board that has been certified

and an adhesive or framing system. This isnot necessarily the case. The render may wellbe capable of lasting for 60 years, butwhether the render bond to the render car-rier board is compatible and able to performover 60 years needs to be proved.

Likewise, clay brick slips with a relevant guarantee, along with an adhesive and asheathing board, can be put together as theyall have their own test certificates. Again,individual performance warranties do notprovide an overall 60-year performanceguarantee, it must be proved that the mate-rials are compatible and the brick slip willstill be adhered to the adhesive and carrierboard after 10 years, and ultimately after 60years. There is a move in industry to differ-entiate from traditional build by pushing outto a 75-year classification.

There are a number of European TechnicalApprovals (ETA) that prescribe a test regime,which subjects the full system to an acceler-ated weathering test regime, including highheat and humidity, cold water soak providingthermal shock, high heat followed by freezeat low humidity and wet freeze. A full testregime with a successful outcome will give a25-plus year design life for a facade if thenormal caveats of good installation and anadequate maintenance schedule are followed.The difficulty lies in choosing the correct testregime for the system in question.

There are three test standards that cover arange of different systems: direct fixed render,framed and cladding. Many commonly usedcombinations fall outside of the scope of

The durability of offsiteconstructionLucideon discusses the test regimes and standards that coveroffsite manufactured facades and external cladding

226 PROFILE

these standards so it requires an experiencedtest laboratory to understand the method ofproving the system. After completing the testregime successfully, a desk study is requiredto ensure all ancillary components used in thesystem have their own sufficient guaranteesand system compatibility to achieve therequired 60-year warranty.

With such an expanding industry, it wouldbe easy for less diligent manufacturers toexploit the fact that there is unclear guidanceand rules for proving the long-term perfor-mance of a system subjected to weathering.

Warranty bodies are expected to sign-off mod-ules for a 60-year warranty with inadequateproduct test data instead of system data. Thislack of care may result in a ticking time bombof failed facades 10 years down the line.

Find out about Lucideon and its testing servicesfor offsite and modular buildings using thewebsite and/or contact details below.

Joanne BoothBusiness Manager – ConstructionLucideonTel: +44 (0)1782 764410joanne.booth@lucideon.comwww.lucideon.com/construction

Lucideon can help you at all stages of the design and construction process for offsite and modular buildings,

from materials selection and manufacturing to installation and verification. Our wide-ranging testing, process and

verification capabilities cover every aspect of your products, so you can create a comprehensive, reliable solution.

STRUCTURAL VERIFICATION OF PANELS.

ASSEMBLY PROCESS.

ENVIRONMENTAL FACTORS, CARBON FOOTPRINT & DURABILITY.STRUCTURAL VERIFICATION OF SYSTEMS.

INTERNAL FITTINGS ASSESSMENTS.BENCHMARKING.

FACTORY PRODUCTION CONTROL.MATERIALS CHARACTERIZATION / DEVELOPMENT.

TRANSPORTABILITY, STORAGE & INSTALLATION.

we’ll give you the knowl dge

Find out more at www.lucideon.com/pbctodayIMAGES COURTESY OF JONATHAN ENNS

— WWW.JONATHANENNS.COM

OFFSITE AND MODULAR TESTING.PROVE THE PERFORMANCE OF PRODUCTS, SYSTEMS AND BUILDINGS.

28767 Lucideon Offsite Advert v3.indd 1 26/04/2019 10:55

Building a safer future: Proposals for reforming the building safety regulatory system Ahead of the second anniversary of the Grenfell Tower fire, thegovernment published a consultation to create a radically new buildingand fire safety system that puts residents’ safety at its heart

228 | Building Control

In the wake of the Grenfell Tower disaster, the government commissioned Dame Judith Hackitt to conduct an Independent Review of Building

Regulations & Fire Safety, which concluded that thecurrent system for ensuring safety in high-rise buildings was “not fit for purpose” and no longercommanded the confidence of the public.

Building on Dame Judith’s recommendations, thegovernment has now published its proposals to fundamentally reform the system for higher risk residential buildings.

In a statement to the House of Commons, housingsecretary James Brokenshire said the consultationdocument sets out how the government will “takeforward meaningful legislative reform” focusing onfive areas of the new regime:

The scope of the new regime.•

Establishing the concept of dutyholders having•clear responsibilities throughout a building’s design, construction and occupation.

Giving residents a stronger voice and ensuring•their concerns are never ignored.

Plans for a new building safety regulator to provide•oversight of the new regime.

Strengthened enforcement and sanctions to deter•non-compliance.

Scope of the regime The government is proposing that the new regime willinitially apply to all new and existing multi-occupied

residential buildings of 18m or more, or approximatelysix storeys, broadly in line with its ban on the use ofcombustible materials brought into force last year.

Dame Judith’s recommended starting point was tocover high-rise residential buildings over 10 storeys,or 30m, but the government said many stakeholdersfelt this proposal was too narrow.

Since then, the Home Office has conducted researchinto the fire risk profiles of different building types. Itfound that the number of building fires attended byfire and rescue services has fallen by a quarter fromaround 65,000 in 2010-11 to 48,500 in December2018, with fire-related fatalities down 21% over thesame period from 273 to 216 and casualties requiringhospital treatment down 30% from 4,123 to 2,902.

The analysis indicated that buildings where peoplesleep are at greater risk of fires involving fatalities andcasualties requiring hospital treatment, and for apart-ment blocks, there were higher rates of fire as build-ing height increased. Rates of fire were considerablyhigher in apartment blocks over 18m, with 43 firesper 1,000 buildings between 18m and 30m and 366fires per 1,000 buildings 30m and above comparedwith nine fires per 1,000 buildings of any height.

In light of stakeholder responses and the Home Officeanalysis, the initial scope for the new regime is there-fore wider than Dame Judith’s proposed starting point,with the possibility that it could be extended toinclude other building types over time, such as otherblocks of flats or non-residential buildings wherepeople sleep such as hospitals, sheltered housing andprisons, “in response to our evolving understanding ofsafety risks in the built environment”.

| 229Building Control

Duthyholder regime Introducing a more stringent approach to accounta-bility over the whole lifecycle of a building was at theheart of Dame Judith’s report. Currently, duties underBuilding Regulations sit with the person undertakingbuilding work but, in practice, who fulfils those dutiesand therefore accountability is not clear.

The government’s proposals would create a systemof dutyholders, people involved in the design, con-struction and management of buildings, with clearresponsibilities at each stage of the building’s life.Some responsibilities run throughout the building’slifecycle while others only apply to particular stages.

There will be five dutyholder roles for buildings inscope during the design and construction phasewith responsibilities set out in law, drawn on theapproach of the Construction (Design & Management)Regulations 2015: Client, Principal Designer, PrincipalContractor, Designer and Contractor.

There are proposals for three “gateway” points,where the dutyholder will have to demonstrate that

they are managing building safety risks appropriatelyin order to process to the next stage of development.Gateway one would occur before planning permissionis granted, gateway two before construction beginsand gateway three before the building’s occupation.

The second part of the regime would cover occupiedbuildings, creating responsibilities and a system ofregistration and building certification. The accountableperson in occupation will be responsible for applyingfor and meeting the conditions of the building safetycertificate. Mandatory conditions of the certificatewill include engaging with and providing key informa-tion to residents and maintaining the “golden thread”of information.

The third part would focus on duties that apply acrossthe lifecycle of the building, setting out proposals for:the golden thread of information; a new mandatoryoccurrence reporting regime; and competence of keyroles in the new regime.

“The dutyholder regime will mean that for the firsttime there will be clear accountability on who owns

Continued on page 232…

Urban regeneration plays a major rolewithin the present and future direc-tion of UK’s housing landscape. From

Glasgow to London, our urban landscape is indire need of redevelopment. As an industry,it is time that we examined how urbanregeneration is perceived by the public, localauthorities and government and where insome cases we are going wrong. If we canaddress these issues, we can deliver moreaffordable, better designed houses in a moreeffective and efficient manner.

People and profitProperty is a vital factor in the way we liveand work. It’s difficult to do almost anythingin a civilised society unless you’ve got some-where to do it. Property satisfies a socialneed for housing, education, health, leisureand commerce. That’s quite straightforwardbut there is also something more complex atplay in a capitalist society. The investmentclass, who are vital to the industry, view property as a means to acquire return oninvestment.

One person’s social need is another person’sinvestment income, making property at aninteresting juxtaposition in terms of whosepriorities should trump the other. The property industry to some extent bears the burden of this responsibility. Trying tobalance the social need and achieving aprofit aren’t always compatible.

Regeneration is further complicated as youcan’t build something without the appropriateinfrastructure wrapped around it. For example, it’s not practical to build homes

where there aren’t schools, shops and leisurespace. Most importantly, there’s no point inbuilding houses that people can’t afford.These conundrums, along with stakeholderengagement, are extremely important topicsfor the sector to address.

Those who are involved in the frontline ofdevelopment will attest that the stakeholderenvironment is extremely complex. You haveto think about the local authority, which youneed planning permission from, the bank,which will finance your development, and allthe groups and sub-groups that may have asay or be affected.

In recent times, we have seen many plannedregeneration projects around London inplaces like Bermondsey and Haringey, wherenew homes and infrastructure are vitallyneeded, turned down over affordable housingquotas, local politics and perceptions aboutthe property industry.

The power of perceptionThe property sector has changed a hugeamount over the last 15 years, repositioningits offering as a valuable service meetingsociety’s needs. The trouble is, society hascarried on changing at an even faster rate.For example, social media has given a voice,power and authority to many groups andindividuals. While this is undoubtedly positive, it also presents unique challengesfor our industry in terms of communityengagement and relations.

Today, stakeholder dialogue doesn’t justinvolve district councils and borough councils

It’s time to rethinkurban regenerationKim Vernau, CEO of BLP Insurance, highlights the keypoints raised at an interactive discussion organised forindustry peers with guest speaker Liz Peace CBE

230 PROFILE

but neighbourhood forums. This createsanother layer of complexity. The town hall isno longer the main forum to air grievancesor concerns. Social media provides a platform where people can voice opinionsand cast aspersions, even if unfounded, thatcan shape the perception of a proposeddevelopment in people’s minds.

Community engagementTo achieve progress on urban regenerationprogrammes, the property industry needs toput people at the heart of what it does. Wehaven’t always thought deeply enough aboutwhat the people who will be living in ourbuildings really want and need and that’ssomething that needs to change. There is adefinite need to reach the communities thatare going to be affected by our developmentand to make the consultation process mean-ingful for them. To deliver regenerationschemes that are viable and achievable,we’ve got to start from the perspective ofwhat the people actually want.

The volume housebuilders build a certainnumber of houses at a price they know theycan sell them at, in order to achieve a certainlevel of profit margin. However, the realhousing need comes from people who can’tafford to pay prices even at the lower end ofthe scale that volume housebuilders are producing.

The quandary for society is to find the sort ofhousing that our cities’ working class canafford. People who earn below £25,000 ayear shouldn’t be excluded from the housingmarket. These people are the backbone to

the NHS, service industries and local authorityamenities. They’re providing vital servicesthat help our cities and country function andthey can’t afford to live in the housing stockwe are currently constructing.

“The trouble is, society has carried on changing at aneven faster rate. For example,social media has given a voice,power and authority to manygroups and individuals. Whilethis is undoubtedly positive, italso presents unique challengesfor our industry in terms ofcommunity engagement andrelations.”

So what are the solutions? We could have amandated affordable housing provision butwhat about the money developers have paidfor land or for sites? Ultimately, this wouldhave to be factored into the land pricing andwork its way through the system.

Alternatively, the government has to find a wayof funding a council building programmeakin to the ones rolled out after the WorldWar One and World War Two. That’s goingto mean raising taxes across the board,

something that will affect individuals andenterprise. It’s the elephant in the room butone that needs addressing.

The design dimensionWe also need to focus on improving thequality and the aesthetics of what we build.It’s not just about meeting building regula-tions, but going beyond and consideringpractical design needs of a modern familysuch as storage space. We’ve got some seri-ous thinking to do on how we can implementhigh design standards while retaining othervital factors like affordability, energy effi-ciency, environmental sustainability, as wellas all the logistical and infrastructuralrequirements such as transport and localamenities.

Innovation in funding and all the ancillaryaspects that go into development is the wayforward. There was a review of the communityinfrastructure levy a few years ago, with inter-esting conclusions that the government neveradopted. Nonetheless, we have to help thegovernment with alternative methods, lookingfor some element of value capture. You couldargue that the simple, fairer way of financingand encouraging affordable housing devel-opment would be some form of taxation. A

Kim VernauCEOBLP Insurancewww.blpinsurance.com www.twitter.com/ChooseBLP

PROFILE

permit to develop, for which everybody paysa certain percentage of the sale or rent price,definitely has potential.

Finally, creative suggestions on how to bridgethe gap between the public and privatesector are vital. Sometimes these relation-ships work but quite often public authoritiesor local authorities in particular just don’thave the resources or expertise. We, in theprivate sector, have to find ways of assistingthem, even if that means funding and sup-plementing local authorities both in terms ofmanpower and capital. To achieve genuineand impactful joint ventures, we have to persuade local authorities, which are instru-mental to the future of urban regeneration,that the property industry is genuinely thereto help them.

By coming at the problem from a slightlyoblique perspective and focusing on com-munity, quality, funding and cooperativeaction, urban regeneration can yield positiveresults for all. If these elements are executedcorrectly, it would help to build trust and takea lot of unnecessary confrontation out of thedialogue between stakeholders. Ultimately,this can create a more streamlined, efficient,and cost-effective process that delivers much-needed urban regeneration and affordablehousing.

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232 | Building Control

building risks and clear responsibilities for managingthe risks to ensure buildings are safe for residents,”Brokenshire said in his statement.

“These responsibilities, which include creating andmaintaining the digital records of a building and pro-ducing a safety case that will be approved by the newbuilding safety regulator prior to issuing a buildingsafety certificate, will be set out in law.”

Putting residents at the heart of the system The proposals aim to give residents a stronger voice and ensuring their concerns are heard andacted upon.

The government is inviting views on requiringaccountable persons to, through their building safetymanagers, to:

Proactively, rather than on request, provide resi-•dents with information in a clear and accessibleformat so that they understand the protectionsthat are in place to keep their building safe.

Provide residents with more detailed information•on building and fire safety on request.

Engage with residents through developing and •implementing a Resident Engagement Strategy.Residents would be empowered to play an effectiverole in making sure that their building is, and re-mains, safe. This includes identifying and reportinghazards that may impact on the safety of thebuilding and meeting their responsibilities to en-sure their own safety and that of their neighbours.

Address residents’ concerns about fire and •structural safety and ensure that they are resolved,with residents being able to use a clear route ofescalation if their safety concerns are not beingdealt with effectively.

In terms of information provided to residents, as aminimum requirement, it would cover:

Measures in place to mitigate potential fire and•building safety risks to residents, eg fire precautions.

How to reduce the risk of fire in individual•dwellings, eg by not storing flammable materials.

Process for reporting a fire risk and/or raising any•other safety concerns.

Procedures to follow when a fire occurs, including•for evacuation.

The different roles and responsibilities of the •accountable person, building safety manager and residents.

Key information from the Resident Engagement•Strategy, eg contact details of the accountable person and Building Safety Manager.

Examples of information a responsible person mustmake available on request could include:

Full, current and historical fire risk assessments. •

Planned maintenance and repairs schedules. •

Outcome of building safety inspection checks. •

How assets in the building are managed, eg •frequency of lift maintenance.

Details of preventative measures, eg smoke alarms. •

Fire protection measures in place, eg sprinklers,•fire extinguishers.

Information on the maintenance of fire safety •systems.

The fire strategy for the building. •

Structural assessments. •

Planned and historical changes to the building. •

Continued from page 229…

| 233Building Control

A new building safety regulator The building safety regulator will have responsibilityfor overseeing design and management of buildings,with a strong focus on ensuring the stricter regimefor buildings in scope is enforced effectively androbustly. They would oversee or undertake the functions Dame Judith earmarked for the Joint Com-petent Authority, as well as functions that she hasproposed assigned to the overarching competencybody and oversight structure.

“These responsibilities, which includecreating and maintaining the digitalrecords of a building and producing asafety case that will be approved by thenew building safety regulator prior toissuing a building safety certificate, willbe set out in law.”

However, the government is proposing that two elements of Dame Judith’s recommended regulatoryreforms should remain separate from the plannedregulator: the regulation of construction products andthe periodic review of the system. The government isproposing that the review takes place every five years.

Tougher sanctions One of the core functions of the building safety regulator will be to oversee tougher enforcementthrough a three-stage process:

Reinforcement of operating standards and provi-•sion of professional guidance through seeking toachieve compliance by informally working with thedutyholders/accountable persons, evidencing itsintervention.

Proactive intervention and monitoring, where •the above collaboration approach fails to achievethe desired outcome, or where the building safetyregulator determines that the offence in questionwarrants more serious action, it will stage interven-tions to secure compliance. Generally, this could bethrough taking action such as (but not limited to)issuing stop notices or improvement notices.

Enforcement action, where first two stages fail to•achieve compliance, the building safety regulatormoves to take enforcement action against dutyhold-ers/accountable persons. This may be through for-mal orders, penalties or by reviewing the buildingsafety certificate, which may ultimately lead to revo-cation. The building safety regulator may also decideto prosecute the dutyholders/accountable persons.

Other measures The government has already identified over 400high-rise buildings with unsafe Aluminium CompositeMaterial (ACM) cladding similar to the type used onGrenfell Tower and has made £600m available tofund the replacement of the material in the socialand private sectors.

Alongside the consultation document, the HomeOffice has launched a call for evidence on the Regu-latory Reform (Fire Safety) Order 2005 to ensure it isfit for purpose for all buildings it regulates.

It has also set up a Joint Regulators Group to developand pilot new approaches. Some of the proposals inthe consultation are being tested voluntarily by construction firms and housing associations as partof the government’s Early Adopters work, which hasincluded the launch of the Early Adopters’ BuildingSafety Charter.

The government’s consultation ran until 31 July. It will consider the feedback over the summer beforepublishing its response. ■

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . PBC TodayTel: 0843 504 4560info@pbctoday.co.ukwww.pbctoday.co.uk

For the Advantage team, the race tocreate sufficient affordable housingand the challenge it has created for

planners, councils, architects, developersand social housing experts alike is certainlyon our radar. From writing a series of blogsabout the issue on our website,www.ahci.co.uk, to working closely with thesocial housing providers for whom we provide structural warranties, to consideringhow developers must adapt to meet theneeds of ‘Generation Rent’ and assistingdevelopers in meeting tight deadlines in theparts of the country where housebuilding’sseen the sharpest rise, we’ve seen first-handhow the government’s ambitious affordablehousing targets and local council house-building initiatives have and will continue toaffect our sector.

In recent months, we’ve seen Theresa May(who we believe will be our former PrimeMinister by the time this edition of PBC Todayis out) put the emphasis firmly on quality aswell as quantity for affordable housing, statingin her speech to the Chartered Institute ofHousing conference: “I cannot defend asystem in which owners and tenants areforced to accept tiny homes with inadequatestorage, where developers feel the need tofill show homes with deceptively small furniture and where the lack of universalstandards encourages a race to the bottom.”

So clearly the government wants more housingstock that is affordable, high quality and sufficiently spacious that homeowners don’tfeel cramped. However, this will be a big askat a time when ministers are set to miss a

crucial target to build homes on public sectorland by 95,000 by the end of the decade,according to a damning report by theNational Audit Office (NAO).

The spending watchdog suggested that plans to release government-owned land for160,000 homes by 2020 are unlikely to beachieved. Auditors at the NAO claimed thatby December 2018, the government had onlyreleased land with a capacity for 38,166homes. This is expected to increase toaround 65,000 by the end of next year – 60% below the official target outlined byministers.

“The government currently does not expectto reach the 160,000 target until after 2025,”the report added.

Housing consultancy Savills also warns thatthe government will miss its target to build300,000 homes a year by the mid-2020sunless it increases grant funding for afford-able housing and stops depending on private sales.

Given the scepticism regarding the govern-ment’s much-touted target of building300,000 affordable homes a year, homeownership remains out of reach for manyyoung people in the UK. As James Topping,sales manager, wrote on behalf of Advantagein a recent issue of PBC Today: “We’re startingto feel the tangible effects of ‘GenerationRent’ – an entire age group of young peoplewho simply cannot escape serial renting.

“Statistics from 2016-17 showed that the

The challenge of creatingsufficient affordable housingIn recent years, the issue of how to create enough affordable housing to meet the UK’s current and future needs has rarely been out of the press. So structural warrantyspecialist Advantage Insurance (AHCI) has been taking a closer look at the issue

234 PROFILE

private rental sector accounted for 20% ofhouseholds in England – in other words,4.7m properties. Growth began to acceleratearound 2006-07 and is showing no sign ofabating. In fact, it is predicted that the sectorwill grow a further 24% by 2021, meaningthat one in four people will be renters ratherthan owners.”

The growth of the build-to-rent market ishelping to improve amenities for tenants andit’s an area of the housing market whichAdvantage will continue to watch with interestas it matures along with its end users.

For those seeking to build more affordablehousing, whether for rent or sale, one of thebig challenges remains the shortage of modestly priced sites available to build on,making constructing a high volume of trulyaffordable homes near to people’s work-places and key amenities difficult. And this iswhere making better use of our brownfieldsites may play an important role.

“Building on brownfield presents a fantasticopportunity to simultaneously remove localeyesores and breathe new life into areascrying out for regeneration,” said RebeccaPullinger, the Campaign to Protect Rural England’s (CPRE’s) planning campaigner toldthe Guardian earlier this year:

More than a million new homes could bebuilt on land currently sitting unused acrossEngland, according to new analysis.

“Brownfield land”, which has previouslybeen built on but is now derelict, could be

transformed into vast swathes of housingwithin the next few years.

The CPRE said such measures would regenerate rundown areas without destroyingprecious stretches of countryside to meet theUK’s housing needs.

Working on unusual or previously overlookedplots of land (including brownfield sites) isclearly one viable way of building more ofthe new housing we need. Another is to self-build. As well as working with leadingdevelopers and housing associations, theAdvantage team also works with individualself-builders, providing the most suitablecover and peace of mind while individualsbuild their dream homes. Self- and custom-build homes can provide a route into homeownership (or in some cases, a route toupsize).

We’re also seeing a rise (as it were) in tallbuildings in London, making maximum useof tight plots of land, plus innovative archi-tectural plans to make the most effective useof the space available and local councilsthroughout the country are clearly working

hard to increase their share of affordablehousing.

However, while much of the working weekat the Advantage offices is spent workingalongside the housebuilders who are buildingthe homes of the future, we’re mindful thatmore must be done to help those who’vebeen most acutely affected by the shortageof affordable housing – the 320,000 peoplewho are currently homeless in the UK(according to 2018 figures from Shelter).

Last year, we made a financial donation andalso collected essential items for theWhitechapel Centre (the leading homeless-ness charity for the Liverpool region) and wehave continued to support this importantcharity in 2019.

We’re keen to play our small part in helpingour clients and the members of our communityto put a roof over their heads, whether thatentails providing structural warranties forhigh-value developments, helping an indi-vidual to make their dream home a reality,working alongside the housing associationsthat contribute so much in the arena of

PROFILE

affordable housing or simply working alongside other businesses to help fund vitalsupport for the homeless.

We hope that by the time we revisit this topicfor PBC Today, we’ll have seen furtherprogress by local and central government,planners, developers, housing associations,charities, architects, individuals and localcommunities, all working to help make highquality, secure housing affordable to morepeople.

To speak to a member of the Advantage team aboutstructural defects insurance, please call: 0845 9003969, email: sales@ahci.co.uk or pay a visit to ourwebsite: www.ahci.co.uk.

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AHCI LimitedTel: 0845 900 3969www.ahci.co.uk

Future Building Regulations: Competence,compliance and a commitment to changeAs the industry edges ever-closer to fire safety reform, David Mowatt, chairman ofthe Smoke Control Association (SCA), discusses Building Regulation compliance andthe need for robust enforcement procedures

236 | Building Control

Though change may be on the horizon, issuessurrounding competence, compliance andenforcement have been left to fester for too

long, casting a shadow over the industry and allowinga shady minority to undermine the efforts of thosewho adhere to recognised best practice routines as amatter of course.

Past, present, future The Independent Review of the Building Regulations& Fire Safety is set to bring about much-neededreform, delivering clearer guidance on accountabilityand responsibility for building safety throughout thedesign and build stages. Time will tell how effectivethe reworked regulations will be in raising standardsbut it’s fair to say that a key part of their success willdepend heavily on punishing repeat offenders anddeterring others who may be tempted to cut cornersin order to save on costs.

The root of the problem was previously laid bare in a 2017 research paper produced on behalf of theLocal Government Association, which showed thatthe number of prosecutions actioned under theBuilding Regulations had fallen to around a quarterof the figure from 10 years earlier.

The research also showed that it cost an average of£10,750 for a local authority’s building control teamto bring the prosecution to court even though theaverage award was only £670. Equally concerningwas the disclosure that average fines were coming inat around £5,100, despite perpetrators benefiting byan estimated £12,000 even after fines had beenhanded down.

These alarming figures clearly highlighted the short-comings of the existing regulations, with courts

unable to fine offenders enough to adequately deterthem and prosecuting authorities unable to recoupthe necessary costs.

The good news is that the industry now appears tobe heading in the right direction and the proposedintroduction of a new building safety regulator,tasked with the job of ensuring that both existingand new building safety requirements are correctlyenforced, is encouraging a renewed sense of optimismamongst industry stakeholders.

“The SCA fully supports the governmentreform proposal that recommends someoneremains responsible for managing firerisks throughout the life of the building,ensuring regular maintenance on all lifesafety systems.”

Providing the regulator is given the requisite powersto take a hard line against perpetrators, both interms of criminal offence charges and monetarypenalties, the temptation to overlook regulations atthe expense of safety standards will be significantlydiminished.

As well as overseeing Building Regulation and theenforcement of safety requirements in high-risebuildings, the new regulator will be expected to offerregular advice and guidance to government andkeep an up-to-date register of those with the levelsof competency required to take on key dutyholderroles in the new system.

Manufacturers producing independently tested andfully certified products and systems have previouslyfelt let down by a lack of industry enforcement, butreform could and should make an impact here as

well. Under the government’s latest proposals, manufacturer’s responsibilities will be made clearerand products linked to safety will require clear andobvious labelling. On top of this, it is likely that therewill be minimum standards for independent assuranceschemes and use of these schemes will be stronglyencouraged.

“Providing the regulator is given therequisite powers to take a hard line againstperpetrators, both in terms of criminaloffence charges and monetary penalties,the temptation to overlook regulations atthe expense of safety standards will besignificantly diminished.”

Safe for all Due to the increasing complexity of high-rise buildingdesign, it is crucial that the safety of both residentsand firefighters is considered from the very outset.The primary objective of the smoke ventilation systemis to protect the staircase and the common circulationareas, but the performance criteria and the design ofthe system vary depending on the layout of thecommon corridor or lobby.

Extracting heat and smoke away from the staircase iscritical for safe firefighting operations as it results in arelatively clean air path for firefighters to approachthe area affected by fire. This allows firefighters toconserve the limited air in their firefighting breathingapparatus and to reduce the potential for heat stress.This also supports better conditions for rescuingcasualties or evacuating other apartments if required.It is hoped that the new regulations will encourageexceptionally high levels of competence in the designof life safety systems in high-rise residential buildings,improving conditions for residents and firefightersalike should the unthinkable happen.

David Mowatt

| 237Building Control

238 | Building Control

Campaign for change The SCA has previously taken a lead on improvingcompetency levels within the smoke controls sectorand all SCA members who install smoke control systems are now required to apply for and receiveaccreditation to a specialist third party competencescheme for smoke control systems – specifically, theIFC SDI 19 scheme. This guarantees that the companyemploys staff who are suitably skilled and experiencedin fire strategy verification, system design, installationand commissioning.

The association is also responsible for producingguidance on smoke control systems in high-risebuildings and is currently finalising updates to itspopular reference document so that designers,installers and authorities have access to vital adviceand guidance on preventing the spread of smokethrough buildings. The document includes informationon existing standards and codes of practice, includingBS EN 12101, BS9991 and BS 9999, which documentmaintenance requirements for both natural andpowered smoke control systems, advising that life-critical equipment should be included in a buildingservices maintenance schedule. The SCA fully supports

the government reform proposal that recommendssomeone remains responsible for managing fire risksthroughout the life of the building, ensuring regularmaintenance on all life safety systems.

As an association committed to raising standards,the SCA strongly believes that the industry has suffered from a clear lack of resolve when it comesto issues involving compliance and enforcement andis hopeful that the proposals stemming from DameJudith Hackitt’s independent review will go a long waytowards addressing the problem and forcing thougha lasting cultural shift. ■

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . David MowattChairman Smoke Control Associationsmokecontrol@feta.co.ukwww.feta.co.uk/associations/hevac/specialist-groups/smoke-control-association

PROFILE 239

What are BreatherMembranes? Breather membranes are sheet or liquidapplied materials that contain many verysmall holes or pores. These are large enoughto allow water vapour to pass but resist thepassage of liquid water.

What is their function? The function of breather membranes is toprovide a barrier against water penetrationfrom the outside while allowing migration ofwater vapour through the membrane frominside the building.

While being typically associated with rainscreens, their use is not always wellunderstood and they are not alwaysrequired.

When are they required? A breather membrane should be providedunless it can be established that:

Any insulation in the cavity is resistant to •wetting. For example, some closed cellfoams and mineral fibre insulation withwater repellent additives.

No water reaches the backing wall, either•directly or by migration through the insulation.

When a non-absorbent insulation is used(such as rigid foam), a breather membranemay not be required to protect the insula-tion. However, one may still be used as

an additional line of defence against waterpenetration.

Where should they bepositioned? Typically, a breather membrane would beused on the outer face of insulation withinthe rainscreen cavity to protect it from any water passing through the outer panels.In order for the breather membrane to effectively protect the insulation from wettingit is important that it is continuous across thesurface.

It is important that any penetrations due torainscreen brackets should be fully sealed.

“The function of breathermembranes is to provide a bar-rier against water penetrationfrom the outside while allow-ing migration of water vapourthrough the membrane frominside the building.”

An alternative position is on the outside faceof the sheathing board, if the dew point isin-board of the sheathing board. As this isagainst a flat surface, it’s easier to install andpenetrations due to fixings are essentiallysealed by the bracket which is attached.Depending on the type of sheathing boardsused and the sealing between adjacentboards, a breather membrane in this position may not be necessary but may stillbe specified.

Breather membranes on framed structuresPremier Guarantee’s Research and Development Surveyor,Victoria Barwood, advises on breather membranes, theirfunction, when they are required, where should they bepositioned and other recommendations

Recommendations If a breather membrane is required, there isa need to consider factors such as:

Sealing around penetrations.•

Can the material used act as an air barrier,•or is a separate air barrier required?

How the slab edge deflections are •accommodated.

How the membrane will be secured to•resist cyclic wind loading.

How the membrane will be secured•around steel edge beams.

Premier GuaranteeTel: 0800 107 8446info@premierguarantee.co.uk www.premierguarantee.comwww.twitter.com/PG_Live

All the approval you need

SOLUTIONS FOR THE PUBLIC SECTOR

Public Authority clients such as schools, hospitals and police authorities often need to exceed Building Regulation standards, meet additional criteria and achieve best practice.We have the experience and expert knowledge to help you.

Public Sector projects which have already benefitted from our involvement include the Student Union at the University of She�eldand East Park Design Centre atLoughborough University.

WORKING WITH HOUSING DEVELOPERS

Every approval you need for your development can be achieved through jhai, including SAP calculations, air pressure and sound testing in addition to our core Building Control and Fire Safety services.

We don’t just assess and inspect – our surveyors have a broad knowledge across many di�erent sectors and can o�er this experience to the design team from conception. jhai o�er volume discounts and a System Approval service for o�-site and prefabricated construction.

Our experts ensure compliance with a whole range of legislative requirements for commercial buildings. These include Fire Risk Assessments, Access Audits and Energy Performance Certificates.

We are highly experienced in the leisure and retail sectors - we understand that whenyou’re a major developer on a national roll-out you need quick decisions and ahigh level of service.

STRESS FREE COMMERCIAL PROJECTS

@jhai_ltd

jhai ltd

01308 428020 • info@jhai.co.uk • jhai.co.uk

�APPROVAL

Education & Training Accessibility Energy AssessmentsSystem Approval Fire Safety Inspections

All the approval you need

SOLUTIONS FOR THE PUBLIC SECTOR

Public Authority clients such as schools, hospitals and police authorities often need to exceed Building Regulation standards, meet additional criteria and achieve best practice.We have the experience and expert knowledge to help you.

Public Sector projects which have already benefitted from our involvement include the Student Union at the University of She�eldand East Park Design Centre atLoughborough University.

WORKING WITH HOUSING DEVELOPERS

Every approval you need for your development can be achieved through jhai, including SAP calculations, air pressure and sound testing in addition to our core Building Control and Fire Safety services.

We don’t just assess and inspect – our surveyors have a broad knowledge across many di�erent sectors and can o�er this experience to the design team from conception. jhai o�er volume discounts and a System Approval service for o�-site and prefabricated construction.

Our experts ensure compliance with a whole range of legislative requirements for commercial buildings. These include Fire Risk Assessments, Access Audits and Energy Performance Certificates.

We are highly experienced in the leisure and retail sectors - we understand that whenyou’re a major developer on a national roll-out you need quick decisions and ahigh level of service.

STRESS FREE COMMERCIAL PROJECTS

@jhai_ltd

jhai ltd

01308 428020 • info@jhai.co.uk • jhai.co.uk

�APPROVAL

Education & Training Accessibility Energy AssessmentsSystem Approval Fire Safety Inspections

The looming accessible homes crisisIt’s no secret that the UK has an ageing population who will have changing andpossibly more complex needs as they get older. Yet when it comes to housing, theprovision of even basic accessibility features is woefully low. After publishing itsrecent forecast of accessible housing, Habinteg Housing Association argues wecannot afford to ignore the issue any longer

Accessible homes are vital to enable older anddisabled people to live safely and independently.Habinteg’s recent Insight Report: A Forecast for

Accessible Homes revealed that less than half of allplanning authorities have set requirements for newhomes to meet higher accessibility standards. This iswhy Habinteg welcomes the government’s updatedplanning practice guidance, published last month, onhousing for older and disabled people, which includesadvice for councils in preparing their Local Plans.

The guidance is something Habinteg has been callingfor since it was promised as part of the Neighbour-hood Planning Act 2017. It is an important reminderto local authorities that they should be setting clear

policies to address the housing needs of disabledand older people. It also clearly reinforces the govern-ment’s expectation that planning policies make use ofthe optional technical standards set out in Part M (4)Volume 1 of building regulations since October 2015.

Habinteg’s report identified 181 local plans that wereeither adopted or drafted after the introduction ofthe optional technical standards. Within this group,81 referred to outdated standards for accessiblehomes and five plans even set requirements for aspecific percentage of new homes to be built tothose superseded standards – a situation which wehave seen can make planning conditions vulnerableto challenge by developers.

242 | Building Control

| 243Building Control

We very much hope that this new guidance willencourage those planning authorities that haven’talready done so to take action now on setting (oramending) policies to reflect the housing needs ofdisabled and older people in their area. It’s vital thatpolicies are specific and written with reference to theappropriate Building Regulations standard withoutwhich the desired outcome will be in jeopardy.

Currently only 7% of homes in England have eventhe most basic, access features so it is vital that wetake action now to plan for the needs of our wholepopulation. As a housing association with a long history providing accessible housing, we know thatsuch homes are in as high demand now as ever. Too many disabled and older people are making doin homes that are just not suitable for them.

Habinteg’s Insight report also identifies the extent towhich local authorities are addressing the lack ofaccessible homes in their planning policies. The findings revealed a worrying forecast. Of new homesdue to be built outside London by 2030, just 23% willbe built to an accessible or adaptable standard. Thereport also shows that the availability of suitablehomes is set to remain a postcode lottery, with theamount of new accessible housing planned in eachregion varying drastically from one for every 24people in Greater London to one for every 270people in West Midlands.

For wheelchair users the picture is even bleaker, withonly 1% of planned homes outside of London due tobe suitable for wheelchair users. Our researcherswere unable to identify plans for any wheelchairaccessible homes at all in the West Midlands region.

This is why it was great news for us that the then-Prime Minister spoke in June about the importance ofbetter design standards for all new homes. TheresaMay announced an important consultation onimproving the accessibility of all new homes. Anyonefamiliar with the Part M4 optional technical standardswill know that we’re not talking about grand designsfor every home. The ‘accessible and adaptable’ –M4(2) - standard that will be consulted on as the newregulatory baseline standard is purely an ordinaryhome with some thoughtful design features thatmake it easier to get around and more adaptable tothe changing needs of the household over time.

Habinteg believes that setting the M4 (2) standard asthe baseline is the only logical step to take. Creatinga national policy will establish a level playing field andmore certainty for developers. It would also allowstretched planning teams to focus attention onensuring that a sufficient number of new homes aresuitable for wheelchair users to live in. This is criticalif wheelchair users are to have their needs metregardless of location.

“Of new homes due to be built outsideLondon by 2030, just 23% will be built toan accessible or adaptable standard.”

Of course, consultations and implementation of anynew regulations takes time. So until we have a newaccessible adaptable baseline established, Habintegis looking to the Planning Inspectorate to challengeany Local Plan that fails to set specific requirementsfor the delivery of a proportion of all new homes tomeet M4(2) Category 2 and M4 (3) Category 3 stan-dards. Policy wording is robust, stating clear percent-ages for each type of accessible home. Through theCentre for Accessible Environments, we will continueto offer expert consultancy and training – ensuringthat those who are planning and building the homeshave the information they need to deliver.

We will contribute to the consultation and continueto work with disabled people to ensure the voicesand views of those in need of accessible homes are atthe centre of the government’s action on accessiblehomes. The positive outcome we hope for wouldend the accessible homes postcode lottery and givedisabled and older people a better chance of ahome that meets their needs, wherever they are inthe country. ■

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Habinteg Housing AssociationTel: +44 (0)20 7822 8700comms@habinteg.org.ukwww.habinteg.org.uk

Britain is globally renowned for its historically significant architecture.Historic England estimates that there

are as many as 500,000 listed buildings inEngland alone and Visit Britain research hasfound that the UK is ranked fourth out of 50nations in terms of attractiveness of buildingheritage. This is a significant draw for touristsand has important flow-on effects to theeconomy.

Almost every town and village has a uniquebuilding with an Edwardian, Victorian oreven Tudor twist. From churches, castles,train stations to stately homes, visitors lovethese historic structures for their stories andcharm.

Upkeep and maintenance on more than halfa million listed buildings in the country is adifficult task. As a result, many historic build-ings that are no longer in use are renovatedand updated to serve new purposes – suchas community centres, retail spaces, restau-rants or accommodation. There are benefitsto this – they make attractive premises fornew owners and ensure that these historicbuildings continue to play a role in their com-munity rather than falling into disrepair.

However, these renovation projects requirecareful consideration to preserve the build-ing’s heritage. Proper maintenance of thesestructures is paramount so that they can con-tinue to be enjoyed by future generations.This is where Peter Cox comes in. Our surveyorsand technicians are experts in the restorationand renovation of heritage buildings.

Case by caseThe history of each property is crucial tounderstand and each case must be assessedindividually before undergoing a renovationor restoration project. For example, if abuilding has an array of different periodstyles then it can create a complex restorationprocess, while other buildings may consist ofdifferent materials, owing to various repairworks that have taken place across their lifetime. Many, particularly stately homes,will have unique plaster details and ornatetimber panelling in them, which means careful consideration of the job to ensure thebuilding retains its character.

Restoring historic buildingsis in the nation’s interestRichard Walker, national technical and development manager at Peter Cox,discusses the firm’s work in rescuing historic buildings affected by damp,woodworm infestations, structural damage and more

244 PROFILE

For this reason, we have expertise in sourcingeverything from lime plasters through tolarge sectioned reclaimed timber beams andwe also have a network of skilled purposemade joinery manufacturers.

Examples of successRecently, we helped to renovate StanfordHall, an estate that dates back to 1558 – whenit was first granted to a goldsmith favouredby Queen Mary I. The hall reopened in 2018as part of the Defence & National Rehabili-tation Centre (DNRC).

Not only does the building now reflect its

Evidence of dry rot fruiting body in a roof void

original splendid state, it now accommo-dates up to 300 injured servicemen andwomen. It was all made possible with fundingof donors and the Duke of Westminster, whobought the estate in 2011.

We were asked to undertake a survey ofStanford Hall in 2014. During this initialinspection our surveyors identified dry rot inmultiple locations, including the roof voidsand the basement. We returned in early2015 with trained sniffer dogs to detect dryrot not visible due to its location in voids andbeneath floors.

Following an extensive assessment report,we were selected to help renovate the property. This included work dry rot andwoodworm treatments and a basement con-version with below ground waterproofing.Multiple timber resin splice repairs werecompleted on the main roof and structuraltimbers as the joists and beams had becomedecayed by the dry rot.

Technicians also removed and catalogued thefloorboards to inspect and remove affectedtimbers. Fungicide treatments were carriedout to areas of wood that could be pre-

served. Finally, we also sprayed the wood toprotect it against further insect attack. Treatment like this coats the surface of thewood and penetrates up to 3mm, to poisonand kill the adult beetle as it leaves thetimber and provide protection from futureinfestations and greatly reduce the risk of further damage.

Final wordsRenovation and restoration is a complex process – the type of building, its former useand its intended future use must be carefullyconsidered. With vast experience working onprojects including Buckingham Palace, theHouses of Parliament and Balmoral Hotel inEdinburgh, Peter Cox are the experts in prop-erty preservation.

As well as fungal decay treatments, Peter Coxcan help with problems such as rising andpenetrating damp, woodworm infestations,structural repairs and basement waterproofing.

Whether you own a listed building in needof restoration, or a property in disrepair, getin touch by calling 0808 1208 737 to book aspecialist survey and we will be able toadvise you on any work that may need doing.

Peter Cox LtdTel: 0808 1208737www.petercox.com

PROFILE

Peter Cox has branches and local qualifiedsurveyors throughout the UK, and work carried out will come with a long term guarantee, up to 20 years for some services.

Peter Cox are a member of the Property Care Association (PCA), British StructuralWaterproofing Association and are Trust-mark, Constructionline and Safecontractorapproved.

245

Stanford Hall Defence Medical Rehabilitation Centre (DMRC), Nottinghamshire

Preventing homes from overheatingMartin Twamley, UK technical manager at Steico, examines the factorsbehind overheating in housing and how the risks can be reduced

246 | Building Control

The way we design our homes is changing.We’re beginning to make better use of ourliving spaces, converting attic rooms into

bedrooms and creating top-floor living rooms withvaulted ceilings.

There are many ways in which our homes canabsorb heat from the external environment duringperiods of hot weather. However, too much of thissolar gain can cause overheating.

Alongside windows and walls, the roof of any homeis a very large solar thermal collector so it will absorblarge amounts of heat during warmer spells. As heatrises, solar gain from windows and walls will rise andcollect in the higher living spaces of a home. It cantherefore be difficult to keep these spaces cool whenthe weather is warm.

Overheating in the UKOf course, overheating is less of a concern in the UK than in other, traditionally hotter climates. However, despite the view that the UK doesn’t havehot weather, we are not immune to heatwaves –Summer 2018, for example, recorded months ofconsistently high temperatures which greatly influ-enced the internal temperatures of our buildings.

Overheating is a commonly overlooked problem andits prevention should be directly addressed andaccounted for in building design.

Heat transfer from the external environmentThe heat your home experiences from the sun willvary throughout each day. This variation is known as‘periodic heat flow’ and can influence a building’s‘decrement delay’ – the time lag for heat to passthrough a building’s envelope and influence its internal environment.

At around midday, your home’s solar gain will be atits highest. A higher decrement delay will mean thatheat transfer at this point will be delayed for a longerperiod of time, penetrating the building’s envelope ata later point in the day when the external temperatureis cooler and natural ventilation of the building cantake place. Generally, a 12-hour decrement delayprovides the optimum solution.

Insulation materials and decrement delayYour building’s insulation has two main functions – toretain heat in colder periods of weather and to keepyour home cool in periods of warmer weather.

How you choose to insulate your building has a largeeffect on its decrement delay and risk of overheating.We often choose our insulation based on a combinationof their thickness and U-Values.

For a long period of time, the UK construction industrydefaulted to using synthetic insulation materialssuch as polystyrene or mineral wool. Due to theirrespective mix of density and specific heat capacities,their decrement capabilities are relatively low. Thisleads to thinner sections of insulation sitting on theroof of buildings, which have little thermal mass andno capacity to buffer heat transfer. This causes anincreased risk of overheating.

But as we’re beginning to think more carefully aboutthe influence our buildings can have on our physicaland mental health and the health of the surroundingenvironment, the industry is moving to favour morenatural building materials.

Natural insulation materials such as wood fibre havecomparatively low levels of diffusivity (heat transfer)than synthetic materials. This means the materials canhelp to moderate a building’s internal temperature.

| 247Building Control

It is important to note that two materials with thesame U-Values can have significantly different decrement capabilities. The density and thermalcapacity of insulation materials is a vital influencerof a building’s decrement delay and ultimately itsrisk of overheating.

Wood fibre insulation materials have an especiallyhigh density – this is key to summer heat protectionas this greater mass acts as a more effective heatbuffer. This buffer leads to a higher decrement delayand a ‘phase shift’ – the difference in time betweenthe highest external temperature and the highestinternal temperature.

Measuring heat transfer – thermal diffusivityThermal diffusivity is the rate of the transfer of heatof a material from the warm side to the cooler side.In this scenario, the passing of heat from the externalenvironment to the inside of the building’s envelope.

The thermal diffusivity of a material can be calculatedby dividing its thermal conductivity (the rate at whichheat passes through the material) by the specific heatcapacity (the heat required to raise the temperatureof the material by a given amount) multiplied by thedensity of the material.

Thermal diffusivity = thermal conductivity/(specific heat capacity x density)

A material with high thermal diffusivity will conductheat quickly, causing the decrement delay to be low.Therefore, to reduce the risk of overheating, a natu-ral material with a low thermal diffusivity such aswood fibre is more effective.

Health and comfort or overheating? The decision rests with youOverheating should be acknowledged as a commonproblem and planned for at the design stage ofbuilding. This shouldn’t be an afterthought once aheatwave occurs.

There are a number of reasons why a building mightoverheat but we can reduce the risk of this occurringby using materials that act to buffer heat and preventits rapid transfer into the building’s envelope. Timberframe and lightweight structures – eg the roof on abrick or masonry home – will benefit greatly fromthis design approach.

A building that carries a decreased risk of overheatingis a healthy building which generates a more comfortable internal environment for its occupants.However, existing Building Regulations in the UK donot have a minimum standard for decrement delayso the decision to design with overheating in mindrests solely with you. ■

Do you want to show your commitment to buildinghealthy buildings? Sign up to the healthy buildingnewsfeed today at www.steico.com/en/news/campaign/ .

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Martin TwamleyUK Technical ManagerSteicoTel: +44 (0)1727 515 120www.steico.com/en/

The building industry produces a vastamount of construction waste. Thereare many different materials, most in

massive quantities, and this means there areplenty of opportunities for businesses in thesector to increase the amount of waste theyreuse or recycle.

The benefits of construction waste recyclingare widespread for both profits and theplanet. It reduces disposal costs and carbonemissions and helps companies comply withenvironmental legislation and restrictions onwhat can be sent to landfill.

The following types of construction wastecould all be incorporated into new buildingprojects:

Glass.•Plasterboard.•Plastics.•Wood.•Aggregates.•Paper.•Compost.•Rubber.•Cement replacement.•

Here we look at some of the waste in theconstruction industry and how it can be recy-cled and reused.

Bricks and blocks With a lifespan of more than 200 years, con-struction waste such as bricks and blockshave many uses. Undamaged, they can be

reused for new developments but evenwhen damaged during unloading, cutting orstorage they can be used in landscaping tomake aggregate or sports surfaces such astennis courts, and to produce new bricks andblocks.

“Environmental responsibilityis essential for success in theconstruction industry and atPremier Guarantee® we takegreat pride in supportingclients and partners to be asresourceful and responsibleas possible.”

There are some limitations on using recycledbricks and blocks, such as when they have

Making the most of recycledconstruction wasteConstruction produces large amounts of waste brick, glass,wood and plastic – but much of it could be put back to use

248 PROFILE

been contaminated by other constructionwaste, such as plasterboard, and they canalso be difficult and costly to clean.

Glass Most glass waste in the construction industryis produced by demolition and refurbish-ment projects. Recovered glass can bereused in decorative materials, insulationand abrasives and as a fluxing agent in themanufacture of bricks and ceramics. Thedownside is glass extraction, recovery andtransportation can be expensive.

Wood Most types of timber can be recycled. Wastein the construction industry tends to bemostly from pallets and crates; beams,

window and doorframes; doors and floor-boards; fencing and panelling. Althoughmost wood is reclaimable and recyclable andcan be chipped for other uses, apart fromchipboard which contains too much glue,there is very low profitability and a limitedmarketplace.

Plastic In the construction industry, plastic is mainlyused in pipework, insulation, window frames,wall coverings and flooring. However, the mainsource of construction waste is packaging fromover-ordering, cut-offs and site workers’ foodpackaging. A range of plastics can be recycledincluding polystyrene, PVC and polypropylenebut there are barriers to recycling plastic, especially the related financial costs.

PROFILE

Environmental responsibility is essential forsuccess in the construction industry and atPremier Guarantee® we take great pride insupporting clients and partners to be asresourceful and responsible as possible.

“The benefits of constructionwaste recycling are widespreadfor both profits and the planet.It reduces disposal costs and carbon emissions andhelps companies comply withenvironmental legislation andrestrictions on what can besent to landfill.”

249

Premier GuaranteeTel: 0800 107 8446info@premierguarantee.co.uk www.premierguarantee.comwww.twitter.com/PG_Live

Stronger and broader trainingin the fire safety industry Ian Moore, chief executive of the Fire Industry Association, discusses itsefforts in raising the bar for professionalism in the fire safety industry

250 | Building Control

Six years ago, the FIA went down the path ofsetting up an OFQUAL registered AwardingOrganisation (FIA AO) to offer qualifications in

fire detection and alarm systems (with other areas tocome at a later date). This was undertaken to complywith our members’ request as part of raising the baron professionalism in the fire safety industry.

“Following the Grenfell tragedy, theDame Judith Hackitt report used the word“competency” 152 times in her report – it’sclearly an issue. The work is now how to“define” competency in all areas and wehave a headstart with our qualifications.”

Stronger and broader training – not just a one-daycourse but a multi-day syllabus that covers all neces-sary subjects culminating with a strictly invigilatedexamination awarding nationally recognised Level 3qualifications to the successful candidates. Level 3 issignificantly higher than anything ever offered but is inline with the requirements of EN16763, which states aLevel 3 qualification is required (for unsupervisedworks on site and a level we believe will be mandatedonce the full effect of the Hackitt Review is felt).

One of the decisions we had to make was whether tocontinue to deliver the same Unit One courses, whicheveryone was really happy with and thousands ofpeople a year passed these exams (and, to be honest,a great source of revenue for the FIA).

Although a strong syllabus and accepted by theindustry as the best course at the time, it was time toraise the bar as requested. I state this as the FIA hasbeen accused of making the courses longer (andtherefore more expensive) and making it deliberatelydifficult to pass – meaning more fees for a resit. This

is simply not true – the FIA is a not-for-profit organi-sation that reinvests profit into research projectsbased on improving life safety from fire for the public.

Following the Grenfell tragedy, the Dame JudithHackitt report used the word “competency” 152 timesin her report – it’s clearly an issue. The work is nowhow to “define” competency in all areas and we havea headstart with our qualifications.

Now the problem: we are trying to get learners to takethese courses and examinations (foundation followedby discipline specific ie design, install, commission andmaintain) seriously by investing the time and effortprior to and during the training course.

Ian Moore

| 251Building Control

We have invested heavily into preparing and offering access courses (for foundation currently and maintainer shortly), reading materials, learningvideos etc. to bring the level up pre-course to givethe learners (even experienced people who werelooking for “grandfather rights”) every chance ofpassing. The problem is that that message is not getting through and most are totally unprepared,leading to an inevitable failure.

On our side, we are working on your “Return onInvestment”. By trying to get government and indus-try to accept that this is the minimum qualificationsto be working on life safety systems independentlyand this may well happen following the work comingout of the Hackitt Review (as mentioned previously).In addition, we are working on a “statutory defence”for anyone using suitably qualified people and companies.

We recommend that you put learners on the AccessCourse if they need extra support or as a steppingstone before attempting the qualification module.

These are in the style of the old units of training and an FIA certificate of attendance will be provided.Encourage the people you send on all courses totake advantage of the pre-course learning materials,ensure they have the time to learn overnight duringthe course and let them know that we have proventhat the harder you work leading up to and duringthe training, the better chance you have of passingand becoming an asset to your company. ■

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Ian MooreChief ExecutiveFire Industry Association Tel: +44 (0)20 3166 5002info@fia.uk.comwww.fia.uk.com

“…the FIA is a not-for-profitorganisation that reinvests profit intoresearch projects based on improvinglife safety from fire for the public.”

Any person carrying out a building project that aims to createsomething new, or extend an existing building, has to complywith the following Building Regulations.

Building Regulations

CLICK on the links below for the full documents:

Part A – StructureBuilding regulation in England covering the structural elements of a building.This edition covers the loadings on a building, and the construction of the structural elements including thefoundations, walls, floors, roofs and chimneys.

Part B – Fire safetyBuilding regulation in England covering fire safety matters within and around buildings.Building regulations for fire safety in residential homes, including new and existing dwellings, flats, residentialaccommodation, schools, colleges and offices.

Part C – Site preparation and resistance to contaminates and moistureBuilding regulation in England for the condition of the ground upon which a building is to be built.The current edition covers the clearance or treatment of unsuitable material, resistance to contaminants andsub-soil drainage. Information on the resistance to moisture of floors, walls and roofs is included, with examplesof damp proofing and ventilation provisions.

Part D – Toxic substancesBuilding regulation in England covering the prevention of toxic substances in buildings.This edition covers toxic substances with the use of insulating materials in cavity walls and the prevention oftoxic fumes entering the building.

Part E – Resistance to soundBuilding regulation in England for the resistance to the passage of sound and sound insulation.This edition covers sound insulation requirements in dwelling-houses, flats, rooms for residential use and schools.

Part F – VentilationBuilding regulation in England for the ventilation requirements to maintain indoor air quality.This edition covers new dwellings, new buildings other than dwellings and existing buildings. The types of ventilation covered includes, mechanical, passive stack, background and purge (rapid).

252 | Building Regulations

Part G – Sanitation, hot water safety and water efficiencyBuilding regulation for England addressing hot water safety and efficiency of water in buildings.The current edition covers the standards required for cold water supply, water efficiency, hot water supply andsystems, sanitary conveniences and washing faclities, bathrooms and kitchens and food preparation areas.

This amended approved document took effect on 1 March 2016 for use in England. It does not apply to workstarted before 1 March 2016, or work subject to a building notice, full plans application or initial notice submittedbefore that date provided the work is started on site before 1 March 2016.

It also applies to building work carried out on excepted energy buildings in Wales as defined in the Welsh Ministers (Transfer of Functions (No. 2) Order 2009.

Part H – Drainage and waste disposalBuilding regulation in England for foul water drainage and disposal.The current edition covers details of foul water drainage, both above and below ground, pipe sizes, protection ofpipes, manholes and inspection chambers.

Part J – Combustion appliances and fuel storage systemsBuilding regulation in England for the storage of fuel systems and combustion products.This edition covers the air supply, discharge of combustion products and protection of the building for solid fuel,gas and oil appliances, along with the provision of information for heaths, fireplaces, flues and chimneys.

Part K – Protection from falling, collision and impactBuilding regulation in England covering the buildings users protection from falling, collision and impact in and around the building.This edition covers protection from falling, collision and impact and includes designing staircases, ladders,ramps, guarding and vehicle barriers in and around all types of buildings.

This edition was also updated by combining Approved Document N: glazing and also some overlapping guidance that is in Approved Document M: access to and use of buildings respectively.

| 253Building Regulations

Part L – Conservation of fuel and powerBuilding regulation in England setting standards for the energy performance of new and existing buildings.This current edition covers the energy efficiency requirements of the building regulations as set out in Part L of Schedule 1 to the Building Regulations and in a number of specific building regulations. Technical guidance iscontained in 4 Part L Approved Documents and 2 building services compliance guides.

Please see the addendum to the non-domestic building services compliance guide – 2013 edition.

Amendments to Approved Document LAn amendment document which lists the 2016 changes made to the previous edition of all the Approved Document Ls has also been published.

Part M – Access to and use of buildingsBuilding regulation in England to ensure people are able to access and use buildings and their facilities.Building regulations for access to and use of buildings in dwellings and buildings other than dwellings and providesa baseline for accessibility in the built environment.

Volume 1The 2015 edition with 2016 amendments of ‘Approved Document M: access to and use of buildings Volume 1:dwellings’ only covers dwellings and contains updated guidance. In particular, it introduces 3 categories of dwellings:

• category 1: visitable dwellings

• category 2: accessible and adaptable dwellings

• category 3: wheelchair user dwellings

• categories 2 and 3 apply only where required by planning permission.

The 2015 edition with 2016 amendments took effect on 1 March 2016 for use in England.

Correction to previous editionA correction document which lists the 2016 changes made to the previous edition of ‘Approved Document M:access to and use of buildings Volume 1: dwellings’ 2015 edition has also been published

Volume 2This 2015 edition amendments of ‘Approved Document M: access to and use of buildings Volume 2: buildings otherthan dwellings’ only covers buildings other than dwellings.

The 2015 edition took effect on 1 October 2015 for use in England.

These approved documents give guidance for compliance with the Building Regulations for building work carriedout in England. It also applies to building work carried out on excepted energy buildings in Wales as defined in theWelsh Ministers (Transfer of Functions) (No. 2) Order 2009.

254 | Building Regulations

Part N – Glazing safety (Withdrawn)

Part P – Electrical safetyBuilding Regulation in England covering electrical safety in dwellings.The current edition explains when notification of work is required. Information on the design, installation,inspection, testing and provision of information is explained.

Part Q – Security in dwellingsBuilding regulation for England covering security in dwellings.This edition covers the standards for doors and windows to resist physical attack by a burglar. It includes standards on being both sufficiently robust and fitted with appropriate hardware.

This also supports requirement Q1 of schedule 1 to the Building Regulations 2010. Requirement Q 1 appliesonly in relation to new dwellings and provides that reasonable provision must be made to resist unauthorisedaccess to any dwelling; and any part of a building from which access can be gained to a flat within the building.

Part R – High speed electronic communications networksBuilding regulation for England covering requirements for high-speed electronic communicationsnetworks in buildings.This edition introduces a new requirement for in-building physical infrastructure which enables connections tobroadband networks.

The requirement applies in England to new buildings and to existing buildings that are subject to major renovation works. The requirement applies both to dwellings and to buildings other than dwellings.

Approved Document R takes effect on 1 January 2017 for use in England. It does not apply to work subject to abuilding notice, full plans application or initial notice submitted before 1 January 2017.

Reg. 7 – Material and workmanshipBuilding regulation for England setting out the standards of the building materials and skills used.The requirement for carrying out building work using the proper materials and in a workmanlike manner.

| 255Building Regulations

Index

256 Index

AA Proctor Group. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 197About Access Ltd . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44-45Actis Insulation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14-15Advantage. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 234-235AET Flexible Space . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 92-93Aldermore Bank PLC . . . . . . . . . . . . . . . . . . . . . . . . . . . 18-19, IBCALLPLAN GmbH . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28-29

BBentley Systems (UK) Limited. . . . . . . . . . . . . . . . . . . . . . . . . . IFCBLP Insurance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 230-231Bluebeam Software Inc. . . . . . . . . . . . . . . . . . . . . . . . . . . 134-135Britlift. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 198-199Build Aviator Estimating Service . . . . . . . . . . . . . . . . . . . 186-187Build Aviator Software . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61

CCad Assist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 124-125Cementaid (UK) Ltd . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 88-89Creagh . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 204-205

EElecosoft UK Ltd . . . . . . . . . . . . . . . . . . . . . . . . 113, 120-121, 157

GGraitec . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 104-105Greenlite Energy Assessors . . . . . . . . . . . . . . . . . . . . . . . 152-153GroupBC . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 146-147

HHarrington Generator Limited. . . . . . . . . . . . . . . . . . . . . 178-179Hemsec Manufacturing LTD. . . . . . . . . . . . . . . . . . . . . . . . . 36-37

JJHAI Ltd . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 240-241

KKingspan Insulation Limited . . . . . . . . . . . . . . . . 23, 70-71, OBC

LLandmark PLC . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 128-129Lesko Modular Group . . . . . . . . . . . . . . . . . . . . . . . . . . . . 210-211LHC . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27Lucideon . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 226-227

MModular & Portable Buildings Association (MPBA) . . . . . . . 203Modularize Limited . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 215-217

NNottingham Trent University . . . . . . . . . . . . . . . . . . . . . . . . . . 101

PPremier Guarantee . . . . . . . . . . . . . . . . . . . . . . . . . . 239, 248-249

QQuartix ltd . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52-53

RRadar Communications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 173Rentokil Initial (Peter Cox) . . . . . . . . . . . . . . . . . . . . . . . . 244-245

SScotframe Ltd. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 222-223Script & Go . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 97Selectaglaze . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 78-79SFS Group Fastening Technology Ltd. . . . . . . . . . . . . . . . 41, 183Solibri . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 109, 139Steel Construction Institute . . . . . . . . . . . . . . . . . . . . . . . 174-175

TTechno Metal Post . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 158-159The Joint Contracts Tribunal Ltd . . . . . . . . . . . . . . . . . . . 140-141The Vinden Partnership . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64-65Trimble MEP . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 116-117

Vvoestalpine Metsec plc . . . . . . . . . . . . . . . . . . . . . . . . . . . 192-193

WWernick Group Ltd . . . . . . . . . . . . . . . . . . . . . . . . . . 166-167, 209Wienerberger LTD . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32-33Williamson-Dickie Europe Ltd . . . . . . . . . . . . . . . . . . . . . . . 56-57

Registered Offi ce: 1st Floor, Block B, Western House, Lynch Wood, Peterborough PE2 6FZ. Registered in England No. 947662. AIF597-0719-100451

Email: sfsalesadmin@aldermore.co.uk Call: 0333 999 3378

Construction Finance

You build your business. We structure the fi nance.Our tailored Specialist Finance packages and team of construction fi nance experts can keep your cash fl ow steady when unpredictable costs and payment schedules arise.

• Pay wages, buy materials and take on new projects

• Funds usually advanced within 24 hours

• Transparency every step of the way

Further information on the Kingspan range is available on:

+44(0)1544387384

literature@kingspaninsulation.co.uk

www.kingspaninsulation.co.uk

Pembridge, Leominster, Herefordshire HR6 9LA, UK

® Kingspan, Kooltherm and the Lion Device are Registered Trademarks of the Kingspan Group plc in the UK and other countries. All rights reserved.

The Kingspan Kooltherm® K100 range of products feature an advanced, fibre–free insulation core, with an outstanding thermal conductivity of 0.018 W/m·K. As a result, the products can enable buildings to be built to the upper levels of fabric performance with minimal thickness.

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