Taylor WoodrowNEWS FROM THE CIVIL ENGINEERING DIVISION OF VINCI CONSTURCTION UK ISSUE 01 SPRING 2014

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FOCUS PROJECT

REGENERATION OF KING’S CROSS

NOTTINGHAM TRAM08

CONTENTS

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CREDITS Editor Rachel Jamed Group Communications, VINCI PLCrachel.jamed@vinciconstruction.co.uk Copy Stratton CraigDesign VINCI Construction UK Design Team Cover image The Karlesruhe Friendship Bridge incrementally launched over Nottingham Station

01 MANAGING DIRECTOR’S WELCOME

02 DELIVERING ESSENTIAL INFRASTRUCTURE — REGENERATION OF KING’S CROSS

08 FOCUS PROJECT — NOTTINGHAM TRAM

14 BEYOND MUDDY BOOTS

18 EXPERTISE: MODEL BEHAVIOUR

22 BEYOND CONSTRUCTION — THE BIG IDEA

26 AN INTEGRATED APPROACH TO LONDON’S FUTURE INFRASTRUCTURE

28 NEWS ROUND-UP

33 OUR PEOPLE

CONTENTS

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DELIVERING ESSENTIAL INFRASTRUCTUREREGENERATION OF KING’S CROSS

As an example of this at King’s Cross we have redeveloped arguably London’s key destination, and with continual redevelopment radiating outwards, we can see how this investment is driving growth for London and stimulating the wider economy. But as you will read, working within an intensely-used operational environment meant the engineering challenges at King’s Cross were highly demanding. This is an ever-increasing trend we see in all our projects driven by the need to expand and enhance operational assets sensitively, efficiently and above all safely.

However with strong growth predicted in the industry, the greatest challenge we face is not innovation and technical engineering, but the ability to inspire a new generation of engineering talent to deliver tomorrow’s infrastructure. At Taylor Woodrow we have developed our inspiration lecture series and we have featured this amongst other initiatives within this edition of our magazine.

As one of the UK’s original and best known contractors, Taylor Woodrow has a history of delivering complex major projects from the Mulberry harbours in the 1940s, the world’s first nuclear power station in the 1950s, through to the transformation of the now iconic King’s Cross Station that we see today. But we are also part of VINCI one of the world’s

largest concession and construction companies employing around 193,000 people in over 100 countries which provides greater depth and breadth to our capability. Together we strive to provide innovative solutions to deliver projects ranging from traditional construction to the extremely complex such as the SEA Tours to Bordeaux High Speed Line. This €8bn project delivered directly by VINCI will construct 300km of high speed line infrastructure within six years - a truly exceptional project.

Lastly, I would like to mention this year’s global VINCI Innovation awards which we again feature in this edition. Every two years, all of our 193,000 employees around the world are invited to share their innovations with the aim of improving our business and the wider industry through their dissemination. We are immensely proud of this initiative and owing to its scale we believe it is truly unique.

Graham Stanley Managing Director, Taylor Woodrow Civil Engineering

MANAGING DIRECTOR’S WELCOMEIt has been widely reported that the current economic woes have been the worst since the post war period of the late 1940s. The impact on the construction industry has been dramatic, but as with other recessionary periods politicians look to infrastructure construction as the sector to pull the country out of challenging times. By delivering enhancements to the nation’s infrastructure, we will clear the key economic arteries to boost growth for the country.

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The regeneration of King’s Cross: tackling project complexities

DELIVERING ESSENTIAL INFRASTRUCTURE

King’s Cross - Roof Construction

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DELIVERING ESSENTIAL INFRASTRUCTURE — REGENERATION OF KING’S CROSS

The redevelopment of King’s Cross station and regeneration of the surrounding area has been an evolving project since the start of the new millennium. As a leading contractor on this project, Taylor Woodrow has been at the heart of the biggest engineering challenges in this iconic London location.

King’s Cross and its sister station next door, St Pancras, combine to form one of Europe’s busiest transport interchanges, receiving and despatching trains to Scotland, North East England, the East Midlands, Home Counties and the continent via Eurostar services. The Underground station is a confluence of three deep-level tubes, sub-surface lines and the Thameslink route. 33,000 people pass through each day at peak times, totalling a colossal annual footfall of over 82,000,000.

With such numbers, minimising disruption to passenger flows and traffic has been a major challenge from the outset. Space constraints have also been a concern, resulting from the proximity of other construction and redevelopment projects in the area. And in addition, large parts of King’s Cross and St Pancras stations are Grade I listed, presenting a host of complex heritage issues.

GOING UNDERGROUNDIn 2001, Taylor Woodrow embarked on its first project at King’s Cross – to redevelop the cramped and ill-equipped Underground station. Commissioned to implement the recommendations of the Fennell Report following the tragic 1987 fire, the project became a catalyst for much more. Initially, utilities were diverted from the new underground structures, in one case using a redundant railway tunnel as a new home for a major gas main. It was then possible to progressively construct new ticket halls under the forecourts of both St Pancras and King’s Cross, in the process creating a seamless sub-surface union that hugely improved connectivity.

The team had to work in and around the daily ebb and flow of passengers, station staff, retailers, buses, taxis and traffic. Neither King’s Cross nor St Pancras stations closed at any point during the redevelopment process. This approach inspired innovative thinking during the planning process, something that Taylor Woodrow has always taken pride in as a core skill. For instance, a new subway was constructed to link King’s Cross to the busy south side of the Euston Road. Originally, this was conceived as a single structure, to be launched from the footprint of the new ticket hall and squeezed in between the surface of the road and the top of the tunnels.

Realising the construction of the subway box would dominate the cramped and constrained site while it was being assembled, Fred Garner – Project Manager then, now Taylor Woodrow’s Director for Transport Projects, recalls the need for a different approach:

“The subway was re-designed as three separate structures, spanning two tracks and a concourse area. In this way, each could be installed separately from above, in a discrete worksite in Euston Road. Our co-ordinated approach to traffic management ensured our work didn’t significantly affect traffic flows.”

This approach was also taken when looking at the problem of how to maintain passenger flows during the reconstruction of the Tube Ticket Hall. The original idea was to retain this area at sub-surface level, but it became clear that a new strategy was needed. Taylor Woodrow came up with a plan that had 13 fully functioning interim station layouts but with one key enabler: moving the ticket office to ground level and onto the forecourt of King’s Cross in a temporary facility.

“This was quite an achievement,” says Fred Garner. “It required not only buy-in from London Underground, but also Network Rail, Camden Council and the emergency services. This emphasised how important strong and collaborative stakeholder management is – it’s a core skill that we have developed to enable our projects to be delivered successfully.”

A GRADE I CHALLENGEA significant part of the development, and one that presented its own set of complex challenges, was the refurbishment of the Western Range building and the extension of the Western Concourse to encompass shops and restaurants.

With work underway on this phase – worth £180 million – the first major challenge Taylor Woodrow had to address was the design and installation of new building services around the heritage fabric and complex site layouts. Adhering to strict controls put in place by English Heritage, Taylor Woodrow meticulously planned how it would preserve the original Victorian façade, while updating the building to comply with modern safety standards. This could only be achieved through close collaboration with heritage specialists, including roofers, bricklayers, lime plaster experts and stonemasons.

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A significant part of the development, and one that presented its own set of complex challenges, was the refurbishment of the Western Range building and the extension of the Western Concourse to encompass shops and restaurants.

With work underway on this phase – worth £180 million – the first major challenge Taylor Woodrow had to address was the design and installation of new building services around the heritage fabric and complex site layouts. Adhering to strict controls put in place by English Heritage, Taylor Woodrow meticulously planned how it would preserve the original Victorian façade, while updating the building to comply with modern safety standards. This could only be achieved through close collaboration with heritage specialists, including roofers, bricklayers, lime plaster experts and stonemasons.

The outcome was a semi-circular Western Concourse that significantly expands King’s Cross station, restoring it to its former glory and creating a contemporary, light space that improves passenger circulation and connections. The innovative glazed shell roof is undoubtedly the redevelopment’s most distinctive feature and is one of the largest vaulted structures in the UK. Supported by 16 perimeter tree columns and a central funnel system, it is both completely independent of the delicate Grade I heritage Western Range building and free from supporting columns that might have cluttered the centre of the concourse.

Fred Garner, Taylor Woodrow’s Director for Transport Projects

King’s Cross Western Concourse - Installation of the half-domed diagrid roof

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Another key challenge was constructing the concourse above a live London Underground Ticket Hall, while maintaining access for passengers and station staff to the mainline and suburban trainsheds. This was further complicated by the need to maintain construction access to the Western Range. In another example of Taylor Woodrow’s meticulous approach to planning and delivery, these issues were overcome with no impact on scheduling. Using over 1,000 tonnes of temporary steelwork and scaffolding, and by scheduling steelwork deliveries at night for the two tower cranes to lift in, the structure was created in little over 12 months with minimal disruption to station operations.

Keen to maintain a balance between modernisation and restoration, Taylor Woodrow also removed heritage doors and other key features for refurbishment. The focus at all times was to bring sensitive materials up to date without diminishing historical qualities.

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DELIVERING ESSENTIAL INFRASTRUCTURE — REGENERATION OF KING’S CROSS

BNP Paribas Real Estate by the Building Division

Another key aspect of VINCI Construction UK’s work in the King’s Cross area involved the design and build of an office complex for BNP Paribas Real Estates. Construction started in February 2013 and, on completion, the building will comprise 335,000ft2 of offices and 10,000ft2 of retail space. VINCI Construction UK was chosen both for its French connection with BNP Paribas (parent company VINCI works closely with the banking arm in Paris) and for its local knowledge gained during the earlier station regeneration work.

However, the close proximity of other contractors on site meant that this project was laden with complexities. Kiers is working just 10 metres away, with BAM flanking VINCI Construction UK on the other side. During the entire planning phase (2012), the teams held weekly meetings to address safety concerns, and precautions were put in place ahead of construction work. These included demarcating areas for each contractor, the use of anti-collision devices and a combined access delivery gate managed by a third party. Now, in the later stages, monthly coordination meetings are held to keep things firmly on track.

LEARNING, DEVELOPMENT AND LONGEVITYTackling the multiple challenges involved at King’s Cross, Taylor Woodrow also grasped the opportunities the project presented for career progression and skills development. For example, Taylor Woodrow recently had to divert a mains sewer at Liverpool Street Station – a complex job made considerably easier by the fact that the current planner was a junior engineer on the King’s Cross project, a large part of which involved relocating Pancras sewer and major utilities.

The project, then, has provided lasting benefits for individuals, the company and the UK as a whole.

And with a breathtaking station now up and running, the regeneration of King’s Cross is a piece of work that will be hailed as a multi-faceted success for many years. The project itself was completed under full scrutiny of the travelling public, reaching its crescendo in time for the 2012 London Olympics. Fred Garner describes his proudest moment on the project:

“Seeing the Olympic torch handed over right in front of the new concourse was amazing; it was a high-profile moment, one that helped to showcase our achievements here. It showed to the world that Taylor Woodrow is a company capable of re-engineering a piece of classic railway heritage to create a transport hub fit for the 21st century.”

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DELIVERING ESSENTIAL INFRASTRUCTURE — REGENERATION OF KINGS CROSS

CGI of 6 Pancras Square for BNP Paribas Real Estate

Western Concourse

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NOTTINGHAM TRAMNottingham – the Year of the Tram

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FOCUS PROJECT — NOTTINGHAM - THE YEAR OF THE TRAM

ON TRACK FOR SUCCESSSince the beginning of 2012, Taylor Woodrow has been working together with Alstom in a high-profile collaboration (the TWA joint venture) to design and construct a major extension to Nottingham’s central tram system. On track to finish in December 2014, the Nottingham Express Transit (NET) development has been a resounding success, showcasing Taylor Woodrow’s expertise in managing a complex and extensive programme of works over 17 kilometres of new Tramlink developments. In 2011, the Tramlink Nottingham Consortium, of which Taylor Woodrow’s parent company VINCI Construction UK is a shareholder, won a £570 million1 PFI contract to extend the city’s tram network and create a world-class central transportation hub. As part of this deal, Taylor Woodrow Alstom secured the £432 million contract for the NET2 design and construction project, which includes installing a new ticket-vending system and increasing the capacity of the existing Line 1. Alstom were also appointed to oversee the 22-year maintenance programme under a separate contract.

When construction reaches completion, the existing tram service (line one) will have been expanded and upgraded and two new tram lines constructed. Line one will benefit from new trams provided by Alstom, a depot double the size of the old one, and a new ticket-vending system that will enable ticketless travel from spring 2014. Line two will run to Clifton (7.6km of track and 13 stops) and line three to Toton (9.8km of track and 15 stops). Each line will terminate at a new park-and-ride facility.

With a fixed date and set period for project completion (36 months from start to finish), time has been of the essence – as Paul Harris, Project Lead for the TWA joint venture, explains:

“We’ve had to undertake a huge amount of work in a relatively short amount of time, including diversions of gas, water and electricity services and extensive work on existing highways. But by working closely with key stakeholders, we’ve been able to make good progress and we’re on track to meet our December 2014 deadline.”

1 This is the net present value over the full 30-year period

ROAD AND RAILAmong the major challenges the project team have faced, there was one that stands out as perhaps the most surprising, as Paul Harris explains:

“For a project that’s all about rails and trams, it’s been dominated from day one by services diversions and complex traffic management.”

With extensive excavation work being carried out on Nottingham’s roads overall several months, the principal task has been to develop the new tram lines without causing mass gridlock and interrupting the city’s traffic flows. As always, Taylor Woodrow’s response to this challenge has centred on innovation and collaboration. In particular, the company has called upon the specialist skills of its VINCI Group partner Freyssinet to deliver a range of complex retaining structure and bridge solutions. To date, the team has constructed no fewer than 11 major structures, including one major bridge over Nottingham City Station called the Karlsruhe Friendship Bridge; another steel bridge known as the Lenton Lane Bridge, and a viaduct through Queens Medical Centre (QMC) leading to a bowstring arch bridge over the A52.

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These structures form part of an extensive traffic management scheme to divert vehicles and allow for uninterrupted construction of tram lines, tram stops, the Wilkinson Street depot, and station facilities. During these developments, the team constructed the structural steel bridge structures ‘offline’, complete with concrete decks, and then manoeuvred them into position using multi-wheeled, hydraulic guided vehicles, thereby keeping the existing routes clear during the bulk of the construction phase. Additionally, all bridges were installed during weekend road closures or rail possessions to help keep disruption to an absolute minimum.

While all of the programme’s bridge structures have been technically demanding, the design and build of the elevated tramway through the QMC – Nottingham’s biggest hospital and home to one of the UK’s busiest A&E units – was especially challenging. Here, the team had to build major structures through the campus while minimising impact on the hospital’s operations. As Paul Harris explains:

“Traffic management was a constant issue. But it was the extension of the tram lines directly to Nottingham’s main hospital that sticks out as the most difficult.

“We had to take into account that emergency vehicles need 24-hour, undisrupted access to A&E; blocking routes or even creating long diversions just wasn’t an option. We had to put our heads together and find a way that didn’t hold up hospital traffic or the development schedule. Drawing on our own experience and that of our partner Freyssinet meant we could build a modular bridge over the main road in question to keep route lengths short and free from diversions.”

In addition to Freyssinet’s expertise, Taylor Woodrow enlisted Group partners Bachy Soletanche, expert contractors in foundation and underground engineering, to provide ground-improvement works. These aspects of the project were crucial to minimising vibrations and therefore disturbance to local residents and retailers.

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PLEASING EVERYONE, ALL OF THE TIMEWith the NET development now in its third year, one final challenge remains as acute now as it was at the outset – namely, managing multiple stakeholders. The public nature and central location of the development has meant engaging with not only rail users and station staff, but also local residents, councillors, retailers. Likewise, working closely with Alstom, Nottingham City Council, the Tramlink Nottingham Consortium, and the Highways and Local Authorities has been crucial to the programme’s success.

Strong relations with all stakeholders continue to be achieved via a core team of project liaison officers. Through this team, Taylor Woodrow has worked closely with the council to achieve approval for the design-and-build approach, develop the tram website and weekly newsletters, and held regular briefings with local residents and businesses. And today Taylor Woodrow continues to be a vital part of the council’s vision of a modern, connected city.

Local connections

Providing benefits to local people and businesses was a key consideration in Nottingham City Council’s plans from the outset. It had a vision to make use of local suppliers and workers as far as possible, creating employment opportunities in the short- and long-term. And to date, the project team has spent approximately £47 million of its allocated budget with local suppliers.

Providing opportunities, stimulating the local economy and delivering an extended, state-of-the-art tram system, Taylor Woodrow’s work on this redevelopment has had a major, lasting impact on the people of Nottingham.

Indeed, the project is a milestone in Nottingham’s journey towards becoming a truly modern city.

FOCUS PROJECT — NOTTINGHAM - THE YEAR OF THE TRAM

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Line 1(Existing)

Line 2Clifton 7.6 km

Line 3Chilwell / Beeston9.8 km

- £570m PFI- £432m design and construction- 22 year maintenance- 22 new trams

- 17.5km new tramway- 8 new bridge structures- 3 year programme

NET PHASE 2 - THE KEY STATS

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Lenton Lane bridge installation

Paul Harris, Taylor Woodrow Alstom joint venture Programme Director

The incremental launch of the Station Road Bridge

Delivery of the first Alstom tram

Positioning beams for QMC bridge deck

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BEYOND MUDDY BOOTSHOW TO ATTRACT ENGINEERS

CHALLENGES — HOW TO ATTRACT ENGINEERS

In a long-running bid to beat tough economic times, skills shortages and outdated views of the construction industry, Taylor Woodrow is focused on inspiring the next generation of engineers. As the construction sector as a whole grapples with the impact of the recession, university fees, four-year degree courses, and the misalignment between education and industry needs, Taylor Woodrow is tackling these issues head-on. And its approach, as ever, centres on innovation, inspiration, and action. Despite the challenges facing the industry today, there are very positive signs for the future of construction and the next generation of engineers. A commitment to high-profile rail projects such as High Speed 2, and exciting developments with Crossrail and Network Rail, demonstrates the Government’s focus on mobility and connectivity as essential factors for economic growth; a view reinforced by recent announcements from the Highways Agency. Engineers are playing a vital role in developing the national infrastructure and connecting urban centres. In this way, they’re helping to make the UK more competitive and providing a hotbed of opportunity for business.

BUILDING FOR THE FUTURETo capitalise on the renewed push towards a more sophisticated national infrastructure, Taylor Woodrow recognises the need to challenge the traditional view of construction. Dispelling the clichéd image of muddy boots on site is essential if the industry is to attract the brightest and best engineers, planners, designers and surveyors. Of course, muddy boots are one aspect of a career in construction, but as John Lucas, Mobilisation and Resources Manager at Taylor Woodrow, explains, the company is committed to promoting the breadth and depth of opportunities to be found for aspiring professionals within the industry:

“Our focus must be on diversity and depth of opportunity if we’re to move construction forward,” says John. “It’s already represented in the VINCI Group logo. This depicts wooden connectors used in medieval stonemasonry, which in turn symbolise strength, unity and a diverse range of businesses working together, of which Taylor Woodrow is one. My view is that for our business to continue to be successful, we need this same diversity within our staff.”

Fred Garner, Sector Director for Transportation at Taylor Woodrow, agrees: “It’s about promoting the broad church of civil engineering, and the range of skills – such as BIM, 3D, 4D – that will appeal to those who have only known the digital age.”

As part of its work in this area, Taylor Woodrow recently attended the Paris Expo-Forum Trium. The event, organised by ParisTech engineering schools, attracted top-performers from L’Ecole des Mines ParisTech, L’Ecole des Ponts ParisTech and L’ENSTA & ENSAE ParisTech – Paris’s top engineering schools. In a show of solidarity, 12 separate VINCI companies attended to help promote global opportunities within construction. Four of the students who attended were invited for interview in the UK and given a guided tour of the Victoria station upgrade (VSU) development. They each demonstrated such potential that Taylor Woodrow offered all four internships, with the French and Spanish students commencing internships in the UK in March 2014.

Interestingly, one of the four students is majoring in mechanical and electrical engineering, not just civil – illustrating the emphasis Taylor Woodrow is currently placing on understanding the interface between civil engineering and other engineering disciplines. Taylor Woodrow is also promoting a four-year rotational graduate training programme, in which trainees work in commercial, estimating and planning functions. The idea is to broaden and diversify the skills and knowledge of the company’s future leaders while also addressing the shortage of planning, commercial and project control skills within the industry. John Lucas believes this is the key to success. In particular, he’s proactively supporting a drive to encourage more women to join the industry, and increase student mobility and exchange programmes across Europe.

He explains: “Diversity is vital to the industry’s success. We need to break the traditional mould of just pure civil engineering and expose our trainees to all areas of the business, from design to planning. By doing this, they will understand how all the disciplines have to be integrated to run a successful project.”

In recognition of the increasing importance of environmental and community considerations, Taylor Woodrow has recently recruited its very first dedicated environmental scientist onto a rotational graduate programme. Hannah Starr, a first class honours environmental science graduate from York University recently joined the Nottingham Express Transit (NET) project. While her first twelve months will be within the environmental team she will subsequently rotate on the graduate programme, gaining experience in Health and Safety, Environment and Quality (HSEQ). It is becoming increasingly clear that clients expect to see an HSEQ manager on major projects, which is why Hannah will be joined by two new graduate recruits in this area, every year with respective interests in H&S and quality/business improvement.

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And in an industry in which it is increasingly important to have a workforce with a blend of leadership, people and communications skills, the company is using a multitude of methods and channels to get its message out there. As Fred Garner explains:

“We can’t rely on any one route to bring about the big cultural shifts the construction industry needs. Instead, just as we’re proactive about sharing successes, we’re taking the lead in getting ourselves in front of the next generation of designers, planners, engineers.”

TAKING THE LEADIn 2013, Taylor Woodrow ran the first in a series of Inspiration Lectures at the Institution of Civil Engineers, hosted by Fred Garner. It was designed to be a thought-provoking assessment of how today’s successes and innovation can be used to inspire the next generation of engineering professionals. Invitations were extended to colleagues, organisations working with Taylor Woodrow and sixth formers from Sir Henry Floyd Grammar School in Aylesbury. More than 200 people attended – a success in itself, and one that bodes well for the future in terms of interest and engagement with the subject

Lucy Ellis, a pupil at the school, said of the event: “Wow, what an evening. [I was given] many tips on how to get a scholarship and what universities look for in a student when you apply. I was treated very professionally tonight, in an adult conference, surrounded by many inspirational people with incredible backgrounds.

“It made me wish I could be of working age, working alongside these people right now; although I won’t wish away my teenage years away that easily!”

CHALLENGES — HOW TO ATTRACT ENGINEERS

DEVELOPING FUTURE LEADERS With its strong focus on developing talent, Taylor Woodrow has created a dedicated leadership group. Its function is to identify cohorts of aspirational leaders and give them direct access to the expertise and guidance of senior management, as well as to big projects. In addition, each year Taylor Woodrow invests in QUEST – the Queen’s Jubilee Scholarship Trust – which provides scholarships and awards to civil engineering students. The company also offers 10 weeks’ work experience during each summer in a journey to build relationships with prospective employees of the future. This is Taylor Woodrow’s talent pipeline and, in September 2013, the company secured its most successful QUEST intake to date, attracting five top recruits, four of whom were women.

But it doesn’t stop there; Taylor Woodrow also partners with key universities and charitable organisations for young people. It currently sponsors undergraduates on three degree programmes: Civil Engineering, Commercial Management and Quantity Surveying (CMQS) and Construction Engineering Management (CEM). It has a representative on the industrial liaison group at Loughborough and Durham Universities, to align course material and criteria with the future needs of the construction industry. Through its long-term partnership agreement with The Construction Youth Trust, The Duke of Edinburgh’s Award and The Prince’s Trust, Taylor Woodrow creates chances for young people to enter the industry and provides employees with rewarding personal development opportunities.

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CAREER APPS AND OPPORTUNITIESQuite clearly, getting out into the communities it serves and engaging with young people is a priority for Taylor Woodrow. But the company also knows that getting noticed means choosing your channels carefully. That’s why it worked with the Association of Consultancy and Engineering (ACE), along with other bodies involved in the redevelopment of King’s Cross, to develop the King’s Cross Engineering Trail. This downloadable app for Smartphones, aimed at young people who are curious about the world around them, and for those considering a career in engineering, interactively tells the stories behind the engineering. It features Ella Secker and Peter Walsh, two of Taylor Woodrow’s brightest stars, who worked on both phases of the King’s Cross projects before going on to play significant roles elsewhere. Ella now leads the Design Consents team on the Nottingham tram project, and Peter is Project Director at Whitechapel Station for Crossrail.

The idea is simple; by downloading the app,* anybody can be taken on a guided tour of the regenerated King’s Cross area. By following the trail, the app highlights the world-class construction projects that have been delivered in the area by a range of leading contractors: from St Pancras Station, the Western Concourse and Platform 9¾, to Five Pancras Square and German Gymnasium, the new Google office and the Granary Building. It shows how engineers have used innovative solutions to breathe new life into heritage sites, and built some of the country’s greenest buildings.

*The Kings Cross Engineering Trail app is available for download from iTunes and Google Play stores.

CHALLENGES — HOW TO ATTRACT ENGINEERS

The app includes videos of engineers talking about the challenges and thrills of the job, as well as photographs, drawings and computer-generated imagery that transforms old to new on the screen. All in all, this clever technology brings the results of innovative construction to life in a way that’s relevant and engaging for young people.

WHAT’S NEXT?The theme for this year’s initiatives is leadership, with the next in the series of Inspiration Lectures is taking place at The Institution of Civil Engineering in the autumn. Graduate recruitment and further dissemination of innovation is on the cards too. After all, sharing successes to change the traditional view of construction and inspire young people is and will be at the heart of Taylor Woodrow’s business for many years to come.

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International engineering students attend a selection and presentation day at Victoria Station Upgrade

Ella Secker and Fred Garner

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EXPERTISE — MODEL BEHAVIOUR

Business Information Modelling, or BIM, is fast becoming one of the most important technological and cultural developments within the UK construction industry. In 2012, the Government launched a four-year sector modernisation programme, the objectives of which are to reduce capital cost and ‘carbon burden’ in the built environment by 20%. Central to these ambitions is the widespread adoption of BIM technologies, processes and behaviours to unlock new and more efficient ways of working across all stages of the project life-cycle.By 2016, any supplier wanting to be involved in public sector construction will need to be proficient in BIM. This Government mandate is intended to help achieve significant improvements in cost, value and low-carbon performance through the use of open and shareable asset information. And as ever, Taylor Woodrow is at the forefront of these developments. With a core BIM team and leading specialists in this area, the company is playing a key role in supporting the UK Construction Strategy and implementing BIM on major building, rail and aviation projects.

BIM is the process of managing building data and demonstrating digitally the entire life cycle of an asset – from site scoping to construction through to facility management. It involves value-enhancing collaboration underpinned by the creation, collation and exchange of 3D models and structured data. By linking these

models to planning programme software and providing interactive simulations, BIM enables clients and engineers to ‘walk around’ virtual sites and review project designs from any perspective. The modelling technology can also be time-synched in 4D, showing stakeholders what a project will look like in a few months or a year’s time, which adds real value at tender stage, not to mention during planning and sequencing.

BIM, however, is as much about new ways of working as it is about the use and application of sophisticated technology. As Jeff Stephens, BIM Strategy Manager at Taylor Woodrow’s parent company, VINCI Construction UK, explains:

“What BIM provides is a rich 3D experience, which means digital rehearsals of all stages of the design, build and operating process. Within the model, the information facilitates well-informed decision-making that leads to better business outcomes, improved communication, lower risks and improved efficiency. But while new skills and tools are vital, it’s the collaborative, behavioural shift that will be crucial to the adoption of BIM. It’s the culture of information sharing and handover at key junctures that will drive success. In this respect, it’s all about people.”

EXPERTISE: MODEL BEHAVIOUR

“What BIM provides is a rich 3D experience, which means digital rehearsals of all stages of the design, build and operating process. Within the model, the information facilitates well-informed decision-making that leads to better business outcomes, improved communication, lower risks and improved efficiency. But while new skills and tools are vital, it’s the collaborative, behavioural shift that will be crucial to the adoption of BIM. It’s the culture of information sharing and handover at key junctures that will drive success. In this respect, it’s all about people.”

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EXPERTISE — MODEL BEHAVIOUR

Jeff Stephens, BIM Strategy Manager

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Tottenham Court Road-programme week two

Tottenham Court Road-programme week three

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UKCG AND BUILDINGSMART Currently, the adoption of BIM is broken down into three levels. Level 1 involves the use of 2D or 3D information for all component items within a project. At level 2, all project and asset information, documentation and data must be electronic, while level 3 requires complete transparency of data for each component. The Government’s 2016 mandate focuses on the adoption of fully collaborative BIM level 2; a process which Jeff Stephens is helping to facilitate:

“In addition to my work with VINCI Construction UK, I’m also Chairman of the UK Contractors Group (UKCG)’s BIM Task Group and the buildingSMART User Group. In these roles, I form part of the interface between government and industry. I’m responsible for assessing BIM protocols and standards around how best to incorporate BIM into construction projects, and how to ensure the application of BIM Level 2 can be achieved.”

At UKCG, one of Jeff’s priorities is to oversee the process of engagement with the industry supply chain. While the organisation does not have the capacity to support suppliers directly in the implementation of BIM, it puts a lot of time and effort into sharing information and ensuring consistency of approach.

“We need to ensure everyone is informed and engaged,” says Jeff. “To this end, we’re currently looking at how best to inform facilities managers and asset owners about how they can derive value from BIM. We’re constantly looking at how we can take asset information out of the federated BIM models, aggregate it, and then pass it on for future facilities management systems.”

To enable progress in this area, the Government, UKCG and buildingSMART are also promoting the use of Construction Operation Building Information Exchange – or COBie, as it’s known. Comprising a series of data spreadsheets, COBie helps teams to ensure they’re delivering the right level of information at project handover. “Even those not yet well-versed in BIM can input into COBie,” says Jeff. Interfacing with FM databases and BIM models, COBie provides an excellent stepping-stone for early BIM practitioners, helping to smooth the transition to BIM Level 2 and 2016.

GATWICK, WHITECHAPEL AND LONDON UNDERGROUND: BIM IN ACTIONAs well as supporting the national BIM strategy, VINCI Construction UK are involved in several high-level BIM projects in the aviation and rail sectors. At London’s Gatwick Airport, for example, they are currently using BIM to model a new baggage facility as part of the Pier 1 replacement.

“It’s the first project at Gatwick to fully utilise BIM,” says Project Director Howard Pyle. “We’re pioneering BIM to integrate the baggage system and get it fully designed. The idea is to use modelling techniques to create a robust baggage handling system to support a seamless passenger journey.”

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By presenting the BIM model at weekly meetings, the team has been able to walk operational stakeholders through the designs and achieve ‘soft sign-off’. This process has been vital to ironing out technical complexities and ruling out nasty surprises further down the line. As Howard observes:

“By using BIM in 3D, we can address security, building and baggage interfaces and airport operational challenges. We’ve had to go through two design gateways to demonstrate the robustness of the design, qualifying the interfaces with the existing building and its baggage infrastructure, so BIM has been crucial to resolving these ‘clash issues’ in the pre-construction phase of the project.”

Meanwhile, in the East End of London, Taylor Woodrow are using 4D simulation models as part of the design and build of the new Crossrail Whitechapel station. According to Li Yazhe, Building Information Modeller, the team first brought in the 4D modelling to plan time-critical possession work, but has since applied it to all areas of the project:

“If possessions overrun we incur huge fines from London Underground, so we’ve used 4D BIM to plot and sequence this work very precisely. But given the general complexities of the job, we’ve also used it to visualise where our work interacts with other people and structures.”

ON BOARD WITH BIMWith Taylor Woodrow engaged in other complex projects involving high-level information modelling – such as the upgrade of Victoria and Tottenham Court Road stations – the company looks set to be a driving force in the development and application of BIM in the UK.

“Our people certainly receive excellent training,” say Li Yazhe. “All my training, theoretical and practical, has come through VINCI Construction UK – we’ve been taught how to get up close, and how to collaborate with others using the same set of rules and names for assets.”

And while more learning and development is required in all areas, VINCI Construction UK are in a strong position to support the industry during this crucial transition period. As Kenny Robson, Engineering Director, confirms, “clients have to get on board with BIM from the very start of each project, because this is the way things are going – we’re starting to see tenders being issued digitally in a BIM model. It’s the future, and we’re well placed to meet it.”

EXPERTISE — MODEL BEHAVIOUR

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FLEET OPERATOR RECOGNITION SCHEME

ROAD SAFETY STEPS UP A GEAR

Congestion on the UK’s road network has never been higher. With pressure on infrastructure unlikely to ease any time soon, the urban environment is, at the very least, a challenging place for vulnerable road users. Group Health, Safety and Environment Director, Andy Sneddon, is exploring ways to address the issue.

In July, VINCI Construction UK became one of the first major UK contractors to join the Fleet Operators Recognition Scheme (FORS), a voluntary certification initiative designed to improve the safety and efficiency of freight delivery in London and throughout the UK.

“Any real change has to be led by the industry itself,” said Andy. “It is our responsibility, as an industry, to do all we can for the safety of other road users. We’re taking hard action because we recognise that, along with our partner organisations, we have a duty to protect both the public and our own employees on the roads.”

Under the FORS scheme, subcontractors and suppliers will need to ensure large vehicles provide enhanced safety for cyclists, including rear signage, side guards and proximity sensors. Drivers will be required to complete FORS approved safe urban driver training, followed by an e-learning refresher every three years.

The company has also launched a driver safety e-learning package for all drivers as part of revised arrangements for managing occupational road risk. He said: “If we want to apply our risk management principles with integrity, then we are duty bound to address the risks that our operations may pose to other road users. We have adopted these standards across all construction and facilities operations.”

Ben Plowden, Transport for London’s planning director, praised the company’s eagerness to be involved. He said: “It’s great news that VINCI Construction UK has recognised the responsibility that the construction industry has to help make our roads safer for cyclists and pedestrians. I fully endorse their approach which mirrors those adopted and promoted by Transport for London and will work with them to ensure that all vehicles and drivers can operate as safely and efficiently as possible.”

Andy said: “These measures are clearly a huge step in the right direction. Hopefully over the next year we can gain commitment from the rest of the industry by proving that these schemes will bring tangible benefits.”

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BEYOND CONSTRUCTION — INNOVATION FEATURE

THE BIG IDEAAs part of VINCI Construction UK and the wider VINCI Group, Taylor Woodrow is committed to embedding innovation across its business and operations. Through innovation, the company maintains its drive to improve efficiency to maintain the highest standards and value for money for its clients. And in line with a Group-wide initiative to share best practice in this area, Taylor Woodrow is supporting efforts to disseminate innovation as far and wide as possible.

INNOVATION AT VINCI CONSTRUCTION UKAlongside excellence, collaboration, discipline and integrity, innovation is one of VINCI Construction UK’s five core values. In fact, the company is unique among its peers in its relentless focus on and investment in innovation at all levels.

Take its dedicated Technology Centre, for example – one of the largest of its kind in Europe and unmatched in the UK. Across 5.5 hectares, it employs 75 people dedicated to being the best across three areas: testing and understanding, foresight and innovation and technical services. By harnessing the expertise and capabilities of the Technology Centre, Taylor Woodrow can offer clients cutting edge construction from the outset of every development.

Its work on Crossrail is a case in point; as part of the development work for this project, the Technology Centre created something totally unique for the UK construction industry – a full-scale station platform model, standing eight metres high and 20 metres long. It was commissioned by Crossrail ahead of construction of the high capacity rail link running 118km from Maidenhead to Heathrow in the West, through central London,

to Shenfield and Abbey Wood in the East. The model allows for a physical preview of the station environment. It informed safety, comfort and design decisions, from CCTV and heating, to seating and signage. The model played such a key part in the success of the project that Crossrail still take people to the Technology Centre to show it off.

“Real success is the success you share”

By pairing innovation with collaboration and excellence, the VINCI Group places great importance on the need to share good ideas and successes, as Xavier Huillard, Chairman and CEO of the VINCI Group, explains:

“Innovation alone will not win the day, [it’s] the capture and dissemination of these lessons which will ultimately make the VINCI Group stronger and more successful.”

It is why, in the Group-wide Innovation Awards, there is a category dedicated to dissemination. Not only are good ideas recognised and rewarded, the sharing of these idea is also seen to be critical. Andrew Ridley Barker, Managing Director of VINCI Construction UK, is spearheading a cultural shift towards building innovation and dissemination into every employee’s job description. His ultimate vision is for people working on-site

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BEYOND CONSTRUCTION — INNOVATION FEATURE

to be able to share a problem and find a quick solution from within the business.

In response to this vision, in late 2013, VINCI Construction UK launched VINFO, a new intranet platform. It is designed as a place to share ideas and challenges that will save time and money on the complex projects undertaken by Taylor Woodrow and all other businesses within VINCI Construction UK.

Kenny Robson, Engineering Director at Taylor Woodrow, believes platforms like this are critical to future success on complex projects. “Getting the right innovation onto the right project at the right time is key to progression – this is why dissemination is crucial.”

In addition to this, the Innovation Working Group and Ideas Jam workshops have been established to generate and share good ideas. The challenge is making the importance of these dissemination methods clear, something Russell Matthews, Director of VINCI UK’s Technology Centre, is focusing on this year.

REWARDING INNOVATIONIn an effort to entrench and reward innovation, the biannual VINCI Innovation Awards began in 2001. Since then, the number of entries has exceeded 8,000, with 2,075 projects entered in 2013, the most recent competition. In the UK there were 231 entries, more than three times the number in 2011. Such growth is testament to the work being done by Taylor Woodrow and the Group as a whole to build innovation into daily routine.

TOGETHER PRIZEIn the Marketing and Services Category of the 2013 awards, Taylor Woodrow, in partnership with other VINCI Group companies, scooped the Together Prize, which rewards innovations which help to facilitate collaboration. The award-winning project is summarised here:

Adopting Best Practices with Design & Engineering Offices

When responding to calls for design-build tenders, Taylor Woodrow is used to forming consortiums with external design and engineering offices. In 2010, dysfunctions were noted between the engineering and works teams during project implementation. In response, Taylor Woodrow suggested formalising rules of best practice with its main design and engineering office partners to govern their relations in the future. This work, conducted with six such offices over a year, led in 2011 to the publication of a best practices manual and code of cooperative conduct. This valuable reference document is also a practical commercial tool which clarifies the roles of key players and encourages a cooperative and positive mind-set. It has already been successfully used on a number of projects requiring civil engineering tenders.

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Focus on innovation for 2014

2014 is an exciting year for innovation dissemination. Entries for the next Innovation Awards (2015) open in November; until then the focus is on sharing the great ideas that have already been recognised. As Russell Matthews, Director of VINCI UK’s Technology Centre, explains:

“I’m excited to announce that after much planning, my Innovation Roadshow is underway. As of February this year, I vowed to visit all of VINCI Construction UK’s offices and major construction sites to share the great ideas I hear from within the business every day.”

“I’ll be giving a quick overview of the 2013 Innovation Awards winners and chatting with anyone who’s interested in finding ways to solve complex problems, time and money on client projects. Everyone is welcome and more information can be found on VINFO.”

BEST PRACTICE GUIDE

for Design Management

A Taylor Woodrow Civil Engineering commitment

to Best Practice developed in collaboration with

Arup, Atkins, Halcrow, Hyder and Mott MacDonald

Edition 02

Harry Russell, Pippa Higgins, Iain Thomas and Matthew Phillips,

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The innovation Working Group is also focussing on dissemination of previous entries. Each company and division has its own innovation champion – Taylor Woodrow’s is Derek Childs, Contracts Director, who explains:

“My role is to support any entries for the Innovation Awards made by my team. But more than this, it’s to take the ideas that win awards and disseminate them across my area of Taylor Woodrow. It’s no good rewarding innovation if nothing ever gets done with the ideas we have; that’s why I see this role as critical to future business success.

A small part of dissemination is distributing the book of winners. They’ve been so popular, I understand the business is printing more to meet demand!”

LIFE-SIZE INNOVATION It is not just the winning ideas that are shared across Taylor Woodrow, but those that have the potential to save time and money, and improve safety too. Take, for example, a recent idea to increase public engagement with important safety signs. At the Victoria Station upgrade project in London, Taylor Woodrow found the public were ignoring or simply not seeing signs asking them to ‘wait for the green man’ and ‘use pedestrian crossing’. With 100,000 people passing through the area at any one time during peak hours, the potential for pedestrian/vehicle conflict was high.

Craig Prangley, Senior Project Manager at Taylor Woodrow, and his team designed life size cut outs of the company’s construction workers holding safety signs. This simple step significantly improved pedestrian compliance by making safety human, engaging and highly visible. In a fantastic example of dissemination, fellow VINCI Group company, Grands Projets, has heard about the effect of cut outs at Victoria Station and is using them on projects in Hong Kong.

And while embedding innovation and dissemination across the business is a challenge, it is one that everyone at Taylor Woodrow and VINCI Construction UK is ready to engage with. If done correctly, it is a cultural shift that will underpin the company’s success and development for many years to come.

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“The way in which this initiative spread is truly impressive. Dissemination is central to great innovation; it ensures the business benefits from the thousands of excellent ideas submitted across the company.” Dr Russell Matthews, Director of the VINCI Technology Centre UK

TOGETHER,LET’S BUILD ON

OUR INNOVATIONSTO IMPROVE THE GROUP’S

PERFORMANCE!

INNOVATION HEROES

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AN INTEGRATED APPROACH TO LONDON’S FUTURE INFRASTRUCTURE

London has been a world-leader in technology and innovation since the Victorian era. Built on the pioneering strengths and endeavours of the 19th century, it has continued to pull people, investment and culture towards it. But the need to modernise is urgent as a population continues to grow and rely on ageing infrastructure. Here, Andrew Ridley-Barker, Managing Director of Taylor Woodrow’s parent company VINCI Construction UK, discusses how to establish a long-term resource-planning initiative for the generations of today and tomorrow.

Future-proofing London

London is regarded as a cultural, social and political bellwether and its leadership position in relation to other global cities is something we should work hard to retain.In order to ensure its competitive future performance, we must consider three key factors: political consensus on infrastructure, diverse financial investment and strong leadership in programme management. That means separating infrastructure planning from political agendas and streamlining programme delivery by removing the constraints of bureaucracy.

The only way to make truly objective progress is to encourage debate among business leaders and stakeholders from the property, investment, construction, transport and public sectors regarding delivery solutions for integrated infrastructure solutions. Future city planning should be founded on detailed research and development of a city’s long-term needs. Stakeholders should be brought together to share viewpoints on future-proofing cities; agreeing a shared vision will guide a city’s success.

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Learning by example

In recent years, three cities have emerged as exceptional example of forward-thinking infrastructure planning in progress. Singapore, for example, is commended for its advancements in clean water sourcing, with the nation well on its way to achieving its 2060 vision to manage its complete water cycle through recycling. In 2010 alone, Singapore opened four NEWater plants, which are now producing high-grade reclaimed water from treated used water purified via membrane technologies and ultra-violet disinfection. Together, these four plants are capable of meeting up to 30% of Singapore’s water needs.

Dubai is also aiming high with its $7.8 billion Strategic Plan 2020. This ambitious expansion plan outlines steps to develop Dubai International Airport. Key targets include expanding capacity to accommodate 90 million passengers, with a 60% increase in new aircraft stands, 675,000 square metres of additional passenger facility floor space and 30,000 square metres of increased cargo processing capacity. In addition, the city’s new Al Maktoum International Airport is expected to grow to five runways and three passenger terminals by 2030.

Finally, Copenhagen leads the way in energy innovation with its target to become the world’s first carbon-neutral capital city by 2025. This requires a dramatic 1.16 million ton reduction in carbon emissions, with a 20% reduction in heat consumption and a 30% reduction in electricity usage. Wind, biomass, geothermal and waste energy plants will be implemented alongside intelligent traffic management and mobility planning as part of a holistic sustainability-enhancing initiative.

Proactive planning

Taking its cue from these fellow leading cities, London now needs to puts its own innovation plans into action. The combination of outdated Victorian infrastructure and increasing population pressure has made London’s continued expansion unsustainable.

Growing cities need intelligent integrated transport systems to move people comprehensively on the ground, in the air and on the water. They need long-term strategies that supply sustainable and secure water and energy supplies, and allow for communication developments to be used to their full potential. Cities are and will continue to be our future power houses.

By working with key officials and cooperating with pioneering companies, Taylor Woodrow hopes to play an important role in what could be defined as succession-planning for the next generation. To avoid cracks forming in London’s existing infrastructure, it is crucial that we embark on a collective strategy to reduce energy consumption, improve transportation links, increase the availability of affordable housing and leave behind a sustainable city that’s fit for the future.

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BORIS VISITS TCR IN ANTICIPATION OF CROSSRAIL 2The Mayor of London has visited Tottenham Court Road station following the government’s decision to pursue a potential Crossrail 2.

Boris Johnson, along with transport secretary Patrick McCoughlin, inspected the central London Underground contract and met several members of the Taylor Woodrow Bam Nuttall team, including Project Director Chris Usher.

During his brief tour, the mayor, notably impressed by the on-going work, expressed his desire to return to the site for a more in-depth walk around. He showed particular interest in seeing Central line stubs which would form the basis for a second Crossrail link.

NEWS ROUND-UP

BEXHILL LINK ROADLINK ROAD STILL ON TARGET DESPITE HEAVY RAIN

The Bexhill to Hastings project is still on target for its scheduled completion date despite being hit by the UK’s wettest weather in 20 years.

At the Hastings end of the project, the site team is creating a new bridge to cross the main railway line, and three hundred cubic metres of concrete will form the base of the eastern side of the structure.

At the Bexhill end, the new Chapel Path Underpass is nearing completion and the beams for the bridge are scheduled to be put in place in May and June.

TOTTENHAM COURT ROADTUNNEL EXCAVATIONAll main phases of the tunnel excavation and secondary lining are now complete but further tunnelling work, on a much smaller scale, will be undertaken in 2015. This will complete the new access to the Central line.

The fit-out team is continuing to change the look of the new station from the ‘bare bones’ shell to a world-class station. The back-of-house staff accommodation is nearing completion with mechanical and electrical installations underway.

CROXLEY RAIL LINKPLANNING APPLICATIONS SUBMITTEDPlanning applications for the viaduct across the Grand Union Canal and Watford Road, the two new stations, and the electricity substation for the Croxley Rail Link have been submitted.

Even though the applications were approved by Hertfordshire Country Council and London Underground, Watford Borough Council and Three Rivers District Council must approve the detailed planning applications in early spring.

Overgrown vegetation along the Croxley Rail Link will be cleared over the next few months and ground investigations to gather geological information are continuing. Hertfordshire County Council and London Underground expect the trains to be running on this new link of the Metropolitan line in 2017.

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SECOND PHASE PILING COMPLETEPiling for the second phase of the south ticket hall has been completed ahead of schedule. As piling equipment is removed, the site team will begin the ticket hall slab construction.

A total of 27 pre-cast architectural domes, and 220 tonnes of steel has been installed, along with approximately 550m³ of concrete poured to form the roof of the north ticket hall. Top-down excavation and utility work has now begun.

The team recently hit a milestone for installing 2,000 jet grouting columns, signifying the task is nearing completion. Jet grouting has been completed within the façade of the Duke of York pub and the team is working overnight close to the District and Circle line tunnel.

The volume of buried services presents a challenge. To address this, the team recently held an interactive training session on excavating around buried services to broaden understanding of the processes involved and to reinforce the message to ‘stop and ask’ the team if they are unsure.

PROTECT THE ENVIRONMENTBy using a temporary lifting gantry and jacks, the team at Victoria Station Upgrade has saved around 280 vehicle movements and 3.6 tonnes of CO₂.

The gantry lifted an 80 tonne piling rig and a 50 tonne crane on to the site; an operation which would normally need a temporary ramp to be constructed and require nearly 10,000km of vehicle movements between the project and aggregate supplier in west London.

The equipment not only provided an environmentally friendly solution but saved the site nearly four weeks of programme time.

LIVERPOOL STREETINSPIRATION AND COLLABORATION AWARDLiverpool Street site engineers Andreas Michael and Luke Mason, have been awarded an Inspiration and Collaboration Award from Crossrail.

Andreas and Luke have been working in challenging conditions around live services. The reinforced concrete retaining wall has helped remove the brick arch roof for the Queen Victoria Tunnel. This has enabled the Thames Water Sewer to travel through ground level which has been treated with permeation grouting.

VICTORIA STATION UPGRADE

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NEW APP LAUNCHED TO INSPIRE NEXT GENERATION OF ENGINEERSLeading figures in engineering and politics have joined up with students, apprentices and graduates for the launch of a new engineering mobile phone application.

The ACE Trails app draws attention to the remarkable engineering behind locations such as King’s Cross with the aim of drawing young people towards the trade.

London’s Deputy Mayor for Business and Enterprise, the Chairman of Crossrail, and Network Rail’s Chief Executive led the launch event. They were joined by pupils from Hackney University Technical College - who helped test software – and recent graduates embarking on engineering careers.

The new app, which provides an augmented reality walking tour of King’s Cross, plays fifteen videos made by engineers describing the engineering work that has gone into transforming and regenerating the area.

A HUB OF ACTIVITY FOR CONNAUGHT TUNNEL TEAMA Taylor Woodrow team has helped to decorate a community centre in Newham, London.

In addition to their normal duties on the Connaught Tunnel (C315) project, the group spent three days and 170 man hours painting the local Asta Community Hub, as part of the Stand Out! Make A Difference initiative.

The Hub provides a range of facilities for the community, including play and learning for pre-schoolers, life skills sessions for adults with learning difficulties, homework clubs, drama groups, music, media and photography sessions.

NEWS ROUND-UP

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ENGINEERING LECTURE AIMS TO INSPIRE YOUNG MINDSDirectors from Taylor Woodrow have hosted the first in a series of inspirational lectures at the Institution of Civil Engineers in London.

The lecture was designed to be a thought-provoking assessment of how today’s civil engineering achievements can be used to inspire the next generation.

Managing Director Graham Stanley and Transport Director Fred Garner chaired the event and facilitated discussions. Guest speakers included New Civil Engineering editor Anthony Oliver, Tony Giddings from Argent and Professor Chris Wise of Expedition Engineering.

SELLAFIELD: 1 MILLION HOURS RIDDOR FREEThe team working on the Sellafield direct encapsulation plant has reached a major health and safety milestone.

One million man-hours and six years have now been worked on site without a RIDDOR reportable accident.

Project Director Ray Bradbury said: “Congratulations go out to the whole team for this achievement, particularly as much of the work has involved demolition, heavy civil engineering and substantial working from height.”

The Nottingham tram team has raised the bar yet again.

Monitor Stephen Bird visited the NET Phase 2 project in late October, the fourth such audit since work began on Taylor Woodrow Alstom’s joint venture. Mr Bird awarded 46 marks out of a possible 50; which is one of the highest scores within the VINCI Construction UK group.

The result is yet another achievement for the wider Taylor Woodrow team, having only two weeks ago secured all-time best scores at Whitechapel and Connaught Tunnel.

THE BEST IS NEVER ENOUGH AT NET PHASE 2

NEWS ROUND-UP

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BSI ACCREDITATION TO BOOST ENGINEERING PROJECTSA new accreditation from the British Standards Institution has strengthened Taylor Woodrow’s collaborative working credentials.

The BS 11000:2010 accreditation was awarded following a pre-assessment in August 2012 and two further audits in 2013.

Recognised as an industry benchmark, BS 11000 provides a framework to help companies manage their interaction with other organisations.

NATIONAL AWARD RECOGNITIONPippa Higgins and Becky King have been shortlisted for Engineer of the Year.

The nominations are part of the Women in Construction Awards 2014 which showcase the brightest and best female achievers in the built environment.

The winners will be announced on the 26th March 2014 at The Point, Lancashire County Cricket Club.

KNOWLEDGE SHARING SOLVES CORNWALL SILT PROBLEMAn innovative and cost effective solution for treating site run-off water has been successfully introduced on the Cornwall Energy Recovery Centre project (ERC).

The problem was solved following a discussion between Taylor Woodrow colleagues on the Empower course.

Floculation blocks were also successfully used on the Nottingham Tram Extension site (NET Phase 2). The knowledge of this system was shared and has now been implemented in Cornwall to improve both solids capture and final discharge turbidity of treated waters.

The process involves flocculant chemicals which, in the form of solid cationic blocks, are specially developed to slowly dissolve directly into the effluent flow, positively charging the suspended particles enabling them to flocculate and settle.

Before the treated water is discharged, anionic blocks are placed downstream to negatively charge residual positive charges which could be harmful to marine life.

GRAHAM STANLEY PRESENTS UNDERGROUND AWARDTaylor Woodrow’s Managing Director Graham Stanley has presented a special recognition award to London Underground at the Global Light Rail Awards.

The Judges’ Special Prize was sponsored by Taylor Woodrow and honoured the 150 years of service provided by London Underground.

Graham handed over the award in front of a 300-strong audience derived from the UK’s light rail community.

VICTORIA INNOVATION CROSSES THE GLOBEA safety innovation first pioneered in London is now being used as far away as Hong Kong.

Over the last year, cardboard cut-out construction workers have become a regular sight on the pedestrian crossings around Victoria station.

These life-size images encourage members of the public to follow designated pedestrian routes and observe safety measures. They have now travelled almost 6,000 miles to Hong Kong for use on the VINCI Construction Grands Projets £240m metro contract.

The idea was first mooted by Craig Lyttle, a foreman at Victoria. Since then, the cut-outs have claimed a Step UP award and even a VINCI Innovation Awards nomination.

NEWS ROUND-UP

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26 MILE CONSTRUCTION CHALLENGE RAISES £2,100

OUR PEOPLE

A team of four has raised over £2,000 through an endurance challenge on Exmoor.

Harry Russell, a Senior Engineering Manager on the Whitechapel project, joined former Taylor Woodrow colleagues to take part in the annual CARE Construction Challenge, a 26 mile bike, hike and kayak. Under blue skies and blazing sunshine, they completed the 26 mile course and associated mental challenge tasks in a respectable 5 hours and 37 minutes. Thirty-seven teams took part on the day, together contributing £70,000.

TOTTENHAM COURT ROAD RAISES £30,488 FOR CHARITY IN 2013The project team from Tottenham Court Road Station have raised an outstanding £52,233 for various charities. The team started raising funds in 2010 through the project’s ‘Observational Card’ initiative scheme which focuses on supporting a number of charities whilst improving overall site safety.

Thousands of pounds have been raised through quiz evenings, raffles, football, cricket and rugby matches, summer boat parties and salary sacrifice to physical challenges.

TUBE LIFE SEALED IN TOTTENHAM COURT ROAD TIME CAPSULELondon Underground’s 150th anniversary year has been celebrated with the installation of a time capsule at the Tottenham Court Road station upgrade project.

Containing a range of items, the capsule will offer Londoners in 2063 a glimpse of life on the Tube today.

The installation was carried out on the evening that London Underground – the world’s first underground railway – passed into its 151st year.

TRAM TEAM SWIMS FOR HEART CHARITYThe British Heart Foundation is to receive £2,500 after 60 people from Nottingham Express Transit phase two took part in a sponsored swim at Nottingham University.

Together they completed a combined distance of 120km. Engineering Director Steve Collins, said: “It was fantastic to bring everyone together for this event which proved a great way to help people think about improving their health in the new year. At the same time we were able to raise money for a charity which means so much to so many people.”

SUPERVISORS JOIN EMPOWERA second group of Taylor Woodrow’s engineering supervisors joined the Empower course in the new year.

Empower is a transformational leadership programme, designed to promote managerial leadership skills.

The development of effective supervision is key to Taylor Woodrow’s success.

Rather than being a technical skills training course, the programme is designed to drive visible changes in leadership behaviour which will be seen and felt within the business.

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CREATING A WINNING TEAM

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