CEYH 2013 winnersbrochure

Awards 2013The Winners

Brochure sponsored by

IN YORKSHIRE & HUMBERIN YORKSHIRE & HUMBER

Constructing Excellence in Yorkshire and Humber / Awards 2013

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Welcome to the 2013 Winners’ Brochure for the Constructing Excellence in Yorkshire and Humber Awards

Foreword by Peter Hansford, Chief Construction Advisor

The Constructing Excellence Yorkshire and Humber Awards recognise excellence across the core themes that underpin the Constructing Excellence movement. This year’s winners show some outstanding examples of organisations and people excelling in areas of innovation, collaboration and leadership, both on individual projects and in driving change within their organisations. I think you can be proud of the progress the region has made in bringing together construction professionals from across all disciplines, to share best practice and lessons learnt.

The industrial strategy for construction, Construction 2025, sets out ambitious targets for 2025: a 33% reduction in initial costs and in whole life costs; 50% faster construction; 50% lower emissions and a 50% improvement in exports. To achieve these will require exactly the types of approach celebrated in these awards: cross-disciplinary teams embracing leaner, smarter ways of working, competing not only at a regional level but also enabling regional organisations to compete in overseas markets and drive exports. Yorkshire and Humber sees organisations leading not only in BIM adoption and lean working but also in cutting edge research and collaboration with regional universities, on both the innovation and skills agendas. It is well placed to play its part in transforming the UK construction industry and meet the vision set out in Construction 2025.

This year’s winners show

some outstanding examples

of organisations and

people excelling in areas

of innovation, collaboration

and leadership

Contents

Foreword

Introduction

Integration & Collaborative Working

Leadership and People Development

The Legacy Award for Sustainability

Innovation

SME

Client of the Year

Consultant of the Year

Heritage Project of the Year

Value

Health & Safety

Achiever of the Year

Young Achiever of the Year

Contractor of the Year

BIM Project of the Year

Project of the Year

Sponsors

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Constructing Excellence in Yorkshire and the Humber

Introduction

With Thanks to our Judges

Paul Clarkson Britcon

Andrew Arundel Mason Clark Associates and Chair Yorkshire & Humber Constructing Excellence Club

Duncan Reed Tekla UK

David Pearce Leeds Metropolitan University

Peter Crosland Tricorn Strategies

Erol Erturan Adept Consulting Engineers

Stephanie Kosaka Addleshaw Goddard

Claire Bowles Centre for Knowledge Exchange

‘Constructing Excellence’ in Yorkshire & Humber (CEYH) would like to take this opportunity to introduce you to the partner organisations; Constructing Excellence Centre and the Constructing Excellence Club.

Business improvement is driven by all disciplines within the construction sector working together, sharing learning, and driving an open and collaborative ethos to deliver a better built environment.

The regional CEYH centre working with the club, are able to support regional organisations with the necessary connections, events and tools to help our construction businesses share experiences learn from each other and adopt new ways of working.

Our vision for the regional construction industry is for us to provide a joined up support programme to benefit our club members and those of our regional partners .

driving an open and

collaborative ethos

to deliver a better

built environment

By joining forces with our partners, national members and club members we can make significant improvements making construction an attractive industry for young talent.

Yorkshire and Humber Club

IN YORKSHIRE & HUMBER


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THE BUSINESS CASE FOR INNOVATIONAsking eight different contract partners, three consultants and YW to collaboratively deliver the capital investment programme from a standing start meant that a setting needed to be created in which everyone felt comfortable to live and breathe collaborative behaviours

Innovation needed to thrive and out-performance needed to be the norm. With this in mind, integrating multiple staff members, cultures and goals was critical to ADU’s success.

We appointed a Collaboration & Development Manager who sits on the Leadership Team and has established a clear mandate and overall strategy for the creation and implementation of collaborative relationships.

The expected benefits:

• Thriving creativity & innovation resulting in sound technical solutions

• A joined up, best practice approach to health & safety• Minimising overheads and site establishment and optimising

contract size by Streaming and Batching (programming work)• Improved leadership culture, behaviours & relationships with

partners• Coherent and collaborative role model leadership despite

the client/contractor relationship• Lower spend on external training consultants through

utilisation of in-house expertise• Slashing waste by agreeing set formats for common tasks• Fewer customer complaints and increased praise• An easily identifiable, accessible place where colleagues

could share ideas• Colleagues feeling part of a coherent, joined up team,

regardless of organisation of origin• Regular two-way communication channels between the

Leadership Team and wider workforce• Everything underpinned by a healthy social environment

Yorkshire Water (YW) created the Asset Delivery Unit (ADU) to oversee and deliver over £1.2bn of capital investment in their asset base including below ground pipework, clean and waste water treatment works, reservoirs, pumping stations and compliance with the revised Bathing Water Directive.

The building is occupied by up to 550 colleagues involved in the delivery process including YW colleagues, technical and commercial consultants, contract partners and joint venture design partners. Double this number utilise the building through hot-desking principles as people work between office and site environments.

ADU colleagues are encouraged to leave their corporate identity at the door to become part of a core team working for a joint benefit.

Award sponsored byIntegration & Collaborative Working AwardYorkshire Water Asset Management – Collaborating for Delivery


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Henry Boot Construction Ltd recognises that its performance is only as strong as the skills and motivation of its people. We shape our workforce culturally to ensure that we are able to meet the needs of our business in an ever changing and progressive environment.

We have a robust annual appraisal process and the learning and development plan, where the needs of individuals, teams and the business, are identified and evaluated.

We collaborate with employees to fill skills gaps and to meet their aspirations and we tailor training opportunities to meet their specific needs.

Henry Boot is fully committed to training and development and is focussed on a long term strategic approach to provide high quality training outcomes for our people, whilst meeting the wider needs of the construction industry.

We are committed to deliver:-

• Annual appraisal and personal development programme for all our employees.

• An innovative programme of skill based and behavioural training and learning to motivate, engage and stimulate individuals.

• Training and development to meet technical skills and behavioural requirements.

• Flexible and effective training management to secure appropriate learning and development opportunities for all of our people.

• Effectiveness of training inputs, through collaboration with internal and external providers, to ensure best value of delivery.

• Quality standards for the provision and evaluation of our learning and development programme.

INVESTORS IN DIVERSITY The company is committed to shaping our workforce culture where we all respect and value each other’s differences. We promote dignity, equality and diversity which will allow our people to develop and maximise their true potential within the business.

As part of our commitment to Investors in Diversity accreditation, we have provided a programme of inclusive training for everyone at the company. This has focussed on the current legislation relating to diversity (Equality Act 2010) and has been delivered by external trainers from the National Centre for Diversity.

A number of measures have now been implemented to satisfy the criteria and formally record our commitment to diversity as a leading construction company in the region.

COMPETENCY FRAMEWORK PROJECT Henry Boot Construction are always looking for new ways to continuously improve our people. To give our people the very best opportunity we have launched our talent management programme, helping our employees reach their potential.

This investment of time and resources was carried out with ACUA UK Ltd, an international provider of leadership and development solutions with links to Coventry University. The competency based programme uses a behavioural framework to enhance the managerial and leadership skills of our people and to ensure best practice and consistency of approach throughout the company. We are committed to giving our people every opportunity to develop and succeed.

Henry Boot Construction Ltd

Leadership and People Development


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LILAC

The Legacy Award - Sustainability Award

LILAC is one of the first examples of a community led co-housing schemes in the UK that demonstrates an alternative model to the volume house providers. Supported by the HCA the scheme is developed and funded by the LILAC Coop with funding from Triodos bank. The project was designed by architects White Design, structural engineers, Integral Engineering Design, environmental engineers Progetic, quantity surveyors BWA and project managed by CoHo. Built by main contractors Lindum using the innovative ModCell straw bale construction system and delivers a very low carbon footprint project that reduces, energy, costs and carbon emissions for the lifetime of the project.

LILAC stands for Low Impact Living Affordable Community. The aim of LILAC is to: Reduce impact on the environment (by using sustainable materials and reducing energy consumption). Respond to the housing crisis (by providing permanently affordable housing). Build a beautiful, safe neighbourhood which maximises social interaction between its residents and gives them direct power over how their neighbourhood is run. Make a positive contribution to the surrounding community. The LILAC project delivers across the triple bottom line of Social, Economic and Environmental sustainability.

SOCIALThe LILAC Co-housing project is a community led development that has brought together a committed group of people who wish to collectively reduce the environmental impact of how they live. LILAC isn’t just about building houses, it’s about building community. We want all residents to feel they are part of a strong, flourishing neighbourhood where they can directly participate and where their views matter.

The design is based around the Danish co-housing model: mixing people’s needs for their own space in private homes with shared facilities and encouraging social interaction. Our green spaces – allotments, pond, a shared garden and a children’s play area – are also important to community interaction.

The common house is at the heart of the community, and includes communal cooking and eating facilities, laundry facilities, meeting space, play area, office and guest rooms.

For the residents it provides opportunities for weekly shared cooking and eating, social events and regular community meetings.

ECONOMICThere is a crisis in affordable housing in this country. In 2010 the house price to income ratio in the UK was 4.44 (average annual earnings £57,996 and average house prices £251,634).

LILAC is responding to this situation through adopting a ‘mutual home ownership scheme’ (MHOS); a new way of owning a stake in the housing market. It is designed to bring the bottom rung of the property ladder back within reach of households on modest incomes in areas where they are priced out of the housing market. The society and not the individuals obtain the mortgage and so borrowing is cheaper.

HOW DOES IT WORK?Each member has a lease which gives them the right to democratically control the housing community they live in. Under the terms of the lease, members pay an equity share to the co-operative and retain equity in the scheme. After deductions for maintenance, insurance etc, these payments pay the mortgage. The payment that leaseholders pay each month and the number of equity shares they hold depends on how much they earn. Monthly payments are set at around 35% of net income.

ENVIRONMENTAL‘Low impact living’ means to live as lightly as possible on the earth. Reducing our impact on the wider environment has become an urgent task in the face of climate change. Residential and non-domestic buildings account for around 45% of C02 emissions in the UK. The UK government set a target for all new buildings to be carbon neutral by 2019. LILAC is aiming to make each home carbon negative: able to return to the national grid as much power (and more) as it uses over the course of a year.

Award sponsored by


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Yorkshire Water with Turner & Townsend

Innovation

Yorkshire Water’s new Anaerobic Digestion & Thermal Hydrolysis plant is the region’s first of its kind and turns waste into a renewable energy resource that will power a fully sustainable site in Bradford. The project reduces carbon emissions by 50% at the site and surplus electricity is transferred to the grid, giving an estimated energy saving of £1.3 million a year, benefitting its customers. Yorkshire Water aim to generate more than 25% of their electricity by renewable energy by 2020.

Esholt is the first and only project of its kind in the Yorkshire region. It demonstrates outstanding commitment to sustainability in the Yorkshire region and pioneers the use of the latest innovative energy saving processes and renewable technologies. The project reduces Yorkshire Water’s carbon footprint by 5000 tonnes CO2 per annum and provides first class value for money for Yorkshire Water’s customers with an estimated operational cost saving of around £1.3 million per year. The project also produces an enhanced fertiliser product which supports the Yorkshire farming community.

Over the last 20 years Yorkshire Water’s energy demand has doubled. The largest proportion of this demand is electricity, which accounts for 70% of Yorkshire Water’s carbon footprint. We recognised the need to reduce its carbon footprint in order to be a more sustainable and environmentally friendly business. In 2010/11, Yorkshire Water generated around 10% of the company’s overall electricity needs through its own renewable energy sources.

Yorkshire Water aim to increase this figure to around 16% by the end of 2015 and to more than 25% by 2020.In order to help meet these targets a feasibility study was undertaken to review YW’s sludge handling strategy and bio energy production. It showed that currently their sludge emits over 100,000 tonnes of CO2 per year, of which, 45% recovers no value at all and that their existing strategy will not meet demands of future legislation. Following the feasibility study we developed a project brief to deliver a fully sustainable plant which would generate sufficient electricty to run the plant and export any surplus electricty to the national grid. Esholt WwTW in Bradford was chosen for the

project as it currently incinerates sludge to produce heat and electricity but has an existing goal of becoming Yorkshire’s first fully sustainable site.The project will have the following impact at Esholt and benefits to Yorkshire Water’s customers, the community and society in general;

• 50% reduction in CO2 emissions into the environment;• Zero energy demand from national suppliers of gas and

electric;• up to 200 MW of electricity exported back to the national

grid;• ‘enhanced treated’ sludge reduces the environmental

impact of disposal and supports the Yorkshire farming community;

• Zero waste to land fill;• Reduction in sludge handling traffic on local roads.

Esholt will be a financially sustainable site which gives an estimated energy saving of over £1.3 million pounds per annum.

The project team consists of Yorkshire Water, Morgan Sindall Grontmij JV (MGJV), Turner & Townsend and Technical Consultants ARUP. Collaboration is key to the delivery of all YW’s capital projects and has been demonstrated by the following,

• Long term framework agreements with key consultants and Delivery Partners;

• The co-location of the project team under one roof;• Risk and Value Intervention sessions were carried out at key

stages during the project;• The use of NEC Contracts with Target Costs to incentivise

value management and appropriate risk allocation.

PERFORMANCE CRITERIA

• Reduce Yorkshire Water carbon footprint at Esholt by 50%

• Increase Yorkshire Water renewable energy generation

• Reduced Yorkshire Water running costs (Opex)

• Reduce Yorkshire Water Whole Life Cost

• Reduce sludge to landfill

• Increase Yorkshire Water revenue streams

• Improve Environmental Sustainability

• ESHOLT WwTW to be 100% energy self sufficient


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The Stable Company

SME Award sponsored by

We enjoy making premium timber buildings customers want to own. Based at our dedicated manufacturing facility in York, we are regarded as one of the best designers, manufacturers and installers of timber framed buildings. We supply building solutions to the equestrian, sports and leisure, garage and education markets all over the UK. We have embraced timber framed off site construction techniques and coupled them with traditional joinery to create a desirable product that is now enjoyed by many of our customers.

The Stable Company has been trading since 2002. The company has undergone a great deal of transformation over the 11 years it has traded but none more so than in the last 18 months.

We began designing and manufacturing timber framed equestrian buildings and like most businesses were very busy until 2008 when the recession hit. Since then we have had to adapt, invest and take long term risks to survive. During the last five years, the company has seen its sales remain static. Early on in the recession, the company Directors decided on a risky strategy of retaining its staff, even though it meant that losses would ensue. The aim was to build a base for success. During the past five years, the whole company has seen radical change. We have diversified into three new markets, increased our product knowledge, process mapped and re-designed all of our internal processes, put in place a continuous plan of training and people investment, invested a high proportion of sales in marketing to create demand and worked very hard to deliver a premium product that our customers demand.

The result of all of this is that in 2013 we saw a doubling of our sales to £2.5m and a return to profit for the first time in five years. It doesn’t stop there though. We are continuing to invest in the future of the business, with aims to achieve a sales revenue of £4.0m in 2014. We are early adopters on BIM CAD software and have just implemented Autodesk Revit, coupled with a bespoke timber frame package. This now enables us to offer a comprehensive design service to our customers, manufacturing team and installation teams. We are on the brink of achieving ISO9001 accreditation which has taken 18 months to design and embed into our day to day working. We have seen our workforce grow from 21 to 34 employees in the past four months. We now face new challenges in that we have outgrown our premises at

our current location. However, in 2010 we invested in a plot of land near York with our eyes on the future so that when the time came, we would be ready to expand the business premises.

We are now about to progress with the build of a new purpose built manufacturing facility ready for spring 2014, a further investment of £400,000 in the future of the business which will enable us to reach our medium term goal of £6.0m sales.

Our product portfolio has changed dramatically and we now design, manufacture and install a whole variety of buildings. In developing our methods to enable us to successfully complete these new projects and we are growing from strength to strength as a result. We have diversified recently into the Education market and are finding real success here with the demand for school places. We have listened to the market and designed a range of buildings that are fast to erect on site with minimal fuss to the customer, but which are robust and up to the challenge of this demanding environment. Our construction methods mean that a typical additional classroom for a school can be completed on site with 3 weeks and a multiple classroom building within 6 to 8 weeks. They are a great alternative to the boring grey cabin. We have also seen a return to strength of the equestrian market and have recently won our largest job to date for a new equestrian centre for a luxury hotel.

As a company, we firmly believe in our people and we are committed to training and development. Our current position is a tribute to the hard work and effort of everyone involved and not that of one person. We have built our business on being flexible in the eyes of the customer and that is only achievable because of the way we work as a team.

We believe we have a strong future and we believe that we have a very unique approach to business compared with our competitors. We are a company that wants to go places but most of all we want to continue to enjoy making premium timber buildings customers want to own.


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East Riding of Yorkshire Council

Client of the Year

East Riding of Yorkshire Council (ERYC) are a very proactive construction client both regionally and nationally, either leading on or being a member of many steering groups/ initiatives that meet the six areas of commitment set by the Construction Clients Group.

PROCUREMENT & INTEGRATIONOverall lead authority for the establishment of the Y&H YORhub regional frameworks that incorporate added value benefits that deliver real benefits for economic regeneration, efficiency, employment and skills, supply chain engagement, and sustainability. ERYC is the regional representative on the Cabinet procurement working group, LGA Construction Working Group, National Association of Construction Frameworks as well as being the only local authority on the drafting panel for PAS 91:2013, national standard for Construction Pre-Qualification.

COMMITMENT TO PEOPLEERYC has achieved Investors in people Gold status and is a YORfuture lead authority– the YORhub Shared Apprenticeship Service for Y&H, a CITB approved/funded scheme. The YOR framework Employment and Skills initiative, through which YORbuild became the first construction framework to receive Construction skills Academy status nationally, benefits include 487 people progressing into employment.

Our projects are signed up to the Considerate Constructors’ Scheme. We participate annually in a number of STEM events in the region, such as TeenTech and Big Bang to help young people recognise how subjects they study can lead to rich and varied career pathways in construction.

CLIENT LEADERSHIPEarly adopter of OGC Common Minimum Standards; our BSI certified ISO9001 quality management system is based upon the OGC Gateway Process. We are a member of many Client groups including CE Construction Clients group and various CE steering groups. We drafted the fair payment clauses written into the YOR frameworks, have implemented project bank accounts and we have a supply chain engagement programme with c400+ members.

SUSTAINABILITYIn 2012 YORbuild framework was featured as a Case Study at RIO+20, The United Nations Conference on Sustainable Development. The £20m redevelopment of Bridlington Leisure World has been designed to deliver a low energy building with a 10% renewables target achieved using Low and Zero Carbon technologies. Whereas the £6m Haltemprice Leisure Centre refurbishment energy saving measures include heat recovery on ventilation systems, variable speed water pumps and air recycling, designed to achieve annual reductions of approximately 136,000kg carbon and 420,000kg CO2.

DESIGN QUALITYOur decision to embrace BIM has resulted in an overhaul of our design output strategy and implemented a regime which will see the council meet the Government Construction Strategy requirements in advance of the 2016 deadline. We currently have multiple BIM trials including our flagship scheme, the £20m redevelopment of Bridlington Leisure World. We were recently awarded the Best Education Building Award for Withernsea 14-19 Centre at the LABC North & East Yorkshire Building Excellence Awards.

HEALTH & SAFETYSafety is paramount and embedded into our culture: We carry out rigorous checking of contractors prior to them working for us and after appointment including spot inspections, H&S policy regular checks, close scrutiny of method statements, performance for other clients and use of KPIs. We believe that our key to achieving zero reportable accidents on site is our staff working closely in partnership with our contractors.

All our construction related staff are CSCS card holders, hold current IOSH managing safely certificates, attend regular refresher CDM and site related tool box courses and we have put procedures in place to ensure our H&S can be the best possible and manage/ coordinate all our construction H&S needs. We are the only Council to hold Registered Practice Status with the Association of Project Safety.

Award sponsored by


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Leeds Environmental Design Associates Ltd.

Consultant of the Year

LEDA is an architectural and building services design company committed to providing environmentally sustainable buildings. We have been in business for over twenty years and registered as a co-operative company in 2000. Although we provide architectural services to iur clients a major sector of our work is in low energy mechanical and electrical design. Our engineers are all multi-disciplinary and support clients in developing concepts that are both creative and user-friendly, with a sustainable blueprint for their lifelong function, operation and management.

LEDA APPROACH TO DESIGNThe LEDA approach is to utilise our knowledge and skills so that they provide the widest sustainable benefits to clients and communities. Focusing on how people use and understand buildings, we combine passive strategies with active technologies to create pleasant and healthy environments that are easy to control.

LEAN DESIGNLEDA were developing their approach to “Lean Design” at around the same time as the term “Lean Construction” got its first hearing. We were looking to highlight our way of developing a design strategy that offers maximum efficiency and complements the overall vision.

One of the key principles of Toyota’s original lean manufacturing philosophy was “Making only what is needed, when it is needed, and in the amount needed “. Translating this into a design principle means to us forsaking the traditional “belt and braces” approach to services design. We work with the rest of the design team to achieve a comfortable internal climate with the minimum of mechanical and electrical services. We also adopt sensible design margins, avoiding excess but not accepting under-performance.

LEDA ORGANISATIONLEDA were registered as a workers co-operative company in the year 2000. Each employee is a shareholder in the company and has a vote at company team meetings. Decisions about how the business is run, including key financial decisions on share of profits, investments and salaries are made collectively. The co-operative principles such as openness and social responsibility promote good relationships with clients and other project team members.

GREEN LEDALEDA aim to practice what they preach in respect of environmental good practice. Some examples of how this translates into actions include:

• “Green” modes of transport, such as cycling and use of public transport are encouraged (financially and otherwise).

• Salad vegetables and fruit are grown in the office garden.• Wood pellet stove used for office heating• Photovoltaic panels on office roof are of a sufficient size to

generate 100% of electricity used in our energy-efficient office

MEASURING OUR ACHIEVEMENTSLEDA’s long-standing commitment to good environmental design was marked back in 2005 when we were the first building design practice in the North of England to receive the Queen’s Award for Sustainable development.

Recent examples of our projects are:

HEART: A COMMUNITY OWNED AND RUN ENTERPRISE AND ARTS CENTRE IN HEADINGLEY. The client’s brief was to transform a disused Victorian primary school into a vibrant, welcoming space for a wide variety of activities in the most environmentally sustainable way. LEDA worked closely with the client’s architects to introduce improved insulation, natural ventilation and daylighting along with efficient and well controlled heating and lighting. Other features of the project were rainwater recycling, solar hot water and photovoltaic panels.

THE BOAT HOUSE, KING’S SCHOOL, WORCESTERThe Boathouse (pictured) contains an innovative biomass heating and heat recovery ventilation arrangement with jet nozzles, and was finished to a high standard, winning the RIBA regional award, and was shortlisted for the CIBSE building performance awards. From Day one LEDA have been implementing “Soft Landings” and since completion have been recording the energy consumption on CarbonBuzz, and energy monitoring the building. The feedback from this will be used to inform future projects.

Award sponsored by


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Sewerby Hall Estate Outbuildings

Heritage Project of the Year

Sewerby Hall Lodges have been transformed from an under-used burden on the Council’s finances to a vibrant source of income contributing to the future sustainability of the Sewerby Hall Estate. This required the client and design team to work imaginatively to set clear objectives and work in an area not usually associated with a local authority.

Sewerby Hall is a Grade 1 listed country house owned and run by East Riding of Yorkshire Council. The historic house and estate grounds are a popular destination for visitors, holiday makers and schools. The three lodges to Sewerby Hall, Nos. 2, 4 and 16 Church Lane, housed Estate workers when the Graeme family owned the Hall up until 1934 when the property passed into Public ownership. Through the twentieth Century the properties were variously let out to residential tenants and used as office accommodation. In 2011 only one of the lodges was in use as an office and the other two had become disused.

The Grade 2 listed properties were becoming an expensive drain on the Council’s resources as maintenance work was required to address the buildings’ gradual general decay and the repeated theft of lead from the roof. East Riding of Yorkshire Council was under increasing financial pressure as the effects of the economic downturn affected its own financial position and running costs were required to be reduced. A solution to the problem of the Lodges was required. The Council had considered a variety of options including the sale of the buildings or letting them to businesses, but decided, on the basis of feasibility work, to convert the properties to holiday lets. The Council, as any public sector organisation, considers how its activities might affect local businesses, which was seen as a positive step bringing more business to the area and raising the profile of the locality as a tourist destination.

The completed buildings were to offer modern and fresh facilities and, but were to respectfully exploit their intrinsic history. The Council’s in house design team, working collaboratively with its client departments (Asset Management and Tourism) agreed a scheme that would deliver this carefully considered brief. Quickly, it was realised, the detail of the design would run into conflict with well-established principles of conservation articulated through the Listed Building Consent process and the Council’s conservation officer. The team would have to have due regard for the heritage that it was celebrating through a marketing strategy and, equally, the conservation officer would need review conservation principles to allow a project that might rescue and safeguard these historically valuable properties in what was becoming an increasingly challenging future particularly for the Council within the Public Sector economic environment.

A set of tender documents was drawn up against a strictly controlled restricted budget. And a contract was let with George Hurst and Sons of Mexborough, Yorkshire using the NEC3 form. A detailed risk register had been drawn up with finance sitting outside the contract sum. Work started on site and inevitably the unexpected was uncovered. These discoveries ranged from intriguing structural solutions to holding up chimney stacks, to stones floors that were to be retained in place challenging drainage design, to large areas

of damp in walls hitherto undetected and external drainage runs which at one time must have run freely but now certainly would not. These unexpected works were financed through the risk register with some additional finance which amounted to around 5% of the contract value.

Externally the buildings would be restored to their original appearance. Modern additions were removed, sash windows and doors repaired or renewed, brickwork, stonework and roofs were repaired and external areas overgrown without use, converted into discrete external garden space for visitors. Modern technology was either rerouted or ingeniously hidden!

The buildings were complete – they had some contemporary living spaces and modern facilities and they needed to be an appropriate approach to interior design and fit-out. The original brief in this respect was carefully pursued again by the Council’s in house design team and everything was considered from the right ‘type’ of furniture to carpets, cushions and decoration.

The lodges have been transformed from an under-used burden on the Council’s finances to a vibrant source of income contributing to the future of the Sewerby Hall Estate.


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PodSolve at the E-ACT Leeds East Academy

Value Award

The E-ACT Leeds East Academy is the first school to be developed using the innovative PodSolve school concept. It achieves a 30% reduction in costs and shorter construction time compared to recent more traditional school construction methods. It is enabling the Client to have an all new school building within the reduced “refurb” budget allocated. It also offers a very different learning environment than more traditional cellular layouts, and provides very flexible and adaptable internal arrangements to suit different pedagogies and arrangements now and in the future.

The James Report ‘Review of Education Capital’, released in April 2011, made it clear that for school new-build projects substantial savings in both time and money are possible whilst also improving the quality of the finished product. As a result of these cuts, Leeds City Council saw its budget for the E-ACT Leeds East Academy reduced from £19m to £14m. Through collaborative working and an innovative approach to problem solving, Interserve and its team (Maber Architects, Arup and Norwood) produced a business case to overcome the budget cut challenges posed by the project and deliver a creative and innovative solution that is within budget and meets all the requirements of the client, PodSolve. Furthermore the client has an all new-build solution rather than part refurbishment of existing school buildings. PodSolve was Interserve’s response to this reduction in costs, with the completed school coming in under budget at £13.6m.

Leeds East Academy is the first school in the country to be constructed from a revolutionary pod system developed by Interserve, Maber Architects, Arup and specialist partition manufacturers Norwood. The PodSolve concept is simple: instead of schools being constructed from the conventional fixed structural frame, PodSolve comprises a series of individual steel-framed rooms or classrooms that can be easily relocated, assembled or dismantled to create a truly flexible teaching environment. Crucially, the pods are free-standing and are entirely structurally independent from the building envelope in which they are placed.

At Leeds East Academy, the results speak for themselves. The 1,100 pupil, six-form entry school took just 60 weeks to construct rather than the more usual 80. It also cost just

£13.6m, more than £5m cheaper than its original 2010 Building Schools for the Future (BSF) estimate. It is also cheaper than the alternatives initially considered by the school of either extending or refurbishing the existing sixties school on the site, which is in appalling structural and cosmetic condition and is now in the process of being demolished.

The new academy’s cost of £1,370m2 also compares favourably with other local schools constructed from either the BSF or standardisation programmes. For example, Campsmount Technology College in nearby Doncaster, one of the earliest standardisation schools, cost £1,500m2 to build and Holy Trinity School in neighbouring Barnsley, a hybrid of standardisation and BSF, produced a build ratio of £2,566m2. The concept was developed from a general feeling of disappointment that the standardisation model did not really offer any scope for innovation or value engineering, and was also driven by Interserve’s desire to create something more than just square boxes off a corridor.

While the main building envelope is mechanically ventilated, the pods themselves are naturally ventilated via an air path, which draws in air from the main building via low-level slot vents at the base of the pods before expelling extracted, stratified air back into the building. This provides clean and rapid air changes within the building and creates six times more airflow using zero energy. The pods also achieve the standard required daylight factor of 2 while the reminder of the building, generously top lit from north-facing rooflights that comprise 10% of the saw-tooth roof, achieves an impressive daylight factor of 5.5.

There’s a huge relative value and residual asset to this kind of building. Now it’s a school but in 20, 30, maybe 40 years’ time there may no longer be a requirement for one on this particular site. In which case all that would need to happen would be to remove the pods and you have a shed that could be converted into an office, factory, warehouse, virtually anything. True long-term flexibility through sheer innovation.


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BAM Morgan Sindall

Health and Safety Award sponsored by

The M62 Junction 25-30 Managed Motorway project is paving the way for better road worker safety by becoming the first major project in the country to deliver zero carriageway crossings as part of the Highway Agency’s ‘Aiming for Zero’ strategy. The object of this Managed Motorways scheme is to improve traffic flows along this part of the M62 by reducing congestion, making journey times more reliable and improve safety to the travelling public. Under a new Five Point Plan pioneered by joint venture contractors BAM Nuttall and Morgan Sindall (bmJV) and supply chain partners Chevron Traffic Management and Morelock Signs the traffic management team will not be required to undertake live carriageway crossings to install or maintain the TM equipment.

THE HAZARDOUS MOTORWAY ENVIRONMENTThe installation of traffic management equipment adjacent to live motorway traffic is dangerous enough without having to cross live carriageways as well. The impact of this safety initiative has removed this risk in both maintaining and erecting traffic management equipment, as a result the scheme have had no injuries to roadworkers through interface with traffic.

Statistics show that between the years of 2005 and 2010 there were nine road workers killed and ten seriously injured while working on England’s motorways (Highways Agency ,2011) And eight roadworkers killed in past three years (Highways Agency, April 2013).

GOING BEYOND WHAT IS REQUIREDWith this in mind there can be no doubt that crossing a live motorway carriageway for the installation, maintenance or removal of traffic management equipment with traffic travelling at 50-70mph is highly dangerous and new procedures were urgently needed to eliminate this high risk. From September 2011 to August 2013 on the M62 these Zero Carriageway Crossing procedures have made this process safer by

eliminating the need 75,000 crossings of the live carriageways carrying motorway traffic. Never been achieved on such a large scale covering 65 kilometres of carriageway.

The Five Point Plan includes use of the following strategies:

1. Mobile lane closures for deployment of remote controlled signs The use of Type 12C mobile closures for the initial placement of all central reserve signage. This eliminates the need for carriageway crossings to erect and dismantle temporary traffic signs in the central reserve at the start and completion of each programmed phase.

2. Remote controlled signs for lane closures The use of Morelock prismatic lane closure and narrow lane advance signs which are solar powered and can be operated remotely. In addition to advance lane closure signs, signs within the “static traffic management” have been adapted and made remote controlled.

3. Fixings to manage reactive crossings during high winds - a new Britpave product has been adapted by Morelock Signs to fix signage in the central reservation which will save reactive carriageway crossings by road workers during inclement weather.

4. Permanent sign poles deployed in the central reservation The M62 Managed Motorway currently has all repeater signs on poles within the soft verge central reservation.

5. Straight lane one and two lane closures - The installation and removal of tapers has always been a hazardous operation with recent fatal collisions involving operatives and Impact Protection Vehicles working in lanes 3 or 4 of the motorway. Using only direct one and two lane closure reduces these risks significantly.

Aiming for Zero is the Highways Agency’s response it sets an unambiguous goal in health and safety performance confirming the Agency’s leadership role in the industry .This initiative was developed to meet Highways Agency “Aiming for Zero” strategy the leadership of 5 point plan has successfully achieved the two stage objective to substantially reduce live carriageway crossings on foot by the end of December 2011 and completely eliminate them by 2016.

On the M62 J25-30, bmJV together with its supply chain partners has fully eliminated the requirement for road workers to cross live carriageways on foot and made journeys safer for traveling public, creating a blueprint which enables all future major highways schemes to achieve the Highways Agency’s “Aiming for Zero” objectives.

This Five Point Plan has been extensively shared across the members of the Highways Agency’s Major Contractors Group including the Managed Motorway framework Delivery Partners. It has become an industry standard and a HA Toolkit to save lives on the future projects as it can be readily implemented on any motorway scheme as part of their traffic management operations.


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Maria Fowler, Morgan Sindall Grontmij

Achiever of the Year

Maria Fowler has been employed by the Morgan Sindall Grontmij joint venture since January 2013 to carry out reception/admin duties on Yorkshire Waters £40million bathing water improvement scheme at Bridlington. Since joining the joint venture team Maria has demonstrated time and time again her willingness to go beyond her role to learn about our works and industry, support our teams with initiatives and fundraising and develop ideas that benefit the community and environment. Maria is a positive, thoughtful and enthusiastic member of the team who is actively involved in creating and promoting initiatives and best practices on site, with our clients, partners and the wider community.

As a joint venture team, Morgan Sindall Grontmij is committed to the continuous improvement of sustainability on its sites and encourages people to come up with new innovative ideas. Maria came up with an idea to use a ‘Save a Flush’ in every toilet on site. This bag fits in the toilet tank and saves 1 litre of water with every flush made. Based on our current set up, this means we can annually save the site a huge 31,680 litres of water.

Maria set about challenging our teams to develop more sustainable ways of working, such as reusing materials from one Bridlington site on another rather than paying to have them collected and recycled miles away as well as many other initiatives.

The recent Yorkshire Water Alternative Whitby Regatta saw Maria volunteer to be part of a Bridlington team entry into the boat race, helping raise funds for WaterAid which continues to generate positive attitudes to the way our team think and work, placing sustainability high on the agenda.

The joint venture is using a disused council building in the town centre of Bridlington for its site office and as the building had a ‘shop front’ thought it a good idea to turn the front section of the building into a Public Information Centre for those who are keen to learn more about this exciting project.

Maria gladly volunteered to work in the shop front area and therefore be the person the public would initially be greeted by. As first point of contact Maria has ensured she has a good knowledge of the project to enable her to answer questions from the public. If a visitor requires a more technical explanation she makes sure the relevant member of the team speaks to them but remains on hand to ingest the information herself to develop her knowledge further. Through setting up this process it means that every time a member of the public visits the centre they leave with a positive attitude towards the construction works and as has been the case, those who visit spread the word and generate more visitors.

Maria didn’t stop there. She believed it would be beneficial to provide leaflets with key information regarding the project to the public and contacted the customer Yorkshire Water to help create and organise leaflets. This gave visitors the opportunity to take information away with them.

Caroline Key, CITB

Young Achiever of the Year

Caroline is an outgoing individual with a drive for success, implementing a ‘hands on’ approach to her role. Caroline possesses a keen drive for change in the industry, recently stepping into the role of G4C Co-ordinator for Yorkshire and Humber on a voluntary basis.

Caroline successfully worked her way up the career ladder at George Hurst & Sons Ltd from a part-time Administration Assistant alongside her college studies, to becoming Contracts Co-ordinator, responsible for managing environmental and sustainability procedures, employment and skills, training and researching potential new innovations and procedures in the sector, such as BIM. Caroline has been actively involved in visiting schools and colleges, giving hands on workshops to raise awareness around the construction industry.

In volunteering for the G4C committee for Yorkshire and Humber, Caroline organised numerous events, bringing delegates together to establish new networks and partnerships. Since being appointed as the G4C Co-ordinator, Caroline has begun a venture with CITB as SAS Co-ordinator where she hopes to engage with more people offering life changing opportunites.


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BAM Construction Ltd

Contractor of the Year

BAM is a customer focussed organisation. We try to deliver all our projects to our client’s satisfaction. BAM is more than just a builder, we are a national contractor with a regional presence, who can provide a quality service and product that is unrivalled amongst our competitors.

Our ethos is to meet and then exceed our customer’s expectations. We are proud of our track record in the successful delivery of all our projects and believe that our ability to provide best value, high quality projects, safely and on time is second to none.

DRIVING FORWARD CHANGEBAM used the challenges of the recession to drive forward our business improvement strategy, to become leaner and fitter. Through effective leadership and staff engagement, we’ve improved our efficiency, value for money, collaboration and performance in all areas. This enabled us to remain competitive and, unlike many of our competitors, sustain a major presence in Yorkshire.

IS THIS DIFFERENT AND SPECIAL?We think so. Whilst others are resorting back to poor practices with customers and supply chain, we’ve gone the other way. We’ve enhanced our collaboration with our customers, consultants and supply chain, and invested in our people and processes. We have empowered our staff to find new ways to drive efficiency and improve performance, leading to unrivalled achievements.

We’ve retained and developed our staff and developed their skills through training. We carry out three times the industry average, and are continuing to improve through innovation - challenging the norm, and driving forward the use of technology and better ways of working.

Our strategy has included a massive investment in BIM. It’s used on every project to drive tangible benefits to suit specific projects and customer needs, taking our collaboration and customer focussed approach to another level.

We’ve also embracing lean working methods through both the design and delivery phases to drive waste out of everything we do. Some of our staff are currently carrying out on the job NVQ’s in lean management.

KEY ACHIEVEMENTS

• Successful delivery of one the regions highest profile building projects – Leeds Arena, enabling a six week betterment in the first planned major performance.

• 100% customer satisfaction in service, product and value for money achieved.

• Use of BIM on all projects, driving efficiency and delivering specific time, risk and cost benefits.

• Application of Lean Construction working – Kings Science Academy in Bradford delivered with 50% reduction in time and cost as similar schools, Boulevard Academy in Hull on track to so the same.

• All time low accidents 50.3% lower than Industry average (BAM Riddor =2.70/1000 employees, HSE /CE industry average 5.33/1000).

• Maintained competitiveness in difficult trading conditions; 1 in 2.5 win rate achieved over last 2 years.

• Only Contractor in the region to achieve Sunday Times “top 100 companies to work for”.

• First Major Contractor in Yorkshire and Humberside to be accredited as a National Skills Academy for Construction.

• Joint winner of ‘apprenticeship ambassador’ award at the Leeds Apprenticeship Awards 2013.

• First position in the Environment Agency energy efficiency performance league table (all business sectors)

Award sponsored by


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Leeds Arena

Project of the Year +

Leeds Arena is designed focussed on delivering an excellent audience experience. This new-era, fan-shaped ‘super theatre’ provides a 13,500 capacity; 4200m2 of public space and a 100 seat restaurant. The design consists of a unique steel-framed structure built around 62 tiers of amphitheatre stadia seating. A multi-skinned envelope and double layered acoustically sealed roof were required to minimise noise interference.

SO WHAT MAKES IT A SPECIAL PROJECT?Delivered in tough economic times through genuine team work

Being one of the most high-profile public projects to come to market since the economic downturn of 2008, ensured that Leeds Arena would be under incredible scrutiny over budget and value for money.

Through working collaboratively with LCC, the operator, design team and supply chain, we delivered for the new budget of £60m, and without compromising quality or performance. Strict budgetary constraints due to reduced funding levels available to the client meant £6m of savings had to be found.

Bringing international expertise to Leeds having never built a concert arena before, we recognised we had a gap in our technical knowledge. We seconded specialists from our German sister company, BAM Sports, for two years to work with the team and plug that gap. Their specialist knowledge was invaluable in helping the team provide a state-of-the-art venue for Leeds.

THE CHALLENGELeeds Arena is the most acoustically challenging arena in the UK due to it’s shape and city centre location. It’s proximity to residential properties, meant strict planning conditions, restricting noise breakout to 10db less than the existing ambient noise level.

Teamwork was vital During the pre-construction stage, we engaged key members of our supply chain, Fisher Engineering; GRKC; Lakesmere and Rotary to develop the optimum envelope solution. As BAM had only been appointed for the pre-construction works at this point, we were unable to provide firm orders to our supply chain. Our collaborative working relationship meant that they were prepared to work in the best interests of the project and develop solutions at risk, without a formal appointment.

BIM Project of the Year


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BIM Project of the Year Sponsored by

THE SOLUTIONA multi-skinned envelope and double layered acoustically sealed roof were required to minimise noise breakout. The team developed three options for the roof construction, which were subject to commercial and technical appraisals before arriving at the final solution. We tested six different wall build-ups to ensure we achieved the overall sound reduction requirement with the best-value solution.

WHY BIM?BAM worked closely with Arup and the specialist supply chain on a design and build basis, to drive real tangible benefits through BIM on the Leeds First Direct Arena development.

VALUE ADDED TO THE CLIENTBIM helped our collaborative and transparent approach with the client. BIM gave confidence to the client and operator that all of these risks were being effectively managed, whilst delivering the best value for money. The client and operator could see how BIM helped de-risk the design, and helped us maintain programme certainty. This confidence led them to arrange a Bruce Springsteen Concert six weeks ahead of the planned opening date. The Arena was duly delivered on time, on 8 April 2013.

PROJECT BENEFITSKeen to measure actual tangible benefits, BAM benchmarked the Arena against the Rosebowl project deliver by BAM and ARUP in 2008. The quantified BIM benefits achieved were:

• £5,000,000 true value engineering savings through developing a more efficient, co-ordinated structural, acoustic and envelope design.

• 15,000 hours saved across the whole project team, through 75% fewer design meetings, avoidance of rework and processing, 50% less queries.£350,000 additional costs avoided through effective design co-ordination and clash detection (over 1000 major clashes identified and avoided).

• 9,000 fewer drawings processed through 30% less design rework.

• 60,000 miles saved through BIM WEBEX meetings, significantly reducing CO2. 8% reduction in material wastage.

AN INTEGRATED AND INTER-OPERABLE BIM SOLUTION Working collaboratively with Arup and the supply chain, BAM developed and managed a straightforward and lean process for co-ordinating the BIM, through the design lifecycle. BAM took responsibility for managing the common data environment, integrating all models as they were uploaded.

Project of the Year Sponsored by


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Sponsors

Steered by a Board of senior officers from Contracting Authorities, YORhub is the new management body which governs and supports the YORbuild, YORcivil, YORconsult and EN Procure collaborative construction frameworks, providing a robust collaborative construction procurement infrastructure for the region. All YORhub frameworks are designed to deliver value-added outcomes in economic regeneration, efficiency, employment and skills, supply chain engagement, sustainability and BIM.

YORhub is aligned with Efficiency North, an award-winning collaborative consortium of social housing providers working together in a culture of peer knowledge sharing and benchmarking best practice to generate efficiencies in the construction supply chain and provide intelligent procurement solutions for the region. The consortium is steered by a Board of Asset Management Professionals from regional Social Housing Landlords.

YORbuild is one of the largest procurement projects delivered by Local Authorities in the region, and aims to provide an efficient and attractive procurement route for new build, refurbishment and design build projects. The wide range of contractors gives the framework the capacity and flexibility to deliver a full range of projects. YORbuild Turnover has now exceeded £500m.

Senior Architectural Systems Limited (SAS) was founded in 1991 by the current Chief Executive Lennart Jonsson. From humble beginnings, majoring in shop front systems, SAS have risen to become the UKs No 1 privately owned aluminium systems Company with a comprehensive range of windows, doors and curtain walling suites. Commercially and architecturally SAS are consistently the system of choice for more and more contractors due to the number of systems available. With our in-house Polyester Powder Coating plant we are able to offer an architectural finish in any RAL colour on all our aluminium systems, with a guarantee of 25 years.

Atherton Godfrey is a leading and long established legal practice in Doncaster. The firm offers high quality legal support for clients across the region and has built a reputation on its friendly approach and sound legal representation. The firm offers specialist legal advice and services including Commercial Law, Employment Law, Residential and Commercial Property Sales and Purchases, Family Law and Family Mediation, Personal Injury, Clinical Negligence and Wills and Probate. Many of their lawyers are members of specialist accreditation schemes and the firm has the Lexcel quality mark for law firms.

HazardCo provide a solution that is simple, easy to implement and meets all of the necessary HSE requirements. Created specifically for the construction industry the HazardCo System will take H&S out of the ‘too hard basket’. The HazardCo solution is cost effective - from as little as £295.00 p.a.


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YORcivil provides public sector bodies with an efficient route for the procurement of civil engineering contractors who have a proven track record in the delivery of a wide range of highways, bridges, and coastal defence schemes, with a strong focus on the minimisation of the environmental impact of civil engineering works.

YORconsult provides a range of construction consultancy services accessible by any public sector body, effectively forming an efficient and effective ‘one stop shop’ for the region’s construction and property consultancy needs. 55 consultants were successfully appointed from over 1,000 local and national consultancy providers who expressed their interest initially.

thinkBIM is the award winning Building Information Modelling (BIM) knowledge exchange network, run by Leeds Metropolitan University, raising awareness and promoting the use of BIM as a catalyst for collaborative working within the construction sector. Through its well respected series of evening seminars and half day conferences the network advocates open knowledge sharing and presents real life case studies from around the Yorkshire and Humberside region as well as attracting national and international speakers.

Construction & Housing Yorkshire (CHY) engages with the whole supply chain on major construction developments to ensure they make a difference to the residents and businesses that surround them by delivering construction jobs to deprived communities and construction skills to the industry. CHY delivers a service that create new opportunities for businesses and communities resulting in a rewarding social strategy. Revenue from CHY’s membership and consultancy services is used to deliver other re’new services.

Addleshaw Goddard is a national and international law firm, with an office in Leeds. Our construction group has a wealth of experience in advising clients from across the industry, locally, nationally and internationally on a variety of areas, from conventional building and engineering contracts / development and funding agreements, to PFI, infrastructure and energy (including wind and nuclear) projects. Increasingly, we work with clients to provide advice and assist them to manage risk during the construction phase of their project. In the event that a dispute (ranging from small adjudications to High Court litigation and international arbitration) cannot be avoided, we provide clients with clear, commercial and pragmatic solutions to resolve disputes in a timely and cost-effective manner.

Brochure produced by

Centre for Knowledge ExchangeLeeds Metropolitan University Room G03, Northern Terrace Queen Square Court Leeds LS2 8AG

T: +44 (0)113 812 9106

Email: [email protected]

www.ckehub.org

Documents

CEYH 2013 winnersbrochure