Construction Management Must Transform

Brandon Oliveri-O’Connor, Director of EMEA, Procore, here he writes about how construction management must transform in order to deal with the demands of data centre projects.

The digital world is often thought of as intangible, yet in reality it is reliant on physical infrastructure. Data centres act as the physical foundations upon which our digital economy is constructed: rather than just floating in a cloud, data sits securely in their servers. And, as our digital economy grows, so must the industry construct new data centre capacity to support it. This provides a great opportunity for UK-based main contractors and subcontractors alike.

In the UK, data centres drive the nation’s world-class digital services market which is home to a range of economic and social activity, from medical research through to environmental monitoring or online learning. Not only do data centres provide a backbone enabling the digital services sector to remain competitive, but are a thriving industry themselves. They even showcase the UK’s position as a centre of excellence, attracting global business. In raw numbers, each new data centre provides between £397 million and £436 million GVA each year to the UK economy.

Data centre capacity must continue to expand in order for the UK to remain a global digital leader, and to achieve its ongoing strategic and economic priorities. However, while the UK data centre market is actively growing, it’s fair to say that developing these mammoth structures comes with its own distinct set of complications. Today, data centre operators are thinking about the strategic shifts they need to make to capture the opportunity of increased demand. The good news is that operators have the ability to influence the whole lifecycle of a project, mandate the choice of technology and suppliers used, and bring to a data centre project a complete understanding of the challenges of their clients’ businesses.

The construction phase of a data centre project is perhaps the most complex and critical. Here, deficiencies in design and delivery become most evident, while it’s this phase that is most liable for cost and timeline overruns.

By bringing their influence to bear during the construction phase, operators can have a material impact on the overall success of a project. With so much riding on data centre projects, this will always be time and money well spent. Now is the time for construction management to continue to transform and fully meet the demands of data centre projects.

Overcoming complexity and moving at speed 

Data centre builds today are more complex than ever. From complex cooling systems to energy use and security, data centre development has several challenges. And, as scale and complexity grows, so do budgets, meaning investors (from technical specialists to private equity, pension and sovereign wealth funds) are increasingly integrated in the process. While this means funding is usually in strong supply, demands are stringent: speed to market is a key measure of competitiveness, meaning construction must be streamlined – missing delivery dates isn’t an option.

Meanwhile, more stakeholders than ever need to be kept up to date on progress. Keeping clients looped in on every step of a project means real-time insights are essential, with log-jams created by waiting on reports are likely to lead to dissatisfied clients and penalties.

To unlock the high-value potential data centre projects present to the construction sector, technology can be used to reduce risks of delay and drive the transparency necessary to keep multiple stakeholders satisfied.

Applying a single platform approach to data centre construction

With the challenging complexities and compressed timescales of data centre construction, contractors need a way to coordinate and gain visibility of financials, quality, safety, resources and analytics in real-time during the build phase.

Manual processes that otherwise continue to stifle construction progress must be banished to achieve this. At the cutting edge of data centre demands, bringing pen and paper as a management solution is akin to transporting the building materials by horse and cart: it’s simply unsustainable.

Here, construction-specific technology can provide a vital solution. Single platform technology gathers all key insights in one place which can be accessible across web, iOS and Android. It helps operators gain a true, full picture of a project’s status, ensure every stakeholder is aligned on the latest information and saves precious time by streamlining processes, driving up quality, and reducing risks of mistakes. Meanwhile, insights can be used to deliver knowledge back to those on the frontlines of construction, enabling them to improve processes and optimise projects. What’s even better is that the more data that is captured and analysed, the more accurate predictions about the future become, resulting in a greater level of insight that can be used to create new solutions, optimise processes and more – it’s called the Data Flywheel model.

With enough data, this self-fuelling model can create an unstoppable momentum for construction businesses as the vast amount of information it produces can continue to be captured, pulled apart and redelivered as intelligent insight so better estimates can be made – whether it’s looking at potential delays, or issues.

Thanks to a unified, single platform which connects stakeholders, processes and their data, owners and contractors can begin to leverage this flywheel to drive improvements in everything from project progress, to supply chain developments and safety and performance. This will be vital for the sector, not just in the immediacy, but in realising the rich potential this data promises.

International construction specialist, Ardmac, is one example of a company that has experienced the benefits having provided over 400,000m² of white-space and over 600MW of capacity for some of Europe’s largest data centres. With platform technology, Ardmac has achieved far greater insight into performance across its projects – helping it to save time and reduce the chance of errors.

Cutting-edge industries require cutting-edge construction

The UK’s leading digital industries are relying on a construction sector that can keep pace with its growth. As the demand for data centres rises, the construction industry has an opportunity to unlock high-value developments and secure customers which, given the trajectory of the sector, can offer a pipeline of future projects.

While the challenges — from technical complexity to stakeholder management — are pronounced, they can be met by new approaches to construction management, with single platform technology acting as a lynchpin. Such tools streamline communications and workflows, drive alignment around accurate information, and enable teams to work accurately and at pace, helping them meet stringent deadlines and quality demands.

By embracing single platform technology, the construction industry can meet the calls from our world-beating data centre industry with an equally world-beating approach to construction management. In doing so, the construction industry will not only bolster its own position, but further cement its vital role at the heart of the UK’s economic strategy for years to come.

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TCC Finds Liquidated Damages Not Invalidated

In the recent case of Eco World – Ballymore Embassy Gardens Company Ltd v Dobler UK Ltd,¹ the English Technology and Construction Court (“TCC”) found that an employer was entitled to claim the full amount of liquidated damages payable upon contractor delay, notwithstanding the fact that they had taken partial possession of the contractor’s works. The decision, which may come as something of a surprise to contractors and employers alike, demonstrates that ultimately all depends on the wording of an individual contract.

Background

Liquidated damages (“LDs”) can be a powerful tool in construction contracts. The usual position, when a party claims that a clause in a contract has been breached, is that they must prove that they suffered loss as a result of that breach, and then quantify that loss. In the case of delays to construction projects, this has the potential to be a complicated, drawn-out exercise leading to expensive disputes. LDs, on the other hand, are payable without proof of loss. The innocent party must generally only prove that the works have not been completed by the contractual completion date to be entitled to LDs at the agreed rate. The resulting certainty and predictability benefits both contracting parties.

Given the comparative ease with which LDs can be claimed (as compared to establishing and proving actual loss), the party levying them will always be in a position of power. For this reason, the courts have developed certain rules designed to prevent that power from being abused. One of these is that LDs cannot be set in such a way that they constitute a penalty. Another significant caveat is that, where LDs are agreed in respect of certain breaches, they are to be an exhaustive remedy for any losses arising from the relevant breach (i.e. the innocent party forfeits its rights to claim general, or “unliquidated”, damages). And, importantly, LDs are not enforceable unless they are certain – the parties must know in advance, in real terms, what the actual amount of LDs will be if the project is delayed.

In construction projects, employers may also be granted the right to take over parts of a contractor’s works early. In some cases, employers who do so proceed to levy LDs at a reduced rate that takes this partial possession into account. Other employers, however, may attempt to levy LDs in respect of the whole of the works without making an allowance for the parts that were taken over early. Such conduct has traditionally thought to be impermissible, as it essentially involves an attempt by employers to “have their cake and eat it” – enabling them to limit their loss by progressing the part of the works they have taken over, while at the same time purporting to levy LDs at a rate designed to compensate them for the loss they would have suffered if the works as a whole were delayed.

The Facts

Dobler UK Limited (“Dobler”) was engaged by Eco World (“EWB”) to carry out design, supply and installation of the façade and glazing for a residential building in Nine Elms, London. The building was broken down into three separate blocks – A, B and C. None of the blocks were completed by the completion date set out in the contract, but in due course Dobler finished its works in respect of blocks B and C, and EWB took them over. Several months later, block A was completed and taken over. When EWB issued its assessment of the final payment due to Dobler, it withheld LDs from the final payment without making any allowance for the fact that it had taken over two of the three blocks well in advance of the third.

The contract contained no mechanism providing for different rates of LDs in circumstances where some of the blocks had been taken over prior to completion. Instead, as long as the works as a whole had not been completed by the required date, the full rate of LDs would become due.

Somewhat unusually, as a result of a cap on LDs in the contract, by the time the dispute came before the TCC, EWB’s position was that its own decision to levy LDs was wrongful, as the LDs provision was void and unenforceable (thus enabling it to claim uncapped general damages for delay), while Dobler argued that its only liability in damages was pursuant to the LDs clause.

The Decision

EWB argued that the LDs regime was void for want of certainty as it was not possible to calculate a reduced rate of LDs to reflect the fact that parts of the works had been taken over early. While it was clear that the contract allowed EWB to take over parts of the works early, what was missing was a corresponding provision that made it clear how the LDs were to be reduced in those circumstances. There was insufficient certainty, for instance, because Dobler could not know in advance how such a reduction was to be calculated (e.g. a pro rata reduction in LDs reflecting how many rooms in a building had been completed, relative to the total number, would produce a different result to a calculation based on the amount of completed floors, or square metres etc.).

It was clear from the leading textbooks that, in general, LDs will fail in such circumstances unless there is an effective mechanism for dividing the single sum of LDs by completed sections. The TCC noted, however, that “it is important not to elevate statements of general principle into an inflexible rule of law.” While the TCC was referred to a number of cases in which LDs were invalidated by an employer’s early possession, the LDs clauses were invalidated only because the contracts in those cases were unclear or inconsistent as to what the consequences of that early possession would be; in other words, the authorities did not provide that an employer’s decision to take partial possession was “automatically fatal” to its right to levy LDs.

The key question, in the TCC’s view, was whether the relevant provisions could be operated with sufficient certainty so that it was clear, in real terms, what the consequences of partial possession were on the rate of LDs payable.

On the specific wording of the contract between EWB and Dobler, the TCC found that the LDs clause was not invalidated by EWB’s decision to take partial possession. While there was no provision made in the contract for calculating a reduction in LDs in that scenario, neither had EWB purported to make such a reduction. In this regard, the contract was clear that (1) EWB was entitled to take over parts of the works before others, as it did; and (2) early possession of those sections had no consequences in terms of the LDs. It was clear from the express terms of the contract that Dobler would be liable for the full rate of LDs once completion was delayed, until such time as all of its works were completed. Regardless of whether this arrangement was fair, it was nonetheless the case that the relevant clauses could be operated with certainty.

Given that these provisions were clear on their face, EWB advanced a fall-back argument that the LDs regime amounted to an unenforceable penalty, when read together with the provisions entitling it to take partial possession. EWB essentially argued that it was inherently unfair for it to be able to levy the same amount of LDs in respect of one, two or all three blocks, given that different levels of loss would be incurred, particularly in circumstances where the contract also allowed it to take over blocks early.

The case law was clear, however, that in order for an LDs provision to be unenforceable, it must be shown to be unconscionable or so extravagant as to amount to a penalty. The fact that it is not a genuine pre-estimate of loss does not necessarily mean that it will be a penalty, even if it is intended to act more as an incentive to complete on time.

Indeed, one of the reasons for the existence of LDs provisions in the first place is that quantifying loss in these circumstances can be extremely difficult. In this case, any combination of delays, or partial delays, to the blocks could have resulted in differing levels of loss to EWB given the different stakeholders involved. The LDs provision was negotiated by the parties with the benefit of advice from external lawyers and the TCC noted that, in those circumstances, it should be cautious to interfere, particularly in circumstances where it was not suggested that the rate of LDs was so high as to be considered unreasonable or disproportionate.

Although not necessary for the court to determine, Dobler also argued that even if the LDs clause became inoperable due to EWB’s early possession, this inoperability could be cured by an implied term. The LDs clause gave EWB the discretion to claim liquidated damages “at a lesser rate” than that set out in the contract, which Dobler argued gave rise to an implied term of reasonableness, and said that any reasonable exercise of EWB’s discretion would involve a reduction of LDs by way of a fairly simple calculation reflecting the parts of the works that had been taken over early. The TCC was not prepared, however, to imply such a term, as the express terms of the contract were already clear and implying such a term would cut across the express allocation of risk that the parties had agreed on when the contract was formed.

Finally, the TCC noted that even if the LDs clause had been held to be unenforceable in itself, the contractual cap on LDs would nonetheless have applied to limit the level of any general damages. This was because, in the TCC’s view, the parties had demonstrated a “clear intention” to limit Dobler’s liability for delay to the agreed level, even if this intention was originally arrived at in the context of setting the limit of LDs and a literal reading of the relevant clause would confine the limit to LDs.

Comment

The TCC’s decision may come as a surprise to many in the industry who have been operating under the assumption that, as far as LDs and early possession are concerned, employers generally cannot have their cake and eat it, unless there are very clear provisions to the contrary.

Nonetheless, it must always be emphasised that the specific wording of the contract will always be determinative. As illustrated by the raft of cases in which LDs have been held to be unenforceable in very similar scenarios, to ensure certainty an LDs regime should leave no room for doubt when it comes to the effect of partial possession.

It remains the case that employers should take extreme care, prior to any partial taking over, to review the contract carefully and ensure that the LDs regime they have agreed to allows them to take over part of the works without waiving their right to claim LDs – or that it contains an express mechanism allowing for a reduction in LDs to be calculated with certainty, if such a reduction is intended by the parties. It is beyond doubt that an undefined discretion on the employer’s part to lower the rate of LDs due is not sufficient; the contract must expressly provide, for instance, for completion in sections, and specify the rate of LDs that will become payable for each particular section that may be delayed.

In order to reduce the likelihood of disputes, both employers and contractors are encouraged to provide for as much certainty as possible in advance; if either party envisages early taking over to be likely in respect of any parts of the works, it is advisable to agree to an LDs regime that makes it clear what the consequences of such a take-over will be. It will be a source of comfort to contractors, however, that the courts will likely uphold a clear intention to limit liability to a certain level, even if an LDs regime otherwise fails.

Finally, the decision was notable in that it was one of the first judgments to cite the recent decision of the English Supreme Court in Triple Point Technology, Inc v PTT Public Company Ltd² as a leading authority on LDs clauses. WFW acted for the successful party in that case and you can read more about that important decision here.

[1] [2021] EWHC 2207 (TCC)
[2] [2021] UKSC 29

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Flagship Scheme Hits North East Market

Key workers and families are to benefit from First Homes, a new flagship Government housing scheme which has been made available in Newton Aycliffe, Durham.

The First Homes scheme looks to support those who are struggling to afford market prices in their area but want to stay within the communities where they live and work. Robert Jenrick, the UK Housing Secretary, visited the development in Newton Aycliffe last week, which became the third early delivery project in the scheme following on from launches in Bolsover, Derbyshire and Cannock, Staffordshire.

The scheme also offers homes at a discount of at least 30% when compared to the market price. The same percentage will then be passed on with the sale of the property to any future first-time buyers, meaning the homes will always be sold below market value. This will benefit local families as well as key workers like NHS staff and forces veterans for generations to come.

Mr Jenrick said: “Enabling more people to own their home is central to the mission of this Government, and First Homes will offer a realistic and affordable route into home ownership for even more people.

“It’s fantastic to be in Newton Aycliffe to see the new First Homes become available to local people in the North East. By offering the chance to buy a home at a 30% discount, we are giving local people, families and key workers a route into home ownership where they already live.”

More sites are set to launch throughout the country in the coming months, with a further 1500 joining the market through a Government-backed pilot which launched this year. Up to 60,000 First Homes are projected to be built throughout England and Wales by 2029-30.

Delivery of the scheme is part of the UK Government’s pledge to build 300,000 more new, affordable and attractive homes per year and put home ownership within reach for people across the country. It is also part of the Build Back Better and ‘levelling-up’ promise.

Major high-street lenders Lloyds and Nationwide, along with local building societies and community lenders, have announced that they are offering high loan-to-value mortgages against First Homes to support the roll-out of the scheme.

It was also announced in early August that home builders can bid for a share of £150m to support roll-out of the new First Homes scheme helping local first-time buyers onto the housing ladder and supporting jobs across the country.

Durham County Council’s Cabinet Member for Resources, Investment and Assets, Councillor James Rowlandson, commented: “We are very pleased to have been involved in the First Homes pilot. This is a fantastic opportunity for first-time buyers and key workers across County Durham who aspire to own their own home.

“Ensuring that our residents have access to affordable housing is a key priority for us. This pilot puts people and communities first, allowing residents to buy their dream home in their local area. Furthermore, as this discount will always be passed on, it is helping to meet the needs of future buyers in addition to those currently looking to get on the property ladder.”

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Fund Increases Community Affordable Housing

Communities are set to be given more opportunities to build houses in their neighbourhood thanks for a new £4 million fund launched on 23 August.

The new grant programme, which was launched by Housing Minister Christopher Pincher, gives community-led housing groups the chance to access high quality, affordable homes that will meet the needs of local communities. The cash injection will help community groups meet a range of costs incurred in trying to develop housing, which could include paying for searches, administration costs or legal advice, design work and planning applications.

This community-led and focused approach involves neighbourhood-based groups taking responsibility for local housebuilding and delivers housing which is both locally affordable and remains under the control of the community via land trusts of housing co-operatives.

Housing Minister Rt Hon Christopher Pincher MP said: “Community-led housing is about local people playing a leading and lasting role in solving their housing problems, creating genuinely affordable homes and strong communities where mainstream housebuilders are unable to deliver.

“The Community Housing Fund has been set up to support housing schemes that are truly community-led and will last for generations to come, helping ensure we build back better.”

The Community Housing Fund Revenue Programme 2021 to 2022 is funded by Ministry of Housing, Communities and Local Government and will help community-led housing groups in the latter stages of pre-development.

The Community Led Homes Partnership (CLH) will manage the grant programme, assessing all applications and administering the grants. CLH is a partnership of 4 leading community-led housing organisations:

• Confederation of Co-operative Housing
• Locality
• National Community Land Trust Network
• UK Cohousing Network

Tom Chance from Community Led Homes added: “Community-led housing groups are rooted in their communities and truly understand local housing needs. There are so many fantastic community-led housing projects planned across the country. This programme will help many of these projects come to fruition.”

Applications will open on 23 August 2021 and will remain open until all funds are allocated or until 31 December 2021, whichever occurs first. The programme will close in March 2022 ‒ all work funded by the grant must be completed by this date.

To apply for the fund, groups will need to complete an eligibility checker on the Community Led Homes website. If eligible, groups will be emailed an online grant application form.

Today’s announcement follows the publication of the Bacon Review which recommended that reigniting the Community Housing Fund will create more opportunities for communities to build.

Karen Curtin, managing director at self and custom build development site, Graven Hill, said: “The Bacon Review has confirmed what we have known for years: self and custom building is the way forward for UK housing. We have always been huge advocates for making these non-traditional routes to home ownership accessible to everyone, no matter their age or background. In our eyes, the Review is a major step forward.

“Compromise has been an accepted part of house buying for too long, and we’ve seen first-hand how self and custom building is a key part of tackling this. Being able to buy – or build – a home that suits personal lifestyle choice is essential to solving the UK’s housing crisis and once the Help to Build scheme is launched, self and custom building could be a possibility for first-time buyers, families, and downsizers alike.

“As self-building becomes more accessible, we encourage developers across the country to consider offering self-build plots as part of each new development. We must move away from the ‘soulless monoculture’ that has been created over the years, embracing housing diversity instead. The desire from homeowners to create their dream home has always been there, they just haven’t been provided with the help or opportunities to do so.

“Our self-build plots have been incredibly popular, generating more interest than traditional options, with purchasers benefitting from Plot Passports and Golden Brick packages that make the process simpler. As the site enters its next phase of development, plans are in place to launch new serviced plots and custom build homes that are eligible for Help to Build. By taking a more innovative approach to house buying, we can make compromise a thing of the past.”

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Government Loan Supports Retirement Housing

Homes England has struck a deal with Audley Group to help support new homes in the under-supplied retirement housing market.

Thanks to a new £40 million funding injection from Homes England, the UK Government’s housing agency, hundreds of older people will now be provided with new housing. The loan is from the £4.5 billion Home Building Fund and will accelerate the construction of 255 mid-market retirement homes in Audley Group’s Mayfield Villages portfolio.

The retirement housing market is an area which is currently under-supplied. This new partnership builds on Audley’s recently announced joint venture with BlackRock Real Assets.

Peter Denton, Chief Executive at Homes England, said: “First and foremost, this will enable hundreds of later life customers to enjoy high-quality, independent living accommodation for years to come. The area will benefit from enhanced care provision and family homes will be freed up for the next generation.

“Our loan directly addresses market funding challenges due to the pandemic and highlights our commitment to ensuring diverse communities.”

Mayfield Villages Audley Group’s mid-market proposition and the properties within the village will include extensive health, wellbeing care and leisure facilities. Property owners as well as people in the local area will also gain benefit from access to the Care Quality Commission (CQC) rated Mayfield Care.

Nick Sanderson, CEO, Audley Group, said: “The transaction with Homes England is an important milestone for the retirement living sector. A coming of age. Government backing underlines the importance placed on increasing provision in the retirement living sector and developing more innovative housing solutions.

“Our aspiration to transform retirement is shared with both Homes England and BlackRock Real Assets and this will be the focus as we look to the future.”

The development is a cornerstone of the wider Riverwell regeneration scheme in what is a priority location for the agency, allowing it to help deliver more ambitious plans. The project also incorporates elements of Modern Methods of Construction, covering build and project management activities.

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Award Shortlist Showcases Best in Structural Engineering

The Institution of Structural Engineers (IStructE) reveals the 2021 Structural Awards Shortlist, featuring 53 outstanding projects worldwide.

Following a COVID-induced hiatus in 2020, the hotly anticipated 2021 programme returns bigger than ever, with a brace of new categories. Significantly, this iteration covers a two year period. As such, the judges had a more difficult time than ever with double the amount of entries to consider.

Encompassing a wide range of structural disciplines, each of the 13 categories highlights the prolific work of structural engineers globally, and the role they play as the ‘Guardians of public safety in the built environment’.

For the 2021, the UK put on a strong performance, with some of the world’s top practices demonstrating why the country is regarded as a centre of structural engineering excellence.

Further afield, from soaring modern skyscrapers and expansive stadia to highly-detailed restoration work on historic landmarks, the calibre of this year’s finalists is second to none. The 2021 shortlist highlights include:

• Project: The All England Lawn Tennis Club No.1 Court Redevelopment, UK
• Category: Long Span Structures // Finalist: Thornton Tomasetti
• Project: Oregon Forest Science Complex, USA
• Category: Zero Carbon // Finalist: Equilibrium Consulting Inc.
• Project: Tiayuan Botanical Garden Domes, China
• Category: Construction Innovation // Finalist: Structure Craft & Arcplus Institute of Shanghai Architectural Design and Research
• Project: Guinness Storehouse Gravity Bar Extension, Ireland
• Category: Minimal Intervention // Finalist: Arup Consulting Engineers

Sustainable to the Core

Aside from placing a spotlight on professional excellence, the 2021 Awards has put sustainability at the heart of the judging process.

With the concerted, universal move to decarbonise society and the need to meet ambitious Net Zero 2050 targets, IStructE is acutely aware the structural engineering community has an integral role to play toward reducing emissions within the built environment. As such, it was decided to make ‘proof of sustainable practices’ a key requirement across all categories.

Further, many of the shortlisted projects show how the sector has embraced digital adoption, using advanced asset information management tools and cutting-edge BIM modelling to deliver precision and finesse.

Commenting on this year’s Awards, returning chair of the judges, Professor Tim Ibell says, “What a fantastic two-year bumper crop of shortlisted projects. Despite the pandemic, the sense of pride for our profession, which the Structural Awards always fosters, is alive and kicking and is well-reflected in this year’s shortlist.”

He continues, “Sustainability is a central focus for this year’s programme. The whole judging panel was incredibly impressed with the amount of amazing projects able to demonstrate wonderful, sustainability-related innovations. The need for eco-friendly design will continue to grow in judging priorities over the coming years, as we all grapple with the exciting, but considerable, decarbonisation challenge. This year’s shortlist reflects the very first steps in this move and, as always, provides inspiration for so many across global construction.”

Aside from sustainability, shortlisted entries were selected for excellence, creativity and inventiveness, as well as elegance and detailing.

The complete shortlist can be viewed at: https://ift.tt/3kHn45W with the winner announced at a gala awards dinner and ceremony, taking place on 5^th November 2021 at The Brewery, London. Click here to book tickets.

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Materials Shortage Push Innovators to Find Alternatives

Mark Sugden is a senior associate in the Advanced Engineering Group and leads the Construction Sector Group at European intellectual property firm, Withers & Rogers. Here he shares his thoughts on how the material shortage in construction is forcing innovators to find more sustainable alternatives.

Britain is currently facing a national shortage of construction materials that in the short term at least, shows no sign of improving. In the absence of materials such as cement, timber and steel, innovators are looking for more sustainable alternatives as well as ways to streamline manufacturing processes to reduce the reliance on these materials.

  

Much innovation is already underway within the sector, as developers and contractors focus on helping the UK to meet its net zero by 2050 target. Patent protection will play a vital role in the race to net zero, by ensuring innovators can protect their inventions and secure market share.  

 

The UK is currently experiencing the fastest rise in construction activity since 1997, which is being undermined by price increases and a shortage of materials. In part, the shortage can be traced back to the beginning of the pandemic, when many manufacturers were forced to slow down production, which in some cases led to factory closures. Despite early signs that some materials were in short supply, construction work continued on many sites throughout the national lockdowns. This, combined with a boom in building and home improvement activity in 2020, which has continued into 2021, depleted the supplies further.  

 

With roughly 60% of materials used in UK construction projects being imported from the EU, Brexit has also caused a great deal of uncertainty around the supply of construction materials. Despite the UK-EU trade deal, many supply lines have become lengthened for the UK. Alongside these difficulties, the construction sector is also experiencing a shortage of haulier drivers, which coupled with the recent ‘pingdemic’, is further impacting materials shortages.  

 

While there is no quick-fix solution, materials shortages have encouraged some innovators to accelerate their R&D activity to find sustainable alternatives. With sustainability now a top priority for the construction industry, these innovations could provide a green solution to the problem of materials shortages.  

 

It is likely that a combination of new manufacturing or construction methods, new building material compositions, and improved renovation techniques, will be needed to help ease materials shortages and facilitate net zero development. It is important that new and advantageous innovations within the construction industry are considered for patent protection in order to realise their full potential. In a competitive and evolving industry, it is vital that companies protect their innovations to prevent them from being copied by competitors.  

 

Saint-Gobain, a leading materials manufacturer is just one company developing innovations that could help to tackle the sector’s current challenges. The manufacturing giant has created a new gypsum board (patent application EP3792232) with increased strength, that reduces the amount of wood needed on site to construct internal walls. The panels used to make the board are strong enough to build a new internal partition, without the need for them to be mounted onto a wooden frame. With the Timber Trade Federation (TTF) predicting that timber shortages are likely to get worse over the coming months, any innovation that can reduce the amount of wood needed to build a structure is vital. It also has the added environmental benefit of minimising the number of trees needing to be felled.

  

Chicago-based USG has also explored the potential of gypsum boards, having been granted a patent (US10421250) which focuses on the material’s components. The innovative material used to make the boards reduces the need for additives, meaning less water is required to produce it. With standard gypsum, there is often excess water at the end of the manufacturing process which must be removed using a pump, powered by an energy source. By reducing water usage, this invention can help the sector to move closer to its carbon neutral goal.   

 

Areas such as road construction are also a focus for innovators of sustainable solutions. MacRebur, the plastic road company, has developed a new material (patent number US10808365) that is created using waste plastic. As well as repurposing unwanted plastic, this patented technology reduces the amount of bitumen required for the road surface material and protects the environment.

  

Patent protection provides businesses with an exclusive right to market their innovation for 20 years, so they can recoup the cost of their investment and generate profits. Offering innovators the opportunity to increase their competitor advantage and protect their invention from the risk of competitor theft, patents can also help to position businesses as industry leaders. At a time when there is so much demand for sustainable materials, this type of commercial protection is essential. In the UK, a granted UK patent can also enable innovators to reduce their Corporation Tax through the Government’s tax reduction scheme, the Patent Box.

 

With construction sector activity likely to remain buoyant for the foreseeable future, demand for sustainable materials that can be sourced more readily, and help to streamline manufacturing processes, will be in high demand. By securing patent protection on route to market, innovative manufacturers of all sizes have an opportunity to position themselves as market leaders. 

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Interim Commercial Partner Appointed to Hospitals

A new supplier has been announced and appointed to help deliver commercial services as part of the UK Government’s 40 new hospitals across England by 2030.

KPMG, working in partnership with Arcadis, Arup and Gardiner & Theobald, has been appointed as the New Hospital Programme’s Interim Commercial Partner (ICP) following a collaborative procurement event with the Crown Commercial Service (CCS) and a competition from the range of providers offering management consultancy services to Government under a pre-agreed procurement framework.

KPMG is supporting the programme for the next 12-18 months, until a long-term Commercial Partner is appointed, with the procurement planned to start in Spring 2022. As the ICP, KPMG will be an integral part of the programme’s commercial function, delivering services including cost estimating, commercial modelling, post-contract management and procurement support.

New Hospital Programme Commercial Director Emma-Jane Houghton said: “The appointment of KPMG, in partnership with Arcadis, Arup and Gardiner & Theobald, as our Interim Commercial Partner, is an important step for the greatest hospital building programme in a generation.

“KPMG will provide vital commercial support to the New Hospital Programme over the coming months, as our plans to build 40 new hospitals by 2030 continue at pace and remain on track.”

The appointment of an expert commercial partner with experience of large-scale projects will ensure the programme is, at every stage, delivering value for money for the taxpayer.

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Green Light for First Phase of West Bar Scheme

Full planning approval was granted on Tuesday 17 August for the first phase of the highly anticipated new West Bar mixed use development in Sheffield.

The decision means that construction of this important scheme can start within the next few months, along with the completion of the ongoing demolition. The reserved matters approval has kickstarted the regeneration of the seven-acre disused site to provide some much-needed new Grade A office accommodation, as well as incorporating ancillary retail and leisure space, residential apartments and high-quality public realm.

Urbo (West Bar) Ltd is the scheme developer, a joint venture between Urbo Regeneration and Peveril Securities and has already secured the £150 million funding to deliver the first phase from Legal & General in the largest private sector investment deal Sheffield has ever seen.

The partnership plans to deliver a £300 million mixed use destination and is expected to create about 6,000 – 8,000 jobs as well as meeting some of Sheffield’s current housing needs.

The first phase of the development includes No.1 West Bar Square, a new 100,000 sq ft office building, which will see ground floor retail and leisure space. It delivers against much needed Grade A employment space, with floor plates suitable for large scale occupiers.  It will also deliver Soho Yard, comprising 368 Build to Rent residential apartments. Once it has been completed, West Bar will provide approximately one acre of public realm and green space, extending the Council’s hugely successful grey to green and SUDS transformation.

Peter Swallow, Managing Director at Urbo, said: “We have been working closely with Sheffield City Council and other key stakeholders for many years to bring forward this important regeneration scheme and we are delighted to secure full planning consent to be able to move forward with construction.

“No.1 West Bar Square delivers against evidenced demand for large footprint, High quality modern office accommodation that currently lacking in Sheffield city centre. It complements the existing West Bar neighbourhood which already boasts key office occupiers including the Home Office, top 50 law firm Irwin Mitchell and the Crown and Family Courts.”

Ralph Jones, Managing Director at Peveril Securities, said: “West Bar, along with the commitment by Legal & General to invest £150m for the first phase, is testament to the strength of Sheffield as a considerable powerhouse in the North and an attractive place to live and work.

“Our vision for West Bar is to deliver a much-needed new quarter for the centre of Sheffield, delivering on the city’s housing, jobs and regeneration needs with up to 1 million sq ft of vibrant new mixed-use space along with fantastic public realm for all to enjoy.  Achieving planning consent is a major milestone and will enable us to realise this vision.”

Soho Yard offers 368 residential apartments within two buildings situated around a landscaped space and gardens with access via Plum Lane. The properties will be delivered and operated by Legal & General as part of its highly successful ‘Build to Rent – Homes for Life’ portfolio. It sits on the site of the famous ‘Soho wheel’ that powered grinding machinery near the River Don after the Industrial Revolution.

Legal & General is using its varied long-term sources of capital to support a UK-wide job creation agenda, reshaping the urban landscape, and providing the significant investment needed to help cities adapt, change and innovate. It is committed to investing in Sheffield and to supporting its post-crisis growth ambitions, where it recognises the high potential that the city has to offer.

Phase two plans for West Bar include a second Legal & General-funded, 100,000 sq. ft. office building, with further phases ultimately providing 1 million sq ft of mixed-use accommodation, of which over 500,000 sq ft will be Grade A office space offering the largest floor plates in Sheffield city centre.

Ben Rodgers, Head of Regeneration at Legal & General commented: “Creating vibrant towns and cities is key to Britain’s economic growth and prosperity. Sheffield has been on a journey over the last 40 years, from industrial decline to steady growth, and now is looking to invest for the future and strengthen its position as a leading UK city. We are excited to be bringing this important scheme forward to meet this ambition and look forward to continuing to work with the council, Urbo and local residents to deliver modern and fit-for-purpose office space which responses to local needs.”

Urbo was advised by BNP Paribas Real Estate.

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Aligning Green Agenda with Economic Recovery

Paul Ruddick is Chairman at Reds10, in this feature for UK Construction Online, he writes about how the green agenda must be aligned with the UK’s economic recovery.

A report issued by the Institute for Government last month gave a stark warning that the UK’s efforts to meet its target of net zero emissions by 2050 are off course because they’re not aligned with the economic recovery plans set out during the pandemic.

The report, which states that the economic agenda proposed by the Government fails to place green policies at its heart, outlines a clear challenge to deliver on the ambition to build the country back greener, smarter and faster in the aftermath of Covid-19. In short, it says that the economic recovery and the net-zero transition have become two different goals that may not be mutually achievable, resulting in unwanted friction as the country aims to achieve both successfully.

However, ‘Project Speed’, the Government’s concept to drive efficiency in delivering projects, inspired by the principles used during the pandemic, is already successfully delivering public investment projects more efficiently, with sustainability at the heart. Evidence is mounting on how we can innovate and evolve to deliver better outcomes more quickly while helping the Government achieve its long-term carbon reduction goals and meet economic needs. Most recently the Government has announced that all companies bidding for public contracts worth £5m or more must provide a carbon reduction statement setting out both how they would reduce carbon on the work to be undertaken and how they as a company plan to achieve carbon neutrality by 2050 – this is a huge step and a big deal for the industry.

We’re seeing positive action towards supporting this agenda. One department in particular is the Ministry of Defence (MoD) which is currently spending £45m on a nationwide Net-Zero Carbon Accommodation Programme (NetCAP), designed to improve facilities for troops when they are training away from their permanent barracks while also steering the Government towards its net-zero carbon targets. Reds10, working with Landmarc Support Services (Landmarc) and the Defence Infrastructure Organisation (DIO), are delivering the ambitious programme that features over 40 carbon-efficient accommodation blocks, providing more than 1,900 bed spaces in just 21 months. So far, in just 10 months, 18 buildings have been installed on site with a further 12 in the manufacture stage.

Crucially, we are learning lessons from each block for the next. The first block, our prototype, was installed at Westdown Camp on Salisbury Plain last summer and received an A-rated Energy Performance Certificate (EPC) just 12 points from achieving net-zero, thanks to the use of air source pumps and rooftop solar panels, among other design choices. The Westdown Camp prototype block, like all the buildings on the programme, was fitted with our SMART building technology ‘THRIVE’, enabling us to monitor how the building is being operated, make adjustments to the programme design and specification and optimise energy usage.

As a result, the next three blocks, delivered at Nesscliff Training Area in Shropshire, achieved an EPC rating of -5, meaning they actually create more clean energy than they consume. Subsequently, the Castlemartin Training Area in Pembrokeshire, Brunswick Training Camp in Surrey and additional buildings at Westdown Camp achieved EPC ratings of -7, -9 and -10 respectively. This means a 22-point improvement in EPC rating and a 130 tonne reduction in embodied carbon (tCO2) from the original proof of concept. The newer buildings mark a 33 per cent reduction in embodied carbon from the original prototype, and actually generate power for the site, reducing electricity costs.

This programme stands up as an example of how we can build back more quickly and efficiently. The manufacture and installation at each camp is 13 weeks (this has reduced from 15 weeks for the programme prototype). This compares to at least eight months using traditional construction methods. Materials being used have significantly less embodied carbon and so far all buildings have achieved Defence Related Environmental Assessment Methodology (DREAM) ‘Excellent’ ratings.

90% of the buildings have been manufactured off site. We are also using load bearing gypsum fibre panels, 50% of which are recycled, as a replacement for the traditional solid concrete. This reduces embodied carbon by up to 60%, improves performance due to enhanced thermal properties, and reduces the weight of the building.

The success of this project is in no small part due to the collaboration among the team and the commitment of the MoD, which has embraced change with open arms and harnessed industry expertise, technology and the UK’s manufacturing capability, to transform delivery for the better. It is this mindset that enables projects to be treated not as standalone developments, but a programme where continual learning and improvement delivers cost efficiency, net-zero carbon and better quality accommodation, all at the same time.

We’re positive about momentum building in other sectors that can learn from the ongoing success of NetCAP, placing the country back on track to achieve both our economic and environmental goals without compromise.

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Go-Ahead for 336 Apartments in Sheffield

Godwin Developments has gained planning permission for a 23-storey build-to-rent (BTR) scheme in Sheffield. The scheme will see the construction of 336 apartments on the edge of the city centre.

The development, named The Meridian, will be situated close to Sheffield’s train station and transport routes as well as all major amenities, and will include one, two and three-bedroom modern open-plan apartments, as well as 94 private balconies.

The scheme will incorporate a large amount of flexible ground floor amenity space for a concierge reception, co-working space, residents’ only lounge and gym. It will also have a landscaped roof garden and plaza fronting onto Queens Road along with 358 cycle storage and 29 car parking spaces.

The development will also contribute significantly to the housing requirements of the city as well as the overall regeneration and investment programme which is currently underway in Sheffield.

James Mulcare, Head of Residential Capital Markets at Godwin Developments, said: “We are delighted to have received planning consent from Sheffield City Council for this scheme. The development is a major milestone for the BTR market in the city, bringing forward a multifunctional living space that is also perfect for working, relaxing and socialising.

“The Meridian is a well-located scheme of exceptional design quality shaped around the requirements and lifestyles of city centre residents. It emphasises wellbeing, light, natural materials and finishes, as well as access to private and shared outdoor space and community-focused amenities.

“As such we are confident it will be a popular choice among residents of various age groups – and an attractive proposition for investors.”

The scheme will see the redevelopment of a 1.1 acre brownfield site which has been vacant for many years, and is located a five-minute walk from Sheffield’s Midland Station, and a ten-minute walk from Sheffield city centre.

Ketan Patel, Senior Development Manager at Godwin Developments, added: “We are grateful for the help and support provided to us by the Sheffield City Council planning team, which has led to the successful outcome of our planning application today.

“It has resulted in the creation of a landmark building that is simple and effective in design and adds positively to the city’s new skyline. When built, The Meridian will become a welcome focal point for residents and visitors to Sheffield, realising the Council’s ambitions for the city.

“We would like to thank the members of the planning committee, the statutory consultees that have worked alongside us in the last few months, as well as planning experts Urbana Town Planning, architects Bond Bryan, consultants Rider Levett Bucknall and engineers HSP Consulting.”

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Project Uses Nature to Reduce Flood Risk

Over 20 natural features have been built to help bolster flood protection in the North East of England. The structures are part of a pioneering natural flood management scheme.

The new £2.1 million UK Government funded Weardale Natural Flood Management scheme, which includes a range of nature-based solutions such as storage areas, wooden leaky barriers and timber fences, could see a reduction in flood risk across 41km² for communities including Lanehead, Wearhead, Westgate and Stanhope.

It also contains 150 hectares of restored peatland and will aim to create around 75 hectares of woodland, bringing a habitat boost to wildlife.

The Environment Agency is leading the project and working in partnership with Natural England, North Pennines AONB Partnership, the Forestry Commission and Durham County Council along with representation from Wear Catchment Partnerships as well as local farmers and landowners.

Kirsty Hardy, Environment Agency Project Manager, said: “Our innovative approach, which has included flood risk modelling and working with communities to understand the flood history and landscape, has helped us identify the locations that provide the greatest benefit to reduce flood risk.

“Landowners and farmers and their skills and local knowledge are integral to the project’s ongoing success and our commitment to all working together has ensured our vision is coming to life.

“Not only is this protecting local communities, but it’s also bringing so many positive benefits for climate regulation, wildlife, water quality, water resources and amenity.”

At Killhope Barm, 13 leaky dams have been built throughout the burn to restrict the flow of water and four timber fences have been constructed to slow the movement of water across the landscape. Four storage areas have also been built at Middlehope burn, to help hold back rain water during times of heavy rain.

MP Richard Holden commented: “The better our flood management systems, the better we can protect our towns and villages across Weardale from life-changing harm.

“I was really pleased to hear from local farmer Greg Dalton and Kirsty and the Environment Agency team. When it comes to natural flood management it seems to me it’s best to work with the landowner from the start. It was great to see that Greg’s ideas were taken on and implemented by Kirsty and the Agency.

“From what I have seen today natural flood management could change the way we manage floods and how the Environment Agency works with landowners to understand what works best on their land and for local towns and villages.”

The latest work follows a demonstrator site which was completed in August 2019 and which stored 400m³ of flood water to protect communities from the impact of Storm Ciara in February 2020.

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Regeneration of Perry Barr Continues

The regeneration of Perry Barr in advance of the Birmingham 2022 Commonwealth Games has taken another step forward with the approval of plans for a new bus interchange.

The scheme is part of a £30.9 million transport interchange development which includes the neighbouring Perry Barr railway station, which is also undergoing a major redevelopment as the principal station for Alexander Stadium, the focal point of next summer’s games.

Plans for the bus interchange, which have been drawn up by Transport for West Midlands (TfWM) with support from Birmingham City Council, will see an overhaul of how services pick up and drop off passengers. There will also be an improved frontage to the One Stop Shopping Centre with an expanded, pedestrianised public space.

This project is being backed with funding from the Greater Birmingham and Solihull Local Enterprise Partnership (GBSLEP) and the Ministry of Housing, Communities and Local Government (MHCLG).

The scheme, which has been given approval by Birmingham City Council, has been developed in partnership with TfWM, part of the West Midlands Combined Authority (WMCA), to integrate with the new rail station and offer quick and easy transfers between buses and trains, whilst leaving a lasting transport legacy for the area.

Andy Street, Mayor of the West Midlands and Chair of the WMCA, said: “With up to one million spectators expected over the 12 days of the Games, it is vital that our public transport network offers easy, safe and reliable services. This new Perry Barr bus interchange, alongside the new station, will help us do that.

“Not only will the Games help to show the leading role the West Midlands is playing in public transport investment to tackle climate change, but the transport infrastructure investments we’re making – such as this new interchange – will help leave a legacy of improved transport for future generations.”

Cllr Ian Ward, leader of Birmingham City Council and WMCA portfolio holder for transport, added: “The new transport interchange is a key part of a wider transformation that will make Perry Barr one of the most connected places in Birmingham and the wider region.

“Not only will it provide a gateway for many visitors heading to the Alexander Stadium, it will also leave a lasting legacy for people in north Birmingham.

“We want to make these Games the greenest ever held and to help do that we need to make sure the easiest way to get around during Birmingham 2022 will be by public transport, cycling or walking. This will not only help cut carbon emissions and air pollution around our venues but also help keep everyone in the region moving next summer.”

The existing bus interchange is considered dated and inefficient with passengers having to cross traffic lanes to get to services and other local amenities.

Developed by TfWM, the draft transport plan has been drawn up in partnership with Birmingham 2022 and Birmingham City Council.

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London Cycleway Moves to Next Stage

Transport for London (TfL) has begun construction on the latest section of Cycleway 4 in Deptford. The cycleway is part of a major new route which is already enabling thousands of safer and easier cycle journeys throughout the area every week.

It will create enough space for pedestrians and cyclists to walk and cycle safely, which is vital in ensuring a sustainable and healthy recovery from the COVID-19 pandemic, especially as around 60% of households in inner London don’t have access to a car. Sections of the route, which is set to run from central London to Greenwich when it is finished, have already been completed between Tower Bridge Road and Rotherhithe, and on Creek Road in Deptford.

Once complete, the scheme will create:

• 4km of two-way protected cycle track, which will play a vital role in reducing road danger and encouraging people to cycle more often.
• New pedestrian crossings at Gosterwood Street and Grinstead Road, which will make walking journeys easier and safer.
• Upgrades to existing pedestrian crossings at Oxestalls Road and Deptford High Street.
• Wider footways and a new public space at New King Street, with new trees and seating, making the local neighbourhood a nicer place to walk around and spend time in.

Once work on Evelyn Street has reached completion, residents will be able to cycle between central London and Greenwich with ease on a safer and mostly protected cycle route.

Heidi Alexander, Deputy Mayor for Transport, said: “Thousands of people are already benefiting from new and upgraded cycle routes across London, and the next phase of Cycleway 4 will make a huge difference to those cycling around Deptford. Making it easier to walk and cycle in the capital is key to a green and sustainable recovery from the pandemic, and it’s really exciting that this key route between central London and Greenwich is going to be improved.”

Nick Fairholme, TfL’s Director of Project and Programme Delivery, said: “Ensuring that people have sustainable options for travel is an essential part of the capital’s recovery from coronavirus, and this next section of Cycleway 4 will make it even easier for adults, children and families to cycle around Deptford and beyond. We’d like to thank people in the area for their patience as construction work continues and advise people using local roads to leave more time for their journeys.”

TfL is continuing preparation work to start construction on a number of new cycle routes later in the autumn, including routes in Hackney, Tower Hamlets and Hounslow.

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DLA Appointed for Burnt Oak Development

Linkcity, the UK property development arm of global firm Bouygues Construction, has appointed DLA Architecture to design a new housing scheme and supporting community spaces in Burnt Oak, London.

The appointment of DLA follows on from Linkcity being selected as preferred bidder by the London Borough of Barnet to help deliver the scheme, which will provide around 300 new homes, with 50% being affordable housing.

DLA and Linkcity are set to work closely with the London Borough of Barnet to develop the scheme on the former Watling Avenue car park site, which will seek to address a current shortage of quality housing in the area.

Alejandro Carrajo, Senior Architect at DLA Architecture and project lead, said: “We are delighted that Linkcity has been selected by Barnet on this important project and that we have been appointed to help design the scheme. We have strong expertise in designing sustainable new living and community spaces that integrate well with the local environment and provide seamless connectivity to the surrounding neighbourhoods.

“We look forward to working closely with Linkcity, the council and local stakeholders to provide an exemplary scheme.”

The project is being delivered in partnership with Barnet Council using an income strip deal structure to ensure secure institutional funding. It will also incorporate community uses and a new public car park, along with significant public realm enhancements including a landscaped area. The scheme will be delivered by Bouygues UK, which is expected to start on-site next year.

DLA has recently completed work at Hackney Gardens, a significant new project comprising community space and housing in Hackney. The £21 million scheme was an enabling development between Thornsett, the London Diocesan Fund (LDF) and the Parochial Church Council (PCC) of St John at Hackney.

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How Artificial Intelligence is Revolutionising Construction

Kasia Borowska is the Managing Director of Brainpool.ai, a specialist Artificial Intelligence (AI) services company powered by a global network of 500 AI experts that has worked with some of the UK’s leading construction firms on AI projects. Kasia holds an MSc in Cognitive and Decision Sciences from UCL. In this latest piece Kaisa writes about the revolution happening within the construction industry thanks to AI.

The construction industry is on a post-pandemic recruitment drive. Pre-pandemic figures reported that the UK needed to hire one worker every 77 seconds and today there’s still a shortage of skilled available workers.

That skill shortage is leading some firms in the construction industry to investigate ways to make the building process more efficient. And that’s where automation and Artificial Intelligence (AI) come in. Tasks that are frequent and high volume can be automated and machines can outperform people in terms of accuracy and speed. That’s not to say they replace people, more that AI automates repetitive tasks so that people can focus on the tasks that really matter, and there will always be human responsibility to check and confirm actions.

Artificial Intelligence would improve productivity and help to reduce the industry’s high carbon footprint, estimated to be 10% of the UK’s total CO2 emissions. Inefficiencies can be found in nearly every area of the construction ecosystem, starting from design, through to implementation, scheduling and site management and they can lead to increased costs and environmental impact, such as materials wastage, inefficient space allocation or increased pollution.

A lot of construction design processes that are currently done manually can be automated thanks to advances in Artificial Intelligence and Machine Learning. Anything that produces data can be automated to produce outcomes. It’s an area of mathematics called Operational Research, i.e. advanced mathematical models built to support complex decision-making processes. It is not a question of if, but when – the sooner we start building artificial intelligence tools that can automate some processes the better. Artificial intelligence can help the construction industry increase efficiency and reduce carbon footprint, as well as lower operational costs and overheads.

AI-based solutions are being developed to help throughout construction phases: from planning, development and permissions, through scheduling, task management, on-site safety and beyond. The extent of automation will depend on some restructuring of tasks; after all, construction requires a high degree of adaptability because of the changing weather, environments, site layout and conditions. Humans are great at adapting to new and unique challenges, whereas robots and automation needs lots of data and frequent, high volume tasks. Not every role will be automated and it won’t happen overnight or simultaneously, rather there will be generational changes and people will enter the industry with different skillsets, just as they have done since the last industrial revolution. But AI and automation will increasingly take on both manual and non-routine manual tasks.

For smaller scale projects, it’s more likely that people will continue to manage construction phases, schedules and processes manually. However, large scale, multi-year projects that have complex coordination and many moving parts will be more efficient with the help of AI.

Prefabrication, in which the construction object is partially assembled in a factory before being transported to the construction site, largely eliminates the need for adaptability and will mean more construction tasks can be automated and performed by robots – a method that is becoming increasingly widespread. Likewise AI will help in optimising complex designs and floor plans to make the process more efficient.

As a current example, floor framing designers produce many possible designs before reaching an optimal solution. Moreover, they are restricted by complex regulations in timber design, contained in a 300-page compliance book. The final design is one taken from a large number (potentially thousands) of combinations and permutations, making the overall process lengthy and costly. While the designer must use their intuition and experience to narrow down the number of design possibilities, the process – which can be mathematically defined as an optimisation problem – often remains inefficient and produces sub-optimal results.

Digitising the design process, for example in CAD software, is helpful but still requires a lot of human involvement to arrive at the optimal solution.

In contrast, AI-powered design can be programmed to produce layouts that either minimise material costs, maximise factory production speeds or are the simplest to install on site. These give firms the opportunity to reduce design bottlenecks, lead-times and overheads, as well as empowering building designers to see directly, at the concept stage, what the implications of their design decisions might be on both structural feasibility and likely component costs.

An example of this design is DAISY – designed by Brainpool.ai alongside Staircraft Group, one of the largest timber stair and floor manufacturers in Europe. DAISY is an AI-powered timber design software that fully automates framing layouts without the need for design technicians. A year after launching it’s I-joist floor design functionality, DAISY now designs 12% of timber floors in the residential timber market in the UK. Benefits include reduced material wastage, faster construction time, more efficient transportation and maximised living space.

In the future Artificial Intelligence can increase the efficiency of construction processes in many different areas beyond floor plans. Genetic programming algorithm (the technical AI method used by DAISY) can optimise new areas of construction to increase the efficiency of the residential timber construction design process as a whole, including stairs, walls, roofs and eventually the full house design. This approach could then be used in the construction of social buildings such as schools or hospitals.

AI has started to deliver some incredible results, so it’s no surprise that the construction industry is adopting more AI technologies across various applications. The benefits that AI can provide are still relatively nascent. In the coming years AI will continue to drive cost savings, time savings, and overall improvements and efficiencies to the construction industry.

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£7.3m Guildford Power Upgrade Starts

A £7.3 million investment has started in Guildford to upgrade power supplies for thousands of residents in the area.

UK Power Networks has begun future-proofing a local electricity substation which helps to deliver safe and reliable electricity supplies to almost 19,000 homes and businesses throughout the Surrey town.

At an existing substation in the town centre, specialist electrical engineering teams are to build and equip a new electric switch house; the new equipment will then be connected to the existing network which will distribute electricity through the town.

At the same time, two new larger transformers will be installed and connected to the network. These will play a crucial role when it comes to electricity distribution, stepping down the voltage and safety to deliver power to smaller electricity substations and properties. The transformers will increase the network capacity for Guilford, securing the future growth of the town.

Anthony Griffin, Project Manager at UK Power Networks, said: “This is a major investment in the infrastructure for Guildford. This will help us to continue serving residents with reliable electricity supplies well into the future.

“We are future-proofing the electricity network by modernising the equipment which delivers power to local homes and businesses. There will be automation on the equipment, so that it can be remotely controlled by our engineers, making power supplies even more resilient.”

The work is set to take place within UK Power Networks’ existing substation and is expected to continue until autumn 2022. As the new equipment is energised, the existing equipment will be switched off.

This latest investment in Guildford is part of the company’s £600 million investment this year in its electricity networks. UK Power Networks maintains the network of cables, substations and power lines which supply and deliver electricity to 8.3 million homes and businesses throughout the South East, London and East of England.

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Fabricator Secures Major Bristol Development

Welsh aluminium fabricator Dudley’s Aluminium is pleased to announce that it has secured another multimillion-pound contract at a major mixed use development in Bristol.

Dudley’s Aluminium secured the contract with Wilmott Dixon to work on the Millwrights Place and Coopers Court residential scheme at Finzels Reach. The company has already started work on Halo, an innovative office accommodation site within the same development.

The Cardiff-based company is set to install a range of high-quality Kawneer products including windows, capped and structural silicone glazed curtain walling, swing and patio doors as well as louvres, steel doors, automatic opening and fire rated windows throughout the build at the former site of the Avon Fire and Rescue headquarters.

Colin Shorney, Managing Director at Dudley’s Aluminium, said: “This is the third major project we have worked on with Willmott Dixon at Finzels Reach, after the Aurora and Halo office complexes, and we are thrilled to be involved once again.”

Millwrights Place will see 231 private rental apartments in a 14-storey building, while the adjacent 10-storey Coopers Court will include 66 apartments with affordable and shared ownership options available for tenants, they will also be a mixture of 1- and 2-bedroom homes. Both schemes will have courtyard bike stores roof terraces, a brown roof and undercroft parking.

Since 1993, Dudley’s Aluminium has offered clients full in-house design and production facilities, completing many successful and prestigious projects within the education, health, commercial, retail and defence sectors throughout the UK and Channel Islands.

The combined worth of the projects totals £5.1 million.

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Using technology to enable collaboration

In this feature, Chris Potts from ANT Telecom outlines how utilising the right technology can enable managers to have a joined up approach to team and asset management while encouraging operational efficiency.

When working within a team, having access to tools that enable straightforward collaboration and mobile connectivity is key. Especially within industries such as manufacturing and utilities, where organisations need to ensure efficiency, productivity and profitability within their workforce in today’s competitive environment.

For engineering and maintenance directors, it can be difficult managing both a large asset base and a distributed workforce. Detecting and fixing critical issues which can quickly cause production lines to shut down or assets to fail over a wide-ranging area relies on essential and dependable connectivity, enabling communication; especially in remote locations or areas without guaranteed network coverage. Lone workers in these industries rely solely on effective communication in order to collaborate and without critical technology and enhanced mobile connectivity, they will be truly alone dealing with any issues that occur.

So, how can engineering and maintenance directors provide the right kind of connectivity, and ensure effective communication and collaboration amongst their teams? How do you keep lone workers safe while encouraging teamwork? How do you ensure that tasks are identified quickly, distributed appropriately and completed efficiently? Chris Potts, Marketing Director, ANT Telecom outlines how utilising the right technology can enable managers to have a joined up approach to team and asset management while encouraging operational efficiency.

A combined approach 

Managing hundreds or even thousands of different assets simultaneously and safely can be challenging, so managers must have full visibility across all their assets. Should monitored equipment fail, a critical alarm must be raised to alert the relevant engineering team, who can respond and fix the problem. Additionally, engineering directors need to know when the critical alarm is dealt with to ensure every issue is resolved properly and in a timely manner.

With continuous monitoring, changes and variations in asset patterns can be revealed, for example increased vibration that if undetected could lead to an unexpected breakdown. Being able to identify problems and distribute the critical alarm directly and proactively to the relevant team that responds to on-site emergencies will dramatically reduce machine downtime. Additionally, reacting early to machine failure warnings means that any potential problem can be corrected without affecting production or requiring an urgent emergency response, or causing unnecessary wastages and costs.

Furthermore, with a complete process, an alarm management system can record the full alarm sequence, through logging staff interactions to the resulting actions and conclusion. This means that reoccurring issues can be recorded and investigated thoroughly. Additionally, fault analysis checklists and guides can be administered with the alert, ensuring the resolution process is consistent across the organisation and issues are rectified as effectively as possible.

Bringing in the team 

Effective teamwork involves great communication to enable collaboration within the organisation. Especially when engineers work in rural or remote areas with no mobile reception, or for those working alone in ATEX areas, the employee needs to have access to a reliable private communication network to feel secure and protected, whilst also being able to easily ask their team for assistance and cooperate with their directors on projects.

When an asset fails and an alarm is raised, engineering directors need to have full visibility over the team or individual resolving these tasks. The right communication technology can help directors both organise their workforce and support the response team. An automated alert system can ensure that senior engineers are working on the ‘bigger picture’ while juniors with less experience are taking on the more straightforward and repetitive tasks, while having the opportunity to be supported throughout by those more experienced. Having the ability to provide clear directions such as digital step-by-step guides for routine alerts encourages juniors to grow their knowledge and skill-base.

In turn, engineering directors will have more confidence in delegating tasks quickly and fairly using an automated solution that takes into account previous workload. With complex team setups there can be miscommunication and confusion over who can fix an issue and how quickly this can be done. A delegation process through a centralised, manual system that is concerned with assessing who needs to be contacted and who is available without support from automation takes up valuable time. And when reaction times need to be quick in order to effectively deal with emergency alerts, a manual escalation process isn’t feasible.

An automated system can provide managers with full visibility about the tasks being picked up by the most appropriate person who can resolve the issue and efficiently monitor who is taking tasks throughout the day from the tracked system. This enables a more effective management of responses to critical alerts from the workforce and provides a fair distribution of tasks among the junior engineers, while the senior engineers can provide help and support where needed.

Overcoming resourcing limitations

Over the last year, collaboration and connectivity challenges have increased for many companies too, with the Covid-19 pandemic resulting in many organisations operating with a skeleton staff to satisfy social distancing requirements. This is essential for Covid-safety in the workplace, but these companies can become stretched when staff are off work if they have to self-isolate.

Lone workers that operate in remote areas like on wind turbines or in tunnels, for example, need access to private communication networks with reliable communication devices in order to collaborate effectively in areas where they can’t always rely on mobile signals.  Having technology solutions, such as integrated lone worker and communication devices – for example, Push to Talk over Cellular (PoC) or Digital Radio – can ensure that all employees are connected and can collaborate effectively. With the ability to provide location information, such as GPS or for more accurate indoor location, WiFi beacons, lone workers will know they are safe and their team knows exactly where they are – encouraging collaboration and assuring safety.

Collaboration is key 

From condition monitoring and asset management, to managing the response team and engineering and maintenance workforce, a joined up solution can benefit managers by helping them operate efficiently and collaborate successfully. As explained, effective mobile connectivity is essential to ensuring that systems connect seamlessly and information is fed through each system reliably, avoiding delays in response, prolonged asset downtime and the risk of staff working alone.

Having innovative ways to overcome poor connectivity challenges, using the latest technology can help to support automated systems to quickly and easily identify when there is a potential asset issue and delegate alerts to the right person to manage accordingly. This approach can also ensure that the individual gets the support they need to effectively rectify the issues, thereby ensuring the team and assets are well managed, and the whole process is as efficient as possible. Through better team collaboration, using the latest communication technology,  organisations can achieve higher productivity and greater efficiencies throughout the whole process.

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