Digitisation in Construction Helping Manage Vaccinations

Mark Shaw is CEO of Tento Applied Sciences. Here Mark writes about the digitisation in construction, and how this is helping to manage vaccinations.

With the question of whether compulsory vaccinations will be necessary for construction workers arising again this month, there is considerable confusion and uncertainty around how business owners should manage their staff’s Covid vaccination and test status.

This is following recent news that Covid vaccinations are soon set to be mandatory for all care home staff in England. With the government also considering mandatory vaccinations for the 1.38 million NHS staff in England, many business owners are wondering if the next move might be to extend this policy to employees across other sectors, including construction.

Opinions on the legal and ethical implications of such a move are, as you would expect, sharply divided. Some employers may even choose to make it a condition of employment for their staff to provide proof of their vaccination status, though many employees would no doubt baulk at the very idea of being ‘forced’ to get vaccinated or risk losing their jobs.

Whatever decisions and legislative changes may or may not happen at government level over the coming months, this raises a hugely important matter for construction businesses: that both employers and employees want the peace of mind of knowing that their workplaces are safe.

Confusion and uncertainty over managing staff vaccinations

Most people want to know that their colleagues at work have been vaccinated or at least have tested negative to ensure the lowest personal risk possible.

Issuing mandatory ‘all or nothing’ style policies will always be a difficult ask for construction sector employers and staff alike. But the reality is that businesses need to have understandable vaccination strategies and testing regimes that put their staff first as the lockdown restrictions ease.

A recent Gartner HR survey revealed that nearly half (48%) of large global organisations will not track the vaccination status of their employees, with less than one in ten (8%) requiring staff to show proof of vaccination. While a nationwide survey in Ireland last month showed that over half (60%) of Irish employers want the right to ask their staff if they have received a COVID-19 vaccine.

Thankfully, to help employers ensure both freedom of movement for staff and safe workplaces for all, there are other options. For example, verified medical apps allow staff to securely store their health data and medical records directly onto their smartphones. The free Tento Wallet app provides an easy, protected and individually controlled way for employees to prove their vaccination or medical test status at the tap of a screen – with no personally identifiable information shared unless the user decides they want to share it.

Decentralised technology enables a trusted and controlled strategy

Because this technology is decentralised, it allows both individual employees and their employers to work together to implement a trusted and controlled process with confidence.  And one that ensures the safety of all staff and contractors, both during the current pandemic and those that may arise in the future.

Allowing staff and contractors to control how (and with whom) they choose to share their medical data and records is crucial to preserve their trust and ensure their ongoing safety. By using a protected, confidential platform such as Tento Link, construction firm can now seamlessly manage the exchange of verified digital health documents between employers, staff, and contractors.

Tento Authenticator, part of the Tento Link platform, enables site managers to determine entry conditions and validate health credentials presented by the user from their Wallet. The Wallet generates a secure unique roaming QR code that Authenticator can scan from over two metres away to verify that the test certificate belongs to the user presenting it.

Any responsible employer must make the right choices about the health and safety policies that work best for their staff, that minimise risk to their business and that guarantee a safe working environment for all. In addition to enabling businesses across the construction sector to do just this, these latest technologies are also helping businesses across the airlines, travel and film/TV production industries.

Instead of introducing potentially unpopular mandates or directives, it is far easier to deploy the latest cost-effective technologies that put the users first.  And that can additionally provide businesses with simple access control through contactless scanning and verification of identity.

Using a medically approved digital wallet is the first step to empowering your staff by allowing them to take control of their own health data. And, crucially, by letting them decide whom they wish to share their test or vaccination status with – securely and anonymously – on a consent basis. The second step is granting construction businesses access to this fully anonymised data to safely manage their workforces and ensure a safe and efficient return to work for all.

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Maidenhead Utd Gets Smart Stadium

Maidenhead United has formed a partnership with IoT and smart city operator Connexin to help digitally enhance the club through innovative technology to build its new smart stadium.

This collaboration will see Connexin act as Maidenhead Utd’s technology consultant and will provide the club with both immediate and long-term digital solutions. Connexin will play a lead role in the development of the club’s new stadium, and will hep to create a more digitally enhances arena for the team, fans and the wider community, alike.

Furqan Alamgir, CEO of Connexin, said: “Maidenhead United is a progressive organisation that is constantly looking to innovate and harness new technologies, which is why we are so excited to be partnering with the club as it goes on its digital journey.

“Through providing our expertise and understanding of smart technologies, we hope to help Maidenhead United become a leading digital football club and create a new stadium that benefits everyone, from the team to businesses and the people of Maidenhead.”

The stadium will be located near Braywick Leisure Centre, and will have conference spaces for businesses, a work and wellbeing centre, and will also provide cutting edge sports facilities for local clubs to use. The partnership will bring extra benefits such as increased seating capacity and parking spaces, which is not available at the current stadium, York Road.

Jon Adams, CEO of Maidenhead United, said: “We are delighted to work with such a forward-thinking, creative, adaptive business on our exciting future to embrace technology. As a football club, it is vital to provide our supporters, partners and community with state-of-the-art facilities that enable growth of engagement and opportunity.”

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Dorset Council Migrates to MasterGov

Dorset Council has gone live with MasterGov, a suite of planning tools provided by DEF Software. The new suite will enable the integration of its records. The project will consolidate the planning systems of the six local authorities that form the new council.

It is the first phase of a two-part project which DEF Software is undertaking for Dorset Council, which became a unitary authority in 2019.  Previously each authority had different planning systems, which made them unable to share data or records between them, which meant there was separate information on each area of the district, across many different files within the council.

The new suite includes regulatory functions across planning, building control and land charges and will be used by the 250 employees in the planning team. Transformation of the service will follow the completion of the convergence. This will benefit staff by allowing them to create new services such as listings and separate inboxes for Parish Councils. It will also be used to promote automation at Dorset, with its easy-to-use online service allowing users to self-serve via the website, reducing the time taken to manually process requests by team members.

Graeme Cooke, Commercial Director at DEF Software, said: “This has been a significant project and since the migration began, over 8.1million records, dating back to 1974, have successfully been transferred from Dorset’s old systems onto the new MasterGov system. We are pleased that we’ve been able to support the teams at Dorset Council at a time of change and that they have trusted us, and our experience, with this project.”

Cllr David Walsh, Dorset Council’s Portfolio Holder for Planning, said: “Converging six former district, borough and county councils’ planning information is the first step in transforming our services. Having a DEF as a partner for this project has been essential to its success.

“They are part of the project team, they’re there at every stand-up meeting, working with the team on technical parts of the transfer to make sure that every phase has been successful, millions of records being transferred, with very little disruption to customers and our planning officers.”

The migration of all the local councils to the MasterGov suite was completed towards the end of March 2021, with three of the former councils, Weymouth and Portland Borough Council, West Dorset District Council and North Dorset District Council, now live with the converged version of the system. The remaining three systems, Purbeck, East Dorset and Dorset County Council, are set to be fully integrated this summer. The next phase of the project, transformation, will focus on DEF Software and Dorset Council collaborating to create efficiencies within the system and identifying ways to improve the front end to provide a seamless customer experience.

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Second Round of Rebuilding Schools Launched

Thousands of pupils in England are to benefit from new, modern and energy-efficient school buildings as another 50 schools have been confirmed as joining the Prime Minister’s ten-year rebuilding programme, to level up opportunities for all.

The rebuilding and refurbishments will create modern classrooms and education environments, and will provide new facilities from science labs, sports halls and dining rooms. The new school buildings will be net-zero carbon in operation, helping to meet the Government’s net zero target.

The 50 projects announced brings the total number of schools being upgraded to 100. The School Rebuilding Programme is due to deliver 500 rebuilding projects over the next decade, which will benefit tens of thousands of pupils in their lifetime.

The schools being upgraded and rebuilt in this round include primary, secondary and special and alternative provisions schools, levelling up opportunities across the country. The Government also confirmed another core funding boost for schools via the National Funding Formula. Each pupil is set to benefit from the largest funding increase in a decade as part of a £14.4 billion funding increase, first announced in 2019.

This will mean a £4.8 billion increase to school funding in the next academic year, and £7.1 billion in 2022-23. This is in addition to the three major interventions we have made to support education recovery in response to the COVID-19 pandemic – over £3 billion in total.

Education Secretary Gavin Williamson said: “The environment children are taught in makes such an enormous difference to their education.

“This programme will give thousands more young people the chance to learn in world class school facilities, levelling up opportunity and making sure every young person has the chance to succeed, progress and fulfil their potential.

“As we build back better after the pandemic, with buildings that are net-zero in operation, this major ten-year rebuilding programme will help to shape the education of not only children now, but for years to come.”

Ms Helena Mills CBE, CEO of BMAT EDUCATION, said: “We are delighted that Burnt Mill Academy has been chosen as one of the next 50 schools to be rebuilt through the Department for Education’s Schools Rebuilding Programme.

“This is fantastic news for our pupils, staff and the wider community in Harlow. This much-needed investment, in an area of high deprivation, will enable all of our children to learn in modern purpose-built school designed for 21st century learning.”

Funding for individual projects in the School Rebuilding programme will be determined when the scope and delivery plans at each school are developed. Projects will range from replacing or refurbishing individual buildings through to whole school rebuilds.

The most advanced projects from the first round of the programme will begin construction in autumn 2021. The programme will help to create jobs, apprenticeships and training opportunities across England, with suppliers offering training and apprenticeships as part of their work on the projects.

The majority of the confirmed projects are expected to complete within three to five years.

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It’s time for the CRE Industry to Fibre-Up

Mikael Sandberg is Chairman at VX Fiber, and in this lastest feature, he writes about why it’s time to Fibre-Up the Corporate Real Estate Market.

Without a doubt, Covid-19 has brought about untold disruption across all sectors of the economy.  The commercial real estate (CRE) industry is not alone in having to amend its business practices and operations, but it has been a difficult year for this sector.

Office-based companies have switched to remote working, with some even making the permanent shift to keep overheads down.  A greater reliance on digital technology has also put pressure on the connectivity and power capabilities of office spaces.  Commercial landlords have even had to consider changing the entire layout of their properties to make sure their office spaces are safe and compliant.

Covid-19 has made many businesses permanently re-evaluate what they want and need from their offices. It has also brought existing trends to the forefront, such as the decline of the high street in retail, putting extra pressure on CRE.

The Future of Work: In the Home, At the Office or Hybrid Model?

The recent Top 10 Global CRE Trends Report from JLL suggests a shift towards a ‘hybrid future’ of work. According to the study, only a quarter (24%) of employees want to work exclusively inside an office. Half (50%) of those surveyed would prefer a balance of office and remote working, with an average of 2.4 days working from home. And the remaining 26% would like to work exclusively outside the office. There is no ‘one size fits all’ agreement when it comes to the return to the office – from both an organisational and employee point of view.

As a result, businesses are reviewing working policies and revaluating office space needs and expectations. A recent survey from the CBI and PWC revealed that within the Financial Services industry alone, over two-thirds of firms are looking at redefining or reconfiguring use of existing office space, with nearly 60% considering a reduction in square metres.

The new ‘work from anywhere’ model is also driving footprint dispersion and portfolio transformation in the CRE sector. Santander recently announced a decision to consolidate its office portfolio and move its headquarters to Milton Keynes. And the BBC followed suit, moving more operations to Glasgow, Birmingham, Cardiff, Leeds and Salford.

It’s clear the impact is being felt far and wide by the CRE market.  In Central London alone, lettings’ transactions from office space fell to £8.7 billion from £13.2 billion between March 2020 and February 2021, according to Colliers International.

Increased demand for better tech solutions – more specifically – connectivity matters

It’s not just the size of the office and the location that is influencing the choice of rentals and renewals.  CRE tenants are now looking for increased smart solutions within their office, leisure and retail properties.  There is a noticeable shift in the industry from simply providing physical space, to the provision of an array of digital services.

Amenities that were once considered added perks, like high bandwidth connectivity and IoT (Internet of Things) appliances, are now essentials that new tenants will expect to see.  Smart ways to manage appliances and energy use, such as apps that can control lighting, heating and air conditioning, are also set to grow in tenant popularity as office spaces are used more flexibly.

The rise of the gig economy and the new internet-enabled business models has increased expectation around connectivity.  Even the smallest start-ups expect a high bandwidth internet connection, making “Gigabit speed” connectivity essential.  This puts developers under pressure to offer the fastest broadband speeds and the most reliable and robust digital infrastructure, ensuring buildings are smartly connected.

However, a mere 5.1 million (18 percent) of UK premises (residential and commercial) have access to ‘full fibre’ (also called Fibre-to-the-Premises or Home FTTP/FTTH) connectivity.  The ‘superfast broadband’ currently accessed by over 95 percent of UK premises, has been mostly delivered by Fibre-to-the-Cabinet (FTTC) technology.  FTTC is part-fibre part-copper technology: fibre optic cables run to a street cabinet, and then existing copper telephone wires are used to connect the cabinet to individual premises.  The speed of the connection decreases the further away from the cabinet the premises is based, because the signal loses strength as it travels along the copper wire.  Other technologies are also capable of supporting superfast broadband, including cable broadband and fixed wireless connections.  It is widely recognised that legacy copper and coax hybrid networks can no longer support the growing needs of the industry.

Full fibre FTTP is the most future-proof technology and important for supporting high-capacity mobile networks such as 5G.  The CRE industry needs to embrace full fibre connectivity to improve the attractiveness of a property, add value to a development, and lay the foundations for evolving services.  Having use of full fibre infrastructure means that whatever the latest digital services, systems and sensors are, there is the basic “nervous system” around the development to support them.  In fact, Collier International has stated that infrastructure upgrades are helping the CRE sector to drive demand.

Taking ownership of its digital destiny

Historically, developers have left the expansion of this critical utility in the hands of telecoms companies who have owned the passive or physical cables, operated the networks, and provided services to end-user customers.  Developers are increasingly seeing fibre optic cables as part of their real-estate assets. But the truth is that it’s not just about committing to full fibre connectivity, there are also business models to consider that can provide a lucrative opportunity for developers to tap into new revenue streams – anyone can own fibre and make money from it.

CRE developers and landlords need to understand the economic advantages of investing in their own full fibre networks as part of their developments.

Open Access – the pioneering way …

Traditional monopolistic and vertically integrated networks entail one Service Provider owning and managing all layers of the network: the fibre in the ground, known as the “passive layer/network”; the network management systems which comprises the electronics and software – the “active layer/network”; and provision of services to the end-user customer – the “services layer”.

‘Open Access’ typically means the access granted to multiple Service Providers on a wholesale basis over one physical network infrastructure.  This enables different Service Providers to reach the subscriber without the need to deploy a new fibre access network themselves.  All products and services are made available to subscribers through a web portal via independent Service Provider partners, making it easy to sell, provision and maintain the network with minimal system administration.

An open access model disaggregates the different network layers described above.  There are a number of variants of the open access approach – the three-layer model which consists of the separation of physical infrastructure, from operations and service provisioning is the most complex but it provides the most flexibility and highest returns on investment.

This means that property developers and landlords can invest in, own and monetise fibre (the “passive layer” of the network) while the operation can be handled by third parties.  These fibre assets can then be leased to network operators and Service Providers to operate a healthy rate of return.  Services provided over the passive network need not be restricted to Internet Access, they can include services requiring internet connectivity such as CCTV, BMS or IoT applications.  Multiple services can be provided simultaneously on the same network to the same location, over the same fibre.

Open Access Neutral Operators, such as VX Fiber, ensure that the developer or landlord does not encounter diseconomies of scale or difficulty in onboarding Service Providers.  The result is a more competitive environment with lower barriers to entry for fibre and service owners, and greater choice for the end-user customer.

Adapting for the future – CRE Industry – it’s time to fibre-up!

The theme for the past year in the CRE world has been adaptation in the face of extreme challenges.  If property owners and agents want to make sure the future is bright, they’ll need to get on board with changing customer demands.  Failing to adjust their offering means they’re stuck with empty properties and struggling investments that soar from an asset to a burden.

There is a clear commercial opportunity for developers to provide a property portfolio that is kitted out with data connections based on full fibre FTTP that sits within an open access model.  Technology continues to drive the way that we use space, therefore enabling connectivity should be a priority to meet rising expectations around bandwidth.  The CRE industry needs to focus its efforts on the services and technologies that can enhance the occupier experience in a property.  Not only will this add value to a space, it will also drive those all-important revenue streams.

Quite simply, to remain competitive and stay ahead of the curve the CRE sector needs to fibre-up via open access.

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Watmos Community Homes Secures Funding

Watmos Community Homes, which is headquartered in Walsall, is set to drive forward plans to upgrade over 1,000 homes by 2024, thanks to funding secured from NatWest.

The organisation will use the £12.5 million funding package to improve the energy performance of its homes, helping to reduce utility bill. It will also use the funding to build an additional 15 new houses to its portfolio of 2,700 homes across Walsall and London.

David Saunders, Director of Resources, Watmos Community Homes, said: “The funding from NatWest will enable us to update our current portfolio of properties, making them more energy and cost efficient for our tenants living in them.

“As we expand, we will continue to focus on improving lives by providing social housing. We’ll also maintain our community services which work with the local areas to provide social activities and clubrooms, supporting local partners on community priorities and joint working with local community organisations.”

The funding forms part of NatWest’s recent commitment to support the housing association sector with £3 billion of finance by the end of 2022. This will support the increase in provision of social housing, as well as the improvement of existing properties.

Dharmesh Patel, NatWest Associate Director, Duncan Todd, Relationship Director, Alan Saunders, Credit Director, supported Mr Saunders and the team at Watmos Community Homes.

Mr Patel said: “At NatWest we are committed to supporting housing associations and have provided a funding package that will help Watmos Community Homes provide funding to support refurbishment works to existing properties and new accommodation to people in need across the West Midlands and London. We will continue to work with Watmos as it expands its portfolio of affordable and shared ownership housing.”

Watmos Community Homes was founded in 2003 when they took over management of 1,800 homes from Walsall Metropolitan Council, following a large-scale voluntary transfer (LSVT).

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How IT Helps Construction Consortia

Richard Blanford is CEO Fordway  an IT as a Service company. Here he shares insights learned through working with construction consortium BFK on the Crossrail / Elizabeth Line project for the last 10 years.

People have always marvelled at feats of engineering. Wonders like the 900 foot high Millau Viaduct in France have us gazing in awe. There is just as much to amaze beneath our feet and Fordway has been lucky enough to be the IT as a Service (ITaaS) provider on London’s Crossrail / Elizabeth Line project for ten years – from inception to completion.

Over that period the IT needs of the project have changed, but they’ve always been about providing seamless, anywhere, anytime access to key resources. The final stages of the project involving wind-up and data archiving are bitter-sweet for Fordway. We’ve had a wonderful experience being part of this engineering and construction project, which has been truly ground-breaking – in both senses of the word.

Supporting a consortium

The tunnelling company behind the Crossrail / Elizabeth Line project, BFK, is a joint venture between BAM Nuttall Ltd, Ferrovial Agroman and Kier Construction Ltd. At the outset the decision was made to set up a new technology infrastructure rather than repurpose that of one of the three partners.

This was a smart move. In our experience of working on long term, large scale, consortium based projects it is always wise to set up a specific, dedicated IT service for a project at the outset. There are several advantages. From a management point of view, there is an immediate collective ownership of the project technology – rather than one consortium member seeming to have the upper hand because their technology is being used. A new consortium needs to start as it means to go on – as a partnership of equals, not one with internal rivalries. You also negate the ‘out of sight, out of mind’ attitude that some internal IT departments have to those not in Head Office.

From the technology point of view, when it is possible to look with fresh eyes at every aspect of a  build (back end, data storage, end-user hardware, helpdesk, backup/restore, applications, data management, security – everything), you can create a system that is entirely fit for purpose in every respect from day one rather than compromising on particular aspects.

Where consortium partners provide key systems for the project, creating a shared service and allowing access is preferable to basing the service on the key provider’s technology. The shared service approach allows flexibility and generates a feeling of local ownership.  Engineering construction projects take many years to complete, and considering the technology in its entirety at the start of a new project allows the procurement of tech that’s hospitable to change as the project’s needs inevitably develop. Recognising the need for technology evolution at the outset can save a lot of heartache and expense later on.

A sector that understands partnership

One of the great joys of working with BFK on Crossrail / Elizabeth Line has been that the construction sector is considerably more advanced in partnership working and collaboration that many other sectors we work in. There was no pushback against setting up an independent IT service dedicated to the project. This is absolutely vital because project IT has to behave differently to corporate IT. It needs to be more dynamic, able to react fast, and meet different challenges such as mobile and disconnected working. This is particularly the case in the early stages of most large projects as good connectivity to corporate and cloud services can’t be guaranteed.

As an IT as a Service provider we were expected to deliver every single aspect of the technology requirement on this project. Back in 2011 when we began, the then state of the art desktop technology was Microsoft Windows 7 and Office 2010. One of the consortium partners was using Lotus Notes. It’s a case in point that if we’d adopted that, we’d have had to retire it during the course of the project, incurring expense and a learning curve for project team members. As it was, there was no pushback among the Lotus Notes users and we’ve been able to iterate the project through Microsoft operating systems and productivity tools easily.

Growing, changing, flexing

After winning the contract we had just four weeks to set up an entirely new infrastructure, hosting, security, backup and recovery solution. For speed, resilience and security a very early decision was to provide a cloud based service, which allowed the project to be up and running considerably faster than if on premises.  From the very outset, using native cloud capabilities, we were able to provide recovery in as little as 30 minutes.

We also had to provide and provision desktop computers and laptops. Initially the staff team had a rapid rise from 150 users to 250, and then grew further as the project reached a peak of 700 concurrent users. We created a flexible provisioning and user onboarding and offboarding service to cope with short term contract staff and reprovisioning hardware for newcomers.

At the peak about 30% of the PC provision was desktop computers, 70% was laptops. As numbers involved have fallen we’ve been able to give excess laptops away to charities and schools, and because we have always chosen well specified machines, they function well in their new roles.

Throughout the project we have also provided user support, including a daily on site IT presence for troubleshooting and helpdesk services, and roving support to satellite sites – for the tunnelling operation, build of Elizabeth Line stations, and the support staff team.

Taking a can-do approach

As the project grew and moved through its various phases, the technology moved with it and we ensured we used what was available to best advantage.  For example, in the early days we couldn’t provide wireless connectivity across the entire operation. By 2015 we were using RFID based wireless connections wherever we could, and later were able to use a mix of Wi-Fi and mobile data depending on the situation.

Across the period of the project we have set up, supported and moved 27 office locations, including some on very small sites, needing to be set up at short notice. For example during 2012 we provisioned a small Portakabin based office on the central reservation at Park Lane with a week’s notice. When we completed this successfully, BFK realised they could adopt a model of setting up smaller office bases close to where work was taking place and have the technology infrastructure in place within days. This helped them work in the agile way they needed, and improved staff morale as this minimised walking between facilities.

It was vital for us to do the best we could to ensure BFK could do its work without worrying about technology. This is why we suggested at the outset using our cloud service rather than an on premise solution. Not only did this provide guaranteed uptime, it ensured data security, allowed us to onboard new people easily, and gave us full control over software updating and any required patches. In fact, the project went through three generations of Fordway Cloud.

Our job throughout the Crossrail / Elizabeth Line project has been to provide the right technology at every stage, delivered in a seamless way, with excellent backup, restore and data security. As the final snagging stage of the stations build is being completed, and we are working on the wind-down, we’re celebrating a job well done with team members who have been with us on the entire journey, right from day one. We’re all very pleased to have played a part in the mammoth feat of engineering that is Crossrail and the Elizabeth Line.

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CAN Calls on Region to Engage Smart Practices

The Construction Alliance North East (CAN) has updated its Intelligent Procurement policy to encourage regional client bodies to help to create fairer processes for local SME contractors. In turn, this will help them succeed in winning more work.

The Alliance first issued its policy in November 2019 as its members sought to level the playing field of procurement opportunities throughout the public and private sectors. As the sector emerges from a gruelling 18 months, it is more important than ever for businesses to maximise their procurement potential at a time when all contractors are trying to recoup the losses of 202.

CAN Chair Ken Parkin said: “I don’t think there is a business in our region that has not been hit hard by the COVID-19 pandemic. The closure of sites during the various periods of lockdown, staff issues and now ongoing materials shortages in our industry, means many firms are still battling the financial impact of the pandemic.

“This means that as we re-engage with procurement processes, it is vital that we approach tenders with a united front and ensure our regional SMEs do not suffer further pain by missing out on local contract award wins.

“Our Intelligent Procurement policy is built around securing a local workforce, advocating spend with North East firms to support our regional economy and ultimately enabling development at a local level, while increasing overall output.”

Amongst the key aims and objectives of the policy are meeting with procuring bodies to identify their challenges and lobbying for greater consistency and realism from the public sector on projects to be developed.

In addition to this, CAN works to help secure strategic support from the North East’s public and private organisation leaders, whilst encouraging the award of relevant projects to the most appropriate company.

Mr Parkin added: “Intelligent procurement is central to our agenda and our key mission is to place our region’s construction companies at the heart of public and private sector supply chain strategies.

“It is also important that CAN understands national issues which affect us here in the North East so we can learn from this in the future and explain it to our regional membership.”

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IPA Overhauls Project Routemap

The Infrastructure and Projects Authority (IPA) has published a considerable update of its existing guidance and best practice around the delivery planning of major projects.

Developed by the IPA with support of professional services consultant Turner & Townsend and academics at UCL, the Planning Routemap sets out new guidance and best practice to ensure that novel and complex programmes throughout UK infrastructure sectors are set up for success.

This new guidance has been informed by workshops and contributions from expert stakeholders in Government, industry and academic to provide a comprehensive update from the 2014 methodologies.

It responds to an increasingly diverse and complex range of priorities which underpin the delivery of capital programmes, including meeting the UK Government’s ambition to reach net zero by 2050 and to level up social and economic opportunities throughout the UK. In meeting the challenges, the Routemap aligns with the United National Sustainable Development Goals (UN SDGs).

Patricia Moore, UK Managing Director at Turner & Townsend, commented: “Across the UK we are seeing greater ambition when it comes to major programmes, both in terms of technical sophistication but also the social and environmental outcomes that they deliver. It is vital that we continue to balance traditional drivers such as capital cost with cutting carbon and creating long-term societal value, but this requires careful planning from the outset.”

“The Routemap tackles these complexities head-on, providing a clear blueprint based on best practice and learning from over £300bn of capital programmes. This will be an invaluable resource for our industry as we deliver projects in a greener, more inclusive and ultimately more productive way.”

It places a renewed emphasis on organisational design, digital technology and the transitions in capability required across the project lifestyle, drawing on expertise in change management to make sure beliefs encapsulated in early project business cases are maintained through delivery and realised in operation.

The Routemap takes the form of a handbook and series of eight advice modules targeted at a broad ‘delivery community’ within UK infrastructure – from rail, road and aviation, to defence, health and education. The modules focus on the capabilities required to take programmes successfully from conception and planning through procurement into readiness for delivery.

The ambition is to make sure that all major projects which are complex or novel use the Routemap methodology which was set out in the Government’s National Infrastructure Strategy in November 2020, and also forms part of the drive to fundamentally recalibrate the planning and delivery of major programmes.

Nick Smallwood, Chief Executive Officer of the IPA, commented: “Over the coming years there will be more investment in infrastructure and major projects than ever before, backed by both public and private sectors. This investment will be a catalyst to building back better and stronger. Infrastructure and major projects will play a critical role in fuelling economic growth and improving the lives of people right across the country.

“With greater investment comes greater responsibility and we must ensure we have a strong delivery record that demonstrates real value. This means setting projects up for success from the very start, so that they come in on time and budget, and deliver on their promises – to the benefit of the citizens of the UK.

“Whatever the project, applying Routemap will give confidence to the people delivering them, those approving them, and those investing in them.”

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Is it Time to Reverse the Mega Project Trend?

Bill Zuurbier is chairman of risk management consultancy, Equib, which specialises in advising teams involved in the delivery of major-scale infrastructure programmes. Here he discusses if it is time to reverse the mega project trend.

According to renowned mega project expert, Bent Flyvbjerg, major infrastructure projects are too slow, costly and risky to effectively stimulate GDP and a focus on smaller projects is key to achieving the UK’s economic recovery. However, by applying a more realistic approach to risk management and investing more in mitigation activities, it should be possible for mega projects to avoid significant cost and time overruns while delivering the economic boost that the country so desperately needs.

The ‘one-of-a-kind’ nature of mega projects, and the idea that project managers can’t rely on past experience to guide them, is often used to justify why so many overshoot time and cost estimates. Yet in reality, such projects tend to share a number of commonalities, which project teams fail to learn from time and time again.

One of the key reasons why so many mega projects fail to deliver value for money is a lack of upfront investment in risk mitigation measures. Such activities are often a time-consuming and costly undertaking, which may lead project managers to avoid discussing them with stakeholders altogether. However, ignoring real-world risk can often cost stakeholders dearly in the long run, making it difficult to get developments to complete on time and on budget. In order to stop history repeating itself, the industry needs to acknowledge that it sometimes gets things wrong and then prepare for a number of possible risk scenarios.

Bent Flyvbjerg has famously spoken about the tendency for project managers to be overly-optimistic and, in some cases, strategically misrepresent risk in order to convince stakeholders that initiatives should go ahead. The stop-start nature of many projects, for example, the Thameslink Programme, can also cause valuable knowledge of project risks to be lost when key individuals move on. Ultimately, all of these factors can make it more difficult to learn from past mistakes and steer projects out of danger.

At the beginning of a major programme, project managers should perform a comprehensive risk assessment, taking into account a wide range of possible eventualities. At this stage, a Risk Breakdown Structure can prove a useful decision-making tool. This involves positioning all the risks identified within a hierarchy, enabling project managers to clearly see the priorities for spend on mitigation activities. This method can also support them in developing a convincing business case for key stakeholders. Monte Carlo Analysis can then be used to determine appropriate levels of confidence and volatility.

For every risk identified, project managers should use one of the five key principles of risk mitigation – eliminate, transfer, mitigate, accept or exploit – to manage it to a tolerable level. However, regardless of which of the five principles is chosen, it’s vital to ensure that the controls are not only realistic, but that all stakeholders are fully on board with them too. With regards to the final principle, it’s worth noting that risk analyses can also reveal opportunities for improving project outcomes.

From the beginning of projects, project managers should look out for red flags, which might suggest an under investment in risk management. For example, a focus on software tools could result in risk management becoming a tick-box exercise. Other warning signs might include the lack of a specialist team and dedicated budget for risk management and analysis, or insufficient emphasis on risk during monthly progress meetings. Risk should hold a constant position at the top of the project agenda, to ensure important sources are addressed and kept under close review as mitigation strategies are delivered.

Rather than repeatedly allowing mega project costs and timings to spiral out of control, it’s never been more vital for the industry to adopt a realistic approach to risk. By investing in the right mitigation activities from the outset and applying lessons from past projects, project managers can improve outcomes for mega projects and play a valuable role in the UK’s economic recovery.

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Rail Sector Urges Export Support for SMEs

The Railway Industry Association (RIA) is calling for the Department for International Trade (DIT) to continue its support for small businesses to export abroad following the cancellation of the Tradeshow Access Programme (TAP), which is essential to help the industry achieve its Rail Sector Deal target of doubling exports to £1.6 billion by 2025.

The Tradeshow Access Programme gives a number of small grants to small and medium-sized businesses (SMEs) which go directly to the cost of exhibiting at overseas trade fairs. In rail, about 194 grants have been give out to businesses since 2016, and each grant is valued between £1,500 and £2,500. The grants allow SMEs to exhibit at tradeshows overseas and have also been used at events such as InnoTrans in Germany, AusRail in Australia and Trako in Poland.

According to Export Partners UK ‒ a group of some 50 trade bodies which work to support exports ‒ for every £1 invested by HM Treasury, at least £40 comes back from TAP to UK plc. A cost-benefit analysis of TAP by London Economics estimated that the total benefit of the programme in 2007/2008 amounted to £57.1 million. Given the programme costs of £11.2 million, the estimated benefit-cost ratio is 5:1.

Neil Walker, Exports Director at the Railway Industry Association (RIA), said: “With the Government looking to drive exports in the coming years, now is not the time to be withdrawing support for small businesses to exhibit at overseas trade fairs. The Tradeshow Access Programme, which provides small grants to SMEs exhibiting abroad, has been a major help in introducing businesses to exporting and has shown its value by providing a good return on investment. Stopping the scheme now will only make it harder to achieve the Government’s vision of a ‘Global Britain’.

“For UK rail, the scheme has been vital. One rail supplier reported a 1,200% growth in their business following an exhibition they visited after receiving a TAP grant in March 2020. Another said they had seen £50 million in revenue generated in the Middle East, with the TAP grants contributing directly. Several companies have told RIA they would not have attended certain exhibitions without the support TAP provided.

“So we urge the Government to continue supporting SMEs across the UK, both in rail and in other industries, in reinstating the TAP scheme or introducing an equivalent programme to support exporters. We hope Government will take this opportunity to help us ‘build back better’ and make the most of the Free Trade Agreements they are negotiating with countries across the world.”

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Skills Centre Offers Hundreds of Construction Jobs

The Skills Centre is pleased to announce that it is offering guaranteed training and job interview opportunities at around five sites in Greater London, North Kent and across the West Midlands.

This is thanks to partnerships created with national contractors such as Mace, Wates, Laing O’Rourke, Engie, Galldris, Berkely Group, Keltbray, TfL, Fortel, London Square, OHOB, Morrisroe and Multiplex.

Hundreds of training places are to be made available at five training centres in Earl’s Court, Gravesend, Southwark and the West Midlands. The Skills Centre is looking to attract people into the world of construction, and are targeting those who are either unemployed, or are earning under £16K a year, with the training being completely free.

Jon Howlin, CEO of the Skills Centre, said they are delighted to be offering these great training and job opportunities: “We have already had amazing success in our recent training drive for construction jobs in London, where we managed to get more than 1,000 people attracted to our training programme, for the employers we are working with across a number of construction sites.

“Across the UK there is a massive construction skills shortage right now, with the pandemic as well as Brexit leaving many major contractors without the people to fulfil the needs they have on site. So, it is great that we are able to offer these free training places and attract people with no prior experience, into a new career in construction.”

The three-week, industry led training programme will be offered everyone that applies, together with a guaranteed job interview for a work on a number of major building projects. Everyone who completes and pass the three-week course will get a Green Labourers CSCS card, a Level 1 awarded in Health & Safety in a Construction Environment and Construction Health & Safety certificates, including manual handling.

Mr Howlin added: “We are particularly interested in welcoming women onto our training schemes; diversity is still an area where the sector needs to improve, and it is a great profession for all, with many paths for career progression into all areas of construction. Our free training courses are a great first step into a wonderful career.

“What we are offering through our partnerships is a chance for people from all walks of life to get free, first-rate training with our experienced construction professionals though our site-ready programmes. Candidates are guaranteed a job interview at the end of it and some of the jobs may even turn into full apprenticeships.”

The initiative is supported by the Construction Skills Fund, which was established in October 2018 to train a site-ready workforce to meet the needs of the construction industry.

Anyone interested in applying should go to https://theskillscentre.co.uk/welcome-to-a-new-start-in-construction

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Implementing Sustainable Digital Initiatives

Ashley Buckland is Managing Director of JB Associates a construction consultancy specialist based in the south of England.  In this latest feature, he writes about the implementation of sustainable digital initiatives within the construction industry.

Here at JB Associates we have seen consistent growth since being founded in 2002 and deploy a philosophy of working alongside our clients whilst integrating our staff seamlessly to deliver outstanding projects across the UK and Europe.

After 25 years in an industry renowned for being slow to accept or execute change, we are finally seeing massive strides towards a much-needed digital transformation. Prior to the pandemic, it was widely acknowledged that the prioritisation of an integrated digital culture was critical for the success of businesses and the reputation and growth of the industry.  I have no doubt that the pandemic has accelerated this process, and with the accuracy and speed that digitalisation offers, whatever stage of the digital roadmap companies were on, it will now sit as a priority for any business.

Global build environments and worldwide construction infrastructure now expect transparency, speed, and sustainability as standard so this digital uprising could not be better timed.

Innovative tools such as 3D scanning and asset management software are leading the way and the  development and implementation of these pioneering software’s are offering new levels of precision from the early development stage, through planning and the build process, as well as providing companies with immediate real-time access to their build for future operational and maintenance issues.

As efficiency has long been name of the game when it comes to architecture, engineering, and construction. Teams have needed to capture highly accurate data that can be manipulated to fill a variety of needs and utilised across the board. The answer to this previously has been found in Building Information Modelling (BIM), a technology widely available for facilities management, BIM allows for a more efficient transfer of knowledge and coordination across teams and project phases. Building on that process is the introduction of 3D scanning. When 3D scanning systems are used in place of traditional methods, projects see an immense increase in speed, efficiency, and accuracy. Here at JB Associates we recognised this early and invested in this area and have now released JBA–360, the latest format of our Interactive Operation and Maintenance Manuals.

A first for this industry, the new product offers 3D scanning and asset management software services designed to provide architects, facilities managers, and building proprietors easy access and total transparency to a build.

Historically, ongoing maintenance, repair work, renovations, or planned expansion programmes would have been a lengthy and costly exercise completed via an outdated 3D model using datasheets and manuals. This digital solution and other software like this will provide facilities management teams easy access to the build and building assets via a cutting-edge 4K resolution tool that includes a 9-lens camera system. The camera scans its surroundings and automatically stitches those scans together into an easy-to-digest walk-through format of the whole building that can be viewed and edited easily on iOS, MacOS, or via Web App.

This is just one example of some of the pioneering solutions and technologies we are starting to see emerge as we continue to recover from the effects of 2020.

As the industry embraces the digital revolution, it’s clear that technology will continue to play a major role across all areas of construction, including safety, communications and operations helping to establish a future of stability and growth.  A more efficient industry will surface having been transformed by technology.

In a nutshell the construction sector maybe considered slow out of the gate where digital technology is concerned but the one area this industry has always led in is resilience and we will see this continue moving forward.

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EU Construction Sector Displays Resilience

Construction project management software firm InEight has launched its first Global Capital Projects Outlook. The Outlook draws on insights from new research conducted with the world’s largest capital project owners and contractor construction professionals throughout Europe, the Americas and APAC.

It focuses on optimism levels and digitalisation, and found that, despite COVID-19, 89% of European respondents are either fairly or very optimistic about their future, and the same amount believe their organisation is resilient.

In Europe, digital transformation is the biggest short-term source of opportunity, according to 69% of participants, with data analytics, AI and machine learning all considered to be the most critical success for the next one to three years.

Commenting on the Outlook, Jake Macholtz, CEO, InEight, said: “The results of our Outlook speak to a European construction sector that is brimming with confidence and optimism, one that has proved itself more than equal to the tremendous challenges it has faced this past year.

“It also points longer term to an industry continuing its digital evolution. Europe is a particularly interesting region in this regard. A hotspot for early tech adoption, we are now seeing some firms less tantalized by the prospects of greater digital transformation. This tempered enthusiasm though, is with good reason, as they have gained a measure of realism from their previous experience compared to global counterparts. This is coupled with the fallout from COVID-19 continuing to be a risk that is hampering resources.

“However, respondents are shown to be aware that lagging behind on digitisation will mean being potentially outpaced by the competition and despite the challenges faced, investments are still being made, or planned, to take advantage of the benefits advanced technologies have to offer.

“This leaves me fully confident that our industry will collaboratively rise to the occasion and continue on an already well-trodden digital path.”

Despite the varying economic interpretations, respondents are largely positive when it comes to improvements being made to deliver projects on budget. However, when it comes to delivering projects on time, EU respondents are a little less optimistic than their global counterparts with 56% saying in the last three years the number of projects delivered on or ahead of schedule has increased. While that’s over half, in APAC, that opinion is carried by a higher 61%.

However, when asked about delivering projects on or under budget, the roles reverse, with 56% of Europeans reporting a significant or slight increase in projects being delivered on or under budget, compared to 52% in APAC and 55% in the Americas. Though market nuances exist, encouragingly, 83% globally are confident of completing future projects on or ahead of schedule, and 82% confident of doing so on or under budget.

While regions across the globe gather digital pace at slightly differing speeds and Europe often neither lagging nor leading its geographical peers, what is a commonality, is that the construction industry is foundational to the success of economies and societies worldwide. It is encouraging that despite a difficult year, respondents remain resilient and optimistic for the future; committed to continuing as a vibrant, vital and innovation-minded industry.

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Work Starts on Macmillan Cancer Centre

GSSArchitecture has started work on the new Macmillan Cancer Support Centre at Kettering General Hospital, following a turf-cutting ceremony which took place on 12 July.

The centre is the first of its kind in North Northamptonshire, and will bring a range of vital cancer support services together under one roof. Along with providing information on all aspects of treatment, the centre will also provide welfare benefits advice, wig-fitting and signposting to other local services.

Located in the courtyard outside the main block of the hospital, the centre will make use of the space available while also providing an engaging and sympathetic environment for those needing to use the centre. The unique curved nature of the plan will enable the building to interact with several interesting external spaces which have been created, all while maintaining a less clinical and more private, calming space.

Andrew Vallis, architect leading the project from GSSArchitecture, said: “I’m proud to be working on such an interesting and important project to benefit the people of Kettering, building upon GSSArchitecture’s long history with the hospital which dates back over 100 years. Our substantial experience in the healthcare sector, in addition to a close collaboration with both Macmillan Cancer Support and Kettering General Hospital, has allowed us to progress these important plans to site, with works expected to complete early next year.”

GSSArchitecture is working as architect, principal designer and lead consultant on the scheme alongside main contractor Marshdale Construction Ltd and GSSLi, quantity surveyors of the project.

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Sustainability, Collaboration and Shared Data

John Fraser, President for UK and Benelux at Hexagon Geosystems, explores how the construction industry has risen to the challenges brought on by the COVID-19 pandemic and what actions must be taken in order for the sector to further inch towards digitising and optimising its workflows.

While the COVID-19 pandemic created significant delays for many construction projects in 2020, it also forced the industry to explore more digital ways of working, with an acceleration in organisations choosing to digitalise their tools and workflows in response to government restrictions. According to research published by McKinsey, the COVID-19 crisis has in fact accelerated change at great scale within the industry, with construction set to look radically different in five to ten years. This research also identified nine shifts that will completely change the way construction projects are delivered — including sustainability requirements, skills scarcity, and the all important need for digitisation.

In the UK these shifts have been met with the forward-thinking approach of organisations including plant and construction companies – both on the demand and the supply side. For instance, we’ve seen equipment hire companies and contractors incorporate digital and technology services to their portfolio which have allowed them to provide an even more differentiated level of service, positioning them among the most sophisticated organisations in the industry. In this context, and with UK construction seeking more digital and efficient ways of working – including the collection, processing and management of data – , here are three areas they must explore in order to continue to digitise and thrive in the post-pandemic era:

Efficiency and sustainability

By deploying technology, such as 3D laser scanners and modelling software, construction companies can reduce material waste during the building process and better anticipate and prepare for ongoing maintenance and future repairs. Furthermore, by building more efficiently, fewer machine hours are required to complete a project, resulting in a decrease in fuel consumption and harmful CO2 emissions. Capturing accurate data in one visit not only reduces waste and machine use, it also scales down the number of face-to-face interactions, as well as increasing the safety of teams that are able to operate remotely in a highly efficient way.

As a consequence of the COVID-19 crisis, organisations across all sectors have also been presented with an opportunity to step back and re-examine their corporate responsibility and footprint on the environment, refocusing as a result on creating a more sustainable future for us all. This not only translates into less harmful impact on the planet, but also a heightened resource efficiency in the field and the delivery of better inputs and outputs back in the office. Players in construction must ultimately consider using greener technologies for the benefit of the environment and also for every stage of their building process. This mindset has already seen an accelerated shift towards more collaboration and use of digital records, including 3D digital plans and models, in all phases of the construction process – before it begins, during and after its completion for increased transparency and efficiency.

Collaboration and connectivity

The challenges brought on by the pandemic, including the need to socially distance, have seen the rise in tools and software that allow for remote collaboration, in an effort to minimise the number of people interacting on site. When it comes to technology, remote support and connectivity is already revolutionising the traditional field interactions. The cloud has removed any need for physical interactions, including the transfer of data on physical formats such as USB memory sticks or even paper notes. Today’s connected technology, including real time cloud enabled support and communication, has helped industry professionals stay off job sites, significantly reduce physical contact and also minimise the need to travel to and from the field to collect data – which has a great impact on environmental sustainability.

As we emerge from the pandemic and navigate the industry’s recovery, digital solutions that connect sites and teams more easily and quickly will become more critical than ever, including the adoption of the BIM (Building Information Modelling) framework which can be implemented  throughout the construction process. From design software to connected tools and visualisation within a BIM model, this dynamic flow of data between field and office allows the digital world to better represent and interact with our physical reality while guaranteeing workers safety.

Shared data and skill set

With face-to-face interactions less frequent, construction companies have realised the benefits and changed behaviour patterns by adopting more digital solutions and digitising their workflow. This, alongside a huge people shortage, has ultimately driven the behavioral change towards a larger acceptance of technology and the benefits it can deliver to the industry.

In this context, the focus must also be on making technology accessible and enabling all of the actors to exchange plans, data and communicate in the digital space. In the UK there’s a vision of open, agnostic, interoperable systems that don’t lock anybody in while simultaneously narrowing the digital divide. Construction companies that engage in training their workers in the latest cutting-edge technology will not only be more resilient, but also rebound a lot quicker from the challenges and effects of the pandemic.

Looking to the future, the industry must ensure technology is not only helping share the most accurate data and deliver the best outputs, but also that these solutions are equally accessible and comprehensive for all teams. Organisations in the construction space will be tested on their ability to attract and retain talent, and those who do so successfully will be able to take their performance and efficiency to a whole new level.

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Construction Takes Shape at Portsmouth Port

With just under six months to go, work is continuing at pace to prepare for the most significant changes to customs and health check import requirements in a generation, as the construction for Portsmouth International Port’s Border Control Post (BCP) moves into its next significant phase.

Know as the Border Operating Model, from 1st January 2022 facilities are set to be in place to manage physical checks on imports. Following a £17.1 million investment from the UK Government’s Ports Infrastructure Fund, this is one of the largest investment projects in the port’s history, and will generate more than 100 new posts required for port health, operations, customs and Border Force operations.

The new purpose-built facilities, which meet DEFRA specifications for checking plants and products of animal origin, will also include refrigerated units for chilled and frozen products, inspection rooms and cross-docking abilities, so that cargo can be unloaded and checked with ease.

DEFRA will also support funding for veterinary and port health staff, as they will need to work in shifts to inspect food and plant produce.

Mike Sellers, Portsmouth International Port Director said: “The whole team is working incredibly hard to transform port operations from next year.

“We’d like to thank the government for recognising the country’s second busiest cross channel port, and providing vital financial support needed to implement fundamental changes.

“Our contractors are underway on this huge development project and you’ll start to see the BCP taking shape.

“Brand new facilities will be created, which required extra land because we were already at capacity.

“This has allowed us to expand and will be able to increase our role a key port, providing critical routes for UK-EU trade serving the western channel and providing resilience against the challenges of the short crossings in Kent.

“Ports are integral to the economic recovery of the country as we face the outcome of the pandemic and we are now in a position to create industry leading facilities.

“Due to a shortfall in funding, we regretfully have not been able to support a live animal health check facility, necessary to check the welfare of UK animals used for breeding in the EU. However, If required, our construction plans would be ready to go should further funds become available.

“Green credentials are also at the forefront of our plans, as any new development has to meet our target to become the UK’s first net carbon neutral port by 2030.”

Cllr Gerald Vernon-Jackson, Leader of Portsmouth City Council, added: “Our port is a huge asset and contributor to the city and the region.

“We have long since made the case that the port needs to be considered when it comes to government support and this funding will support job creation and provide a much needed boost for the city as we come out of this pandemic and prepare for how we manage goods in this country.

“However, the cost of the BCP exceeds the amount given by government, so even though this is a government decision the council will have to fund the shortfall as this infrastructure is critical to the port’s import trade.”

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Birmingham to Get a Major Regeneration Plan

Birmingham is set to make the most of the £700 million investment in Perry Barr for the 2022 Commonwealth Games, which includes a revamp of Alexander stadium, along with ambitious plans to regenerate the district.

This masterplan also covers the next two decades and includes the building of 5,000 new homes, as well as enhancing the suburb’s parks and improving transport connections.

City council leader Cllr Ian Ward said: “For many years there has been a clear need and ambition to unlock the obvious untapped potential of Perry Barr, but we needed the resources to do it.

“Our successful Commonwealth Games bid has helped us kickstart a major regeneration project that will transform the lives and life chances of Perry Barr residents for many years to come.”

The masterplan proposes a new urban centre which will make the most of open spaces, such as Perry Park and Perry Hall, and will explore the creation of a new river walk and cycle path along the Tame. Transport connections will also be strengthened with improvements in East-West connectivity of the site, as well as changes to road layouts.

Brokers Hank Zarihs Associates said that Birmingham was set to thrive with the arrival of HS2 and that construction loan lenders were also keen to back the construction projects within the area.

Work has begun on 1,000 new houses which were originally to be part of the athletes’ village, until arrangements were changed after the COVID-19 pandemic.  More phases of the scheme have also been given outline planning permission, including 400 more houses and a new secondary school. The current regeneration of the Alexander stadium will also increase capacity from 12,700 to 18,000, is on schedule, and looks to be completed by April 2022.

The masterplan is out for consultation until 8^th September with the council producing a final version by October.

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Changing Perceptions to Address Construction Gender Imbalance.

Jane Keely is the Director at Assent Building Control, in this feature she takes a look at changing perceptions in construction to close the gender gap imbalance in the sector.

Anyone working within the construction industry will be familiar with its lack of diversity in terms of gender. According to an analysis of official statistics by GMB, the union for construction workers, just one in eight construction workers are women, a rate that will take almost 200 years to balance out if left to continue. As someone who deals with problem solving on a day-to-day basis, I know as well as most that in order to come to an effective solution for the industries gender imbalance, we must first fully understand the cause of the problem. I began my career in construction over 30 years ago and I can say for certain that my experience has been different in a number of ways to my male peers. But not necessarily in the ways that one might expect.

There seems to be a certain perception of how the construction industry treats its female workers, and while I can only speak from my own experience, I can say that quite often this perception doesn’t quite align with reality. While some may believe that the industry rejects and silences women, I’m pleased to say that I’ve been warmly welcomed and supported since day one. During my time as Chair on the Institute of Building control, now part of the RICS, I felt continuously supported and encouraged. And regularly being the only woman in the room, I have always felt the support of the male building control officers, above and beside me. My experience has led to be believe that there is definitely positive discrimination within our sector, to counter its male dominated culture. I strongly believe that many women would be pleasantly surprised upon pursuing their careers in a sector that holds such strong misconceptions.

The perception of the how the industry treats women is not the only one that we need to strive to change. We also need to ensure women and young people have a clear understanding of the various transferable skills that they may well possess, making them ideal candidates for the industry. There is space for much more than traditionally perceived masculine qualities in the building regulations sector and wider industry. While assertiveness, leadership and competitiveness have their place within the industry, equally so does empathy, collaboration and intuition. And while I’m well aware that men and women tend to possess a mixture of all of these skills, I think young women and girls considering a career in construction, may find reassurance that all can be used and built on in somewhat equal measure.

There are, of course, some barriers experienced by women that still need to be addressed. While attracting young female talent to the industry is a key priority to not only addressing the gender imbalance but also narrowing the overall skills gap, retaining that talent often throws up some issues. When I started a family, I had to make some difficult decisions in regard to my career. These decisions saw me leave my job in local authority, to take up a less senior role in a private company, for the simple reason that it meant I could manage the nursery drop off and pick up. It is for reasons like this that many women make the switch to part-time at often the most crucial point of their careers. While part-time work may appear to offer some flexibility, in reality, it’s often extremely tiring having to share your time between childcare and your career. As long as the onus of responsibility falls on women to be the primary caregiver within the family, this will continue to be a problem.

What’s more, this issue has been exacerbated over the past 14 months due to the Covid-19 pandemic, when we saw women sacrificing more of their careers to stay at home with their children and care for elderly relatives. A report published by Pinset Masons, based on the 118 construction employers Gender Pay Gap (GPG) data for the year 2020-21, shows that larger businesses reported a 20% average median pay gap between male and female employees – indicating a higher average pay gap than the 2020 reports published by the Office for National Statistics (ONS), which came to 11.4% for the sector as a whole.

Throughout my career I have found myself in a number of instances where my authority may not have been valued in the way that a mans would have been. This was especially challenging early on, when I would give men instructions for adjustments and I would often find them dragging their feet, something that my male peers didn’t seem to experience to the same level. The nature of my role as a Building Control Inspector has always meant that I am often stepping into situations that are underpinned by dispute on some level. Combining this with being the only woman on site can make it a daunting task. Luckily, I was always able to overcome these hurdles because of the backing of the people within my organisation, who went out of their way to ensure I never felt as if I was alone in what I was dealing with.

It is down to everyone in the industry to make sure they are doing everything they can to bring in new talent, both male and female. One of the most effective ways of reaching the next generation is through the offer of dynamic and valuable apprenticeship programmes.

Apprenticeship profile – Charlotte

Charlotte recently onboarded to Assent’s Degree Apprenticeship programme, and she is keen to inspire more young women to do the same. As someone that had always known she wanted a career in construction – nurturing a love for architecture and design from a young age – Charlotte was attracted to the world of Building Control and the opportunities and responsibilities it could offer her. Building Control not only shapes the future of construction, but it also helps to improve the general public’s safety and can make a real impact in society. As a young person excited for the future, those impacts were something Charlotte was keen to be a part of.

I met Charlotte at an open evening for degree apprenticeships at Sheffield Hallam University. Here, I spoke to her about what a typical day as a building control inspector involves. From independently managing projects with a variety of clients to site inspections and analysing and checking construction plans, this all appealed to Charlotte who liked the idea of a fast-paced work environment that involved interacting with the public and knowledge building.

Through her apprenticeship, Charlotte is able to study her BSc (Hons) degree in Building Control at University College of Estate Management (UCEM), at the same time as working for a professional building control company. Within her first week as an apprentice, Charlotte was accompanying a senior surveyor on site – seeing first-hand the importance and responsibility building control surveyors have.

Upon completing her degree, the apprenticeship provides Charlotte with a fast-track route to the industry, qualifying her as a chartered surveyor with RICS. With an exciting future ahead of her, she’s enjoying being part of an industry that encourages integration with a range of different people, ongoing learning and working to positively impact society as a whole. It’s great to see this career path appealing to young women like Charlotte and hopefully will continue to bring many more valuable skills to the industry.

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Work Completes on New Homes in Leeds

Work has completed on an innovative new homes development in Leeds. The development has been built for people who are in uncertain housing situations, making it the first of its kind in the city.

Developed by St George’s Crypt, a longstanding homeless charity, and designed by Brewster Bye Architects, the development consists of 24 one- and two-bedroom apartments at Hedley Chase.

Don Robins house has been developed in partnership with Leeds City Council, which provided low-cost loan facilities as well as financing 30% of the capital costs through its Right to Buy Replacement Programme. Property industry charity LandAid, which works to end youth homelessness in the UK, also provided a £75,000 grant for the development.

Vistry Partnerships Yorkshire was principal contractor, and the development will officially open and welcome the first residents next month. Seven of the apartments have been specially adapted for disabled residents with two of the homes being allocated to those aged under 25.

Nathan Wilkinson, a director at Brewster Bye Architects, which has supported St George’s Crypt for more than 20 years, said: “Financing and delivering this development was no mean feat but the support that we’ve received from the city’s property industry has been phenomenal. To now see the finished development is a major triumph for everyone involved.

“It looks spectacular and will be genuinely life-changing for people in Leeds. We’re now working with St George’s Crypt to identify other potential sites in and around the city that offer the potential to create similar schemes.”

Chris Fields, CEO at St George’s Crypt, said: “We’re elated to complete work at Don Robins House. It’s amazing to think that since our inception 90 years ago, we’ve gone from offering a kitchen and shelter to those in need in the Crypt beneath St George’s Church in Leeds, to providing purpose-built new homes to people.

“As well as living at Don Robins House for two years, residents will benefit from support and guidance via the development’s training room, where they will develop the confidence and ability to live independently and return to work, which will make living here a unique opportunity.”

Don Robins House is St George’s Crypt’s second purpose-built development following the completion of Regent Lodge in Hyde Park near Headingley in 2019, also designed by Brewster Bye.

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New Study Reveals Construction Concerns

With COVID-19 restrictions easing throughout the UK this month (July), project managers working in the construction sector have revealed their concerns and what they deem to be the biggest opportunities post-lockdown.

The new findings have been revealed in a new survey from the Association for Project Management (AMP), the chartered body for the project management profession.

The AMP survey was carried out by Censuswide and reveals that the biggest concern amongst project managers working in construction is the shortage or lack of essential materials and supplies, post lockdown, something which was cited by 63% of participants. Cost increases for customers and clients (54%), reduced profits (54%) and delayed or cancelled projects (53%), were the main reasons given.

With 63% of respondents working remotely since March 2020, the survey also reveals that a flexible or ‘hybrid’ way of working is the biggest opportunity for the project management profession. Of those who have been working remotely, learning to manage time effectively (23%), being more proactive (19%), coordinating disparate stakeholders (18%) and developing the skills to work autonomously (18%) were all cited as being important lessons learned during the lockdown period.

Another concern raised by project managers was the level of anxiety felt about returning to the office, with over half (53 per cent) of those whose organisation is planning a return to the office saying they feel anxious.

The main reasons cited are:

• Worried about catching another illness (apart from coronavirus/COVID-19) – 46 per cent
• Concerned about catching COVID-19 – 32 per cent
• Worried about slipping back into bad working habits associated with the workplace – 25 per cent

Mark Hepworth, acting CEO at APM said: “The pandemic has tested the ability of organisations to effectively deliver projects, with disruptions to the supply chain and adapting to new ways of working during lockdown.

“Our survey highlights that many in the profession are feeling anxious about a return to the office, and so it is important that the appropriate mental health support mechanisms are put in place for staff returning, alongside the necessary measures. As the chartered body for the project profession, APM is committed to supporting and helping the project community, and for individuals who are feeling anxious or concerned at this time.”

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Digital Technology vs The Construction Industry

Jag Panesar, Founder and Director of digital agency Xpand, explores how digital technology can and will continue to reshape the construction industry post-pandemic.

There’s no doubt about it, the construction industry plays a major role in stabilising the UK economy. Output is more than £110 billion per annum, contributes 7% of GDP^[1], and accounts for 10% of the total UK employment with approximately 3 million jobs in contracting, servicing and products^[2].

But, whilst its economic importance is consistently recognised, the industry as a whole regularly faces criticism for its inability to innovate, operate efficiently and communicate effectively^[3].  With COVID 19 causing major disruption for the past year, coupled with the implications of Brexit on supplies, it’s been difficult for construction firms to challenge this perception.

As we begin to see the world setting about its recovery mission, digital technology will hold the key to radical reshaping of the construction industry.

Digital transformation in the construction industry

Construction is the second least digitised sector in the world according to MGI’s digitization index.  As the sector battles challenges such as an ageing workforce, skills shortage and low productivity levels, embracing technology will be key to the sector’s future survival.

The primary reasons preventing the construction sector from digitalising are attributed to the ways in which construction projects typically run.  A project always has a fragmented supply chain. Each supplier is working on the job for a brief period of time, before moving on to the next job, therefore they have little motivation to adopt new methods of working. No two projects are the same, in fact projects usually vary greatly.  It is tricky to find a one-size-fits-all digital solution that can be deployed on all projects.

Lastly, construction projects often take place in harsh and remote environments, which are unsuitable for the hardware needed in order to embrace digital technology. Taken all these factors into consideration, it is understandable to see why the sector hasn’t embarked on the path to digital transformation.

Embracing digital technology can offer a huge number of benefits, for example, collaboration, information sharing, increased efficiency and marketing.

Gain competitive advantage through a CRM system.

Work in the construction industry was won through having good relationships. There’s a lot of word-of-mouth recommendations and referrals. Historically, people relied on the sales reps to relay this information. As part of their job, these people travel a lot, so keeping on top of their admin is tricky and can result in things getting missed.  Utilising a CRM system can solve these problems and provide some major competitive advantages.

But there are benefits to deploying a CRM system in the construction sector:

• Pipeline tracking – enables you to track the projects you are bidding on. You can add contact details of the other parties involved, e.g., architects and  A cloud-based CRM enables the industry to manage customer acquisition and tracking in real time, so you are no longer relying on the sales reps to update the information when they are in the office.
• Opportunities – the ability to track an opportunity throughout the entire project cycle, from the initial bidding and tender stage through to contract award.
• Contacts – there are many contacts from a single company. For example, the sales teams will talk to site managers and project managers. The accounts team will talk to people in the finance team. A CRM allows you to store as many contacts associated with that company in one place, so there is no need to look at separate systems.
• Project collaboration – there’s a lot of paperwork that comes with winning a new project, and there are usually several parties involved, g., developers and engineers. By having a project document sharing facility which all parties can access, this will save a lot of time for everyone involved and a decent CRM system can help with this.
• Account-based marketing (ABM) – a CRM system allows you to separate contacts by different categories, such as: leads, warm prospects, clients, and key clients. You can track phone calls, emails, notes and set up follow-up reminders. The sales and marketing functions can finally join-up their thinking and use the data to create targeted marketing campaigns. Research has shown that ABM is more effective than traditional marketing techniques.

Improve Internal Communications

Construction businesses are under continuous pressure to reduce their operational costs whilst still meeting project deadlines, maintaining quality and safety (including new Covid-safe operating procedures). Cloud technology is useful in helping firms to improve communication and achieve higher levels of productivity.

Major projects usually involve workers from multiple disciplines e.g., engineers and surveyors; with cloud technology, it is now possible for tradespeople based in different locations to stay connected with colleagues on different sites, even when not at their desks.

Communicate with customers and stakeholders through digital marketing

When construction firms want to stand out from the crowd, they need to communicate their value proposition.  In other words, “What makes a customer choose your company over your competitors?”   Leveraging digital marketing to communicate your proposition is highly effective and this is where content marketing comes in.  During 2020, 70% of marketers cited that they were actively investing in content marketing ⁴.

Content marketing is used to attract, engage and generate leads to your business and ultimately increase sales.  B2B businesses can deploy content marketing to reach their customer, for example, using social media channels; thought leadership pieces, such as white papers; blog posts; digital PR; podcasts and videos.

If we applied these marketing principles to construction companies, on flagship projects you could produce in-depth case studies on your website, make a video or record a podcast to introduce the project, providing detail on how you overcame any project challenges, or perhaps whether any innovative construction techniques were used.  You could also highlight any other benefits such as reduced environmental impact, or any time or cost savings made. These are effective tools to help you differentiate your business from the competition.

Use digital marketing to demonstrate your values and CSR

In the current climate, corporate social responsibility (CSR) is no longer just a tick box in a tender section.  Firms need to clearly demonstrate how they are being responsible, in terms of minimising their environmental impact, ensuring the health and safety of their workforce, championing diversity and inclusion, and how they are giving back to the local community.

Firms can use digital marketing to demonstrate their CSR through channels such as blogs, e-news and social media.  Businesses should leverage the popular CSR hashtags like #CSR #sustainability to further enhance visibility, and to make content more shareable.

The construction sector has faced unprecedented financial and operational challenges due to Brexit and the COVID-19 global pandemic. This is why a cultural shift towards collaboration and embracing digital technology will give the sector the best chance to emerge, recover, and embrace future challenges.

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^[1] https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/61152/Government-Construction-Strategy_0.pdf

^[2] https://www.designingbuildings.co.uk/wiki/Construction_2025

^[3] https://www.designingbuildings.co.uk/wiki/Construction_industry_reports

⁴ https://www.hubspot.com/marketing-statistics

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