Clients’ Commitments Best Practice Guide

Providing an Industry of Opportunity Constructing Excellence for Clients Contents

Clients are at the heart of Constructing Excellence Constructing Excellence for Clients 2 as the body for all public and private sector clients The Clients’ Commitments 4 to improve the outcomes of their engagement with the construction industry. Client Leadership 6 The previous version of this guide was updated Collaborative Procurement and Integration 12 in 2014 by the Construction Clients’ Group (CCG) Commitment to People 22 and reflected the ongoing themes within the Sustainability 28 construction industry at that time. These themes are still prevalent within this guide however, Quality of Design, Construction and Compliance 34 national and global events mean that focus is Health, Safety and Wellbeing 40 placed upon greater assurance of health, safety, wellbeing, quality, diversity of thinking, sustainability, social value, collaboration and digitisation. Constructing Excellence is aligned to the Construction Leadership Council’s recovery plan and the Government’s Construction Playbook, all of which have been reflected across the client Construction Clients’ Group commitments set out in this guide. CONSTRUCTING EXCELLENCE MIDLANDS

BClients’ Clients’ Commitments Commitments Best Best Practice Practice Guide Guide Constructing Excellence Midlands 1 Constructing Excellence for Clients

The six client commitments Influencing other organisations

A different way of working and living Constructing Excellence actively is becoming the new normal, creating supports and promotes the following greater opportunities to deliver efficiencies industry bodies because their by adopting digitisation. The golden thread initiatives add value for clients: generated from a single source of data Special thanks are given to all the supports robust business planning whilst client members who attended creating the opportunity to embrace whole workshops in preparation of this life cycle value benefits for the entire updated guide. supply chain and end user. Compliance Client Leadership Collaborative Procurement Construction Skills Certification Considerate Constructors Scheme and quality are at the forefront of current and Integration Scheme www.ccscheme.org.uk/ and post pandemic thinking in delivering cscs.uk.com a built environment efficiently and safely which in turn requires the industry to modernise across the board. The decision to invest in a construction solution is one of largest commitments in time, money and resources that a client will make. Whether it is for more efficient business outcomes, improved infrastructure, or improving quality of life, it remains one of the biggest investments Commitment to People Sustainability Chartered Institute of Building CONIAN (Health & Safety companies or the public sector make. ciob.org Executive) It is therefore important that clients webcommunities.hse.gov.uk/ understand that the decisions they make connect.ti/coniac/grouphome influence not just the outcomes of their projects but the culture of the industry.

The six client commitments previously developed by the CCG as the code of conduct remain, as these are essential for successful outcomes when engaging in the construction process. By joining Constructing Excellence and participating with other clients, your client Quality of Design, Health, Safety Construction Leadership Council organisation will benefit from having Construction and and Wellbeing constructionleadershipcouncil.co.uk access to peers with a considerable body Compliance of knowledge. This supports the sharing of best practice and enables clients to develop excellent practice in engaging with the construction industry.

22 Clients’Clients’ CommitmentsCommitments BestBest PracticePractice GuideGuide Constructing Excellence Midlands 3 The Clients’ Commitments

The clients’ commitments brings together the six key areas that are vital to delivering efficient construction projects within the Collaborative agreed time, cost and quality objectives whilst ensuring the Procurement health, safety and wellbeing of the workforce. They represent the and Integration principles which will enable clients to get better value from their construction projects and exceed existing industry best practice.

This simple yet effective guide Karen Alford Environment Agency Client Commitment should enable all stakeholders in Helen Baker University of the West of England Leadership to People the value chain to collaborate more Paul Baker Citizen Housing effectively through adoption of the Simon BamfieldWolverhampton Homes framework for action. The clients’ Richard Beckett Nottingham City Council commitments are based around Julie Bell-Barker Wolverhampton City Council many years of experience of many Howard Betts LeadersMeets major clients’, and a large amount of Andrew Brown Constructing Excellence Wales evidence collected by Constructing Andrew Carpenter Constructing Excellence Midlands Excellence. This guide aims to bring Mark Davies Constructing Excellence Wales The Clients’ together some of the key ideas and Martyn Jones Constructing Excellence South West language relating to the six areas Milica Kitson Constructing Excellence Wales of the client commitments in a Robert Knight igloo Commitments simple, accessible form. We hope Paul Maliphant Constructing Excellence Wales it will help to improve all round Paul Read Magna Housing understanding of current industry Uma Shanker Severn Trent Water developments. The following Steve Symonds Kier Construction members have contributed directly Elaine Thomas Devon County Council to the production of this guide: Richard Whittaker Citizen Housing

Health, Safety and Sustainability Wellbeing

Quality of Design, Construction and Compliance

Further details about Constructing and the Construction Leadership Excellence can be found at Council at constructingexcellence.org.uk/ constructionleadershipcouncil.co.uk constructing-excellence-for-clients

4 Clients’ Commitments Best Practice Guide Constructing Excellence Midlands 5 Client Leadership

The role of the client is central to the built environment.

The strategic aims of clients help to shape the industry and develop the culture in which everyone performs. Clients can represent multiple interests from funders to end users and society in general. Clients hold a key position in the construction process as they may have a continued interest in the results of the project well after the project team has been disassembled. The capability of clients to lead is dependant in part on their experience and resources available to commit to the project to secure not only their interests but also to discharge their Client obligations in law for matters such as health and safety. Clients need to be aware of their limitations and ensure that Leadership they engage with the value chain to obtain independent professional advice.

A14 CAMBRIDGE TO HUNTINGDON IMPROVEMENT SCHEME

The client led and pioneered the use of collaboration through an integrated project delivery team to manage the risks on the large- scale project. The project was the largest delivered by Highways England and was completed eight months earlier than planned.

6 Clients’ Commitments Best Practice Guide Constructing Excellence Midlands 7 Client Leadership

Value chain partners should be challenged What does client leadership include? What are the benefits to you? How do you do it? to demonstrate their:

A clear vision of the intended outcomes including the Supporting core / primary business objectives Clearly identify client structure and responsibilities Capability to collaborate in a multi-disciplinary team performance of the asset over its lifetime i.e. governance and assurance environment Better whole life value from your construction project Provision of a suitable budget sufficient to meet the vision Ensure adequate skilled resource to maintain client Ability to identify solutions that capture opportunities for Better investment decisions with a clear programme and definition of success continuity and leadership during the project improvements in quality and buildability Better control of risks (assured outcome) Developing a procurement strategy that supports Clearly expressed business case for the project Commitment to procure fairly, and fully integrate with their the delivery of your core business objectives through Better control of data and information to manage whole entire value chain into the achievement of the client’s Ensure a detailed brief is developed prior to the design collaborative procurement policies life decisions objectives stage and shared with principal suppliers and their value The provision of a detailed brief Enhanced predictability of cost, time and quality chain partners to develop a shared mission Ability and commitment to transform to deliver digitally Promotion of best practice and positive behaviours such Improved health, safety and wellbeing on your project and Client commitment to championing compliance as Ability to deliver on time, cost and quality as collaboration and trust for the good of the project for your business a minimum standard and working to best practice in Transparency and trust design, team working, innovation, health & safety and Identification and dissemination of the relevant risks to the Enhanced reputation as a construction client sustainability Fair payment practices e.g. a target of less than 14-day party best able to manage them payment periods but no more than 30 days Demand a qualified workforce from value chain partners Timely and decisive decision making that has the skills knowledge and experience for the Ability to manage risk effectively A clear governance structure of decision making and project context – i.e. the right people for the right job at Proactive in seeking alternative working practices through stakeholders interests (such as funders, end users, the right time innovative and digital best practice tenant groups) Drive clear, collaborative and flexible procurement policy Proactive mechanisms to manage and resolve disputes Engaging and challenging the value chain on their to support delivery of your core business objectives commitments and obligations on a regular basis by Commitment to reducing upfront carbon during the Assess relevant risks with value chain partners and agree continually seeking improvements such as digital design and construction process joint management measures that allocates risks to those management who are best placed to manage them Ability to have a positive social impact in the areas where A clear understanding of the clients’ own limitations in they build Insist that projects are commissioned and properly tested resources, skills, knowledge and experience, ensuring prior to handover, i.e. zero defects prior to handover, adequate skilled client resource is available throughout the no snagging lists acceptable, demand effective quality project management processes and procedures Ensuring that sufficient time is allocated for the Insist on the adoption of collaborative behaviours and construction process including design, procurement, continue to challenge the behaviours throughout during mobilisation, construction and occupation the project Providing a clear requirement for the digital transfer of Use of launch meetings with the value chain to set the information throughout the project and on occupation vision and direction of the project

8 Clients’ Commitments Best Practice Guide Constructing Excellence Midlands 9 Client Leadership

Take the following action Further advice and guidance

Spend time researching, planning and developing the client’s business case including whole life outcomes Communicate your business case clearly to your principal suppliers and their value chain partners Work with your principal suppliers and their value chain partners to clarify what you need and agree how it can best be provided Always procure to meet the client’s objectives with a view Constructing Excellence Construction Leadership Council to long-term and overall best value rather than short term constructingexcellence.org.uk/ constructionleadershipcouncil.co.uk lowest capital cost constructing-excellence-for-clients Provide a detailed brief with clear, realistic and informed financial objectives, programme and definition of what is meant by success before the design stage and share this at the outset with all those involved Champion best practice including digital and collaborative working Challenge your principal suppliers and their value chain partners to innovate and improve performance Ensure that fair payment policies are being adhered to Construction Innovation Hub National Audit Office throughout the value chain constructioninnovationhub.org.uk nao.org.uk Reward your team when it is successful (including promoting and sharing their success with others) Treat your value chain in the same way that you would like to be treated

The Construction Playbook gov.uk/government/publications/ the-construction-playbook

10 Clients’ Commitments Best Practice Guide Constructing Excellence Midlands 11 Collaborative Procurement and Integration

Your approach to procurement at the outset of a construction project dictates the nature of the behaviours that form between all parties engaged in the enterprise including you, your funders and end users and the members of your value chains.

The degree of commitment, synergy and creativity In particular: generated in the value chain through your procurement

strategy will determine the extent to which your desired project outcomes are achieved. Define what you need going beyond the narrow Ther e is no ‘one size fits all’ approach to procurement focus on controlling cost and transferring risk in due to the differing levels of complexity and dynamics the capital stage to include project outcomes that that exist within clients’ businesses, leading to the need 1 reflect your broader strategic policy objectives for different project outcomes. What is key is defining and articulating to the members of your value chains your Collaborative Procurement desired outcomes and your strategic drivers for success. Define broader success such as the wellbeing of your end users, the sustainability of the built and Integration 2 environment and social value

Build a collaborative and integrated team with the commitment, behaviour and capabilities to 3 deliver your desired outcomes

It is therefore important to recognise the expertise and synergies within your own organisation and what is available to you throughout the whole supply or value chain so that these are pulled in together to contribute the right decisions at the right time. Your desired project outcomes will determine the procurement approach you will adopt and vice versa!

12 Clients’ Commitments Best Practice Guide Constructing Excellence Midlands 13 Collaborative Procurement and Integration

You are the most influential player in As a client it is important that you understand the the supply or value chain. ratio between building costs and business benefits.

As well as being responsible for assessing the capabilities of suppliers This ratio will vary depending on the specific requirements to deliver your project, you need to consider your own strengths and and circumstances of individual clients. In the example weaknesses as a client. The illustration below shows a way to use shown below, the cost of design is £100K, construction tools, such as a radar diagram, to assess your approach as a procurer £1m, operation and maintenance £5m, the business costs Outcomes of construction products and services. In this case, the diagram is associated with using the facility £200m, and the value ‘£250m – £2,000m’ based on Constructing Excellence South West’s Top Ten Principles of of the longer-term, more strategic outcomes anywhere Procurement. This will help you to understand your current position between £250m and £2,000m. It is important as a client with regard to procurement and where you need to improve. that you determine these ratios for your projects.

The ten principles are: 1 Clearly and unambiguously The value of customer outcomes define what it is you want to procure. far outweigh the project costs: 10 10 Provide constructive feedback 2 Adopt the right procurement route 9 to the unsuccessful tenderers. for your desired outcomes. 8 7 Operation and 6 9 Commit to suppliers maintenance 5 early to allow time for ‘£5m’ collaborative planning, 4 3 Understand the risks Design value management and 3 that exist and allocate them ‘£100k’ securing resources. 2 to whoever is best placed 1 to manage them.

8 Evaluate tender returns 4 Select an appropriate based on value, not on standard form of contract cheapest tender costs. limiting amendments to Construction reflect only mutually agreed ‘£1m’ commercial arrangements.

7 Allow sufficient time for the tender and tender review process. 5 Speak to contractors and Business costs their supply chain as early on ‘£200m’ in the process as you can. 6 Carefully consider the size of the tender list – too many and User pull Process push tenderers will lose interest.

14 Clients’ Commitments Best Practice Guide Constructing Excellence Midlands 15 Collaborative Procurement and Integration

What is clear from the good work the industry has delivered over the past ten to twenty years is that collaboration offers the best foundation for a successful project. What does collaborative procurement and integration include? What are the benefits to you?

Early involvement of the members Ensuring payment meets the living A good client will attract good SPRINGWELL LEEDS SEMH SCHOOLS of the value chain who are key to wage suppliers and engender respect delivering your desired outcomes and throughout the project Eliminating modern slavery Early engagement between the client, stake holders and the strategic objectives integrated delivery team enabled the delivery of three low Achievement of clients’ core / primary Meeting sustainability targets including maintenance world class facilities across three logistically difficult Where possible, longer-term business objectives (business net zero in upfront and operational city centre sites despite a background of budget reductions. relationships efficiency / outcomes) carbon Use of common processes and tools Better whole life value from your Identifying and understanding the construction project Aligned commercial agreements risks associated with the project and that result in mutual competitive how these will be managed and Better investment decisions advantage and provide opportunities allocated to the most appropriate Better control of risks and rewards for your suppliers to party but remembering that you, as a innovate to deliver greater value in client, ultimately bear all the risk all the Predictability, delivered on time to design, delivery and operation time! budget and quality Clients and their advisors, and the value chain have An integrated project team collaborates to achieve the a reciprocal relationship that can be damaged by best possible solution in terms of design, buildability, Use of collaborative contracts Ensuring that there is sufficient Improved health, safety and wellbeing opportunist behaviours that seek to exploit situations to environmental performance, sustainability and critically for that adopt non-confrontational time between procurement and on your project mechanisms to eliminate or manage commencement to allow for the disadvantages of the other parties. Such practices any business, value. Good clients ensure they understand Reduced disputes and their associated disputes collaborative planning for all parties should be challenged and avoided by clients as these value and do not leave themselves exposed to accepting costs to make a contribution harm long-term relationships and collaboration and offers that are not commercially viable. A good client Transparency in procurement decision Greater stability, resilience and ultimately the delivery of your desired outcomes. is open minded to change and innovations that are making though clear communication security of your value chains recommended from within the whole value chain and the of the clients’ interests and their wider built environment community. alignment with the selection criteria Increased environmental and social of the value chain rather the narrow benefits focus on capital cost and the transfer of risk Ensuring that sufficient time is available to consult with the value chain early in the process Adopting integrated and collaborative working principles Deploying fair employment practices and policies throughout the tiers of the value chain Adding social value

16 Clients’ Commitments Best Practice Guide Constructing Excellence Midlands 17 Collaborative Procurement and Integration

Principal suppliers and their value chain partners How do you do it? should be challenged to demonstrate: When do you need to do it?

Treat design, construction and Identify your principal supplier and Where possible establish long-term Their commitment delivering your Fair payment practices e.g. a target of At the start of any project, your operation plus ultimate obsolescence their value chain partners at an early relationships with your suppliers that desired outcomes and adding value, less than 14-day payment periods but procurement strategy and plan should and recycling as a joined-up process stage in the project have integrated value chains including social value no more than 30 days be in place to engage the value chain early in your project decision making Interrogate the procurement options Sign up to and implement the Establish a business-to-business Availability of skills, knowledge and Ability to manage risk process. This will enable you to get carefully to achieve your desired principles of the fair payment charter relationship to fully understand each experience A proactive approach to problem better value from your construction outcomes including frameworks or and ensure your contractors and other’s high-level business drivers Their capability and capacity to solving with an early warning culture procurement and to get the best direct procurement their value chains comply. Consider to align parties wherever practical undertake and complete your project and proactive mechanisms to performance from your value chain utilising project bank accounts or as e.g. cash flow, end of year reporting Provide constructive feedback managing out disputes partners and their value chains. a minimum, require the transparent impacts, workload, exposure to risk, Commitment to integrated value to unsuccessful tenders (where reporting of payments to all project and behaviours of all parties chain working including collaboration Proactive mechanisms to manage out appropriate) partners. Clearly identify and financially disputes Ability to innovate Recognise the importance of quantify risk and allocate it in line with Approach to promoting diversity behaviour and set the example with ownership and the ability to manage it. Understanding of sustainability issues your own behaviours and those Successful past performance Develop informal and non- Zero defects at completion of your consultant team and key confrontational approaches to manage An understanding of the client’s members of the project delivery team Their ability to successfully handover disputes, focusing on problem solving business and core objectives the project to the client including Agree project charters with shared not dispute resolution – insist on an training and support through aftercare Ability to challenge your pre- goals and ways of working together, ‘early warning culture’ from all involved conceived solutions and deliver a dealing with issues and rewarding in a project, supplementing what Openness and honesty better value outcome success is already in the contract to ensure Transparency and trust the earliest possible visibility of any Use success criteria to enable negative impacts on the project transparent decision making throughout the value chain Be seen to be taking an interest in the employment practices of your principal Where appropriate seek independent supplier and their value chain partners specialist client advice Assess and validate quality submissions as part of the supplier selection process

1818 Clients’Clients’ CommitmentsCommitments BestBest PracticePractice GuideGuide Constructing Excellence Midlands 19 Collaborative Procurement and Integration

Take the following action: Further advice and guidance

Ensure full and visible commitment and support from MEASUREMENT your board and senior management from across the Health, safety and wellbeing – reportable incidents departments within your own organisation, other Time predictability stakeholders such as funders, and your closest consultants Client satisfaction which may be around process, delivery and / and advisers, for your more collaborative and integrated or end product user satisfaction approach to procurement. SME engagement Be clear on the reasons why you are embarking on a more Zero defects or defects resolution collaborative approach and the rationale for your selected Local employment Construction Leadership Council National Audit Office The Construction Playbook strategy, its objectives and criteria for success. Cost predictability / out turn costs constructionleadershipcouncil.co.uk nao.org.uk gov.uk/government/publications/ Retrospectively measure the performance of recently Training the-construction-playbook completed development projects (both outputs and Local community / environment outcomes) against the success criteria identified above Sustainability during construction to form benchmarks against which to measure the Net zero carbon in use and / or other energy targets effectiveness of your proposed approach. Fair payment Review your culture, standing orders, financial regulations Toolbox talks and administrative arrangements to ensure they support Wellness and mental health sessions the development of more collaborative value chain relationships and integrated processes.

Gain the necessary commitment and trust to gradually Constructing Excellence Midlands Department for Business, Energy Constructing Excellence SW shift away from overly specific solutions to performance Guide to Best Practice Procurement & Industrial Strategy Outcome led procurement: A specifications based on outcomes rather than narrow cemidlands.org/wp-content/ gov.uk/government/organisations/ common sense approach to outputs. uploads/2020/11/CEM- department-for-business-energy- construction procurement Talk to potential value chain partners, tell them of your Procurement-FINAL.pdf and-industrial-strategy constructingexcellencesw.org.uk/ plans, and incorporate as many of their views and ideas wp-content/uploads/2020/11/ as you can into developing your policy and strategy for Outcome_Led_Procurement_.pdf collaboration and integration.

Constructing Excellence SW Construction Innovation Hub Top Ten Principles of Procurement Driving better social, environmental constructingexcellencesw.org.uk/ and economic outcomes through wp-content/uploads/2021/01/10- value-based decision making Principles-ARTWORK-FINAL.pdf constructioninnovationhub.org.uk/ value

20 Clients’ Commitments Best Practice Guide Constructing Excellence Midlands 21 Commitment to People

People usually perform best when happy and content. Using value chain partners that value their people leads to a more productive and engaged workforce, facilitates recruitment and retention whilst engaging the local community positively in construction projects. This means that clients have to be committed to supporting their value chain in delivering their commitment to people and the community.

What does commitment to people include? What are the benefits to you?

Safety on site and occupational health Enhanced reputation of your commitment to all in the workforce organisation with local community involvement Corporate social responsibility Enhanced return on your project Compliance with the Modern Slavery through investment in training and Act 2015 development Ensuring knowledge and training on Obtain better value for money by safeguarding where appropriate having the right agreements in place Social value Demonstration of meeting corporate Health and wellbeing social value SANDSIDE LODGE SEN SCHOOL, CUMBRIA Commitment to People Local community involvement Considerate sites create more The project team worked to deliver a interaction with your local community school that suitable for special education Training and development needs. Careful consideration of the design and are demonstrably safer and construction was required along with Equal opportunities Increase of motivated employees and organising regular site visits for pupils and Promoting diversity of thinking greater employee retention staff to familiarise themselves with their new school. through promoting equality, diversity You get a better project, product and a and inclusion value-added solution Project specific agreements Considerate sites Adopting collaborative behaviours

22 Clients’ Commitments Best Practice Guide Constructing Excellence Midlands 23 Commitment to People

Value chain partners should be How do you do it? challenged to demonstrate: When do you need to do it? Take the following action:

Define what social value and Involvement of local communities in At the start of procurement of any Engage local communities in your MEASURING SUCCESS responsibility means previous projects project your commitment to people project Number of work experience opportunities policies should be in place, engaging Where appropriate always attempt to That local communities are engaged Make sure your principal supplier and Equality and diversity the value chain early in your project engage local communities fully from in employment and training initiatives their value chain partners have the decision making process. This will Workers being paid the living wage engaged on project the outset of projects right policies in place That value chains do not use forced enable you to get better value from Wellness and mental health sessions Facilitate your value chain partners labour your construction project and to Take time to upskill your own Number of local subcontractors engaged on project to engage the community in local get best use from your value chain competence as a construction client Number of local people employed on project Commitment to upskilling their employment and training initiatives partners. Early involvement is key. Number of small / medium enterprises engaged on project workforce and apprentices Principal suppliers and their value Up-skill your competence as a chain partners should provide Proactivity in enabling clients to upskill construction client appropriate site facilities their competence Ensure your principal supplier and Become a client partner in the Training and development policy and their value chain partners have training Considerate Constructors Scheme plans and development plans in place to Explain why the project matters to you meet company, project and employee Equal opportunities policy that is and your business / activities needs when selecting suppliers applied and tested Ensure your principal supplier Membership of Considerate develops and trains value chain Constructors scheme throughout the partners value chain Use of equal opportunities policy by Policies and plans for clean, tidy, safe principal supplier and their value chain and healthy sites partners to deliver inclusivity and Providing appropriate facilities for site diversity staff, to a standard a client would be Review of procurement and percentile comfortable using of risk distribution Construction sites should be kept clean, tidy and provide good quality facilities that you and your staff would use Engage the value chain to the run site considerately and with minimum impact on the local community Use third party assessment schemes to see how considered principal suppliers and their value chain partners are

24 Clients’ Commitments Best Practice Guide Constructing Excellence Midlands 25 Commitment to People

Further advice and guidance

Mental health BuildUK Diversity and inclusion Social Value UK Living wage Construction Industry matesinmind.org builduk.org buildingpeople.org.uk socialvalueuk.org/resources/sroi- gov.uk/national-minimum-wage- Training Board guide rates citb.co.uk

Modern slavery Building Research Establishment Constructing Excellence Midlands Considerate Constructors Scheme Construction Leadership Council gov.uk/government/publications/ bregroup.com/services/standards/ Mental health in the construction ccscheme.org.uk constructionleadershipcouncil.co.uk uk-government-modern-slavery- ethical-labour-sourcing-standard industry: A how-to guide statement cemidlands.org/wp-content/ uploads/2020/11/CEM-Mental- Health-EMAIL.pdf

26 Clients’ Commitments Best Practice Guide Constructing Excellence Midlands 27 Sustainability

The construction industry uses a vast amount of natural resources in delivering projects across the UK. It should be recognised that the finite nature of these resources places a responsibility on clients to promote a reduction in the environmental impact during the construction and life of the assets they build.

Sustainability relies on the use of Along with warming of the earth’s More specifically the United Nations renewable and recyclable resources surface, other climate changes are Environment Programme (UNEP) and steps should been taken to adopt taking place; estimate that buildings use 40% of the zero-carbon journey. However, global energy, 25% of global water there are further improvements to and emit approximately one third Warming oceans be made, including reducing upfront of greenhouse gases. Sustainability and in-use energy consumption to Melting polar ice and glaciers lies at the heart of design and create a healthy and climate friendly construction and has a key role in Rising sea levels environment. achieving net zero emissions. A More extreme weather events sustainable approach will bring full Sustainability is the intersection and lasting environmental (including of business, community and the biodiversity), social, economic and environment. In 2018 the UN The consequences of these changes Sustainability wellbeing benefits to projects and intergovernmental panel on climate are likely to lead to; the local community. Good clients change (IPPC) reported that an Flood and drought conditions understand the imperative to go average rise in global rise temperature beyond the minimum requirements above preindustrial times would be an Rising sea levels leaving coastal in order to meet the challenge of unacceptable risk. The rise in global areas vulnerable sustainability. temperatures has been attributed to Loss of biodiversity the production of greenhouse gases which need to reach net zero carbon Increasing divergence between rich emissions by 2050 in order to keep and poor global temperatures under 1.5°C.

RUTHERFORD CANCER CARE NORTH EAST

This world-class facility is the first of its kind to be constructed and operated in the region in an area of land called Earth Balance. This location was specifically chosen because of its sustainable development principles of protecting and preserving the environment.

28 Clients’ Commitments Best Practice Guide Constructing Excellence Midlands 29 Sustainability

Value chain partners should be challenged to demonstrate and provide support where What does sustainability include? What are the benefits to you? How do you do it? necessary: When do you need to do it? Take the following action:

A commitment in legislation to meet Sustainable design, construction Develop and implement a business case Interrogate evidence of environmental, At the start of any project your Engage local communities in your net zero carbon emissions by 2050 and operation of your building and plan that addresses environmental, social and economic policies in place environmental and community project monitored by the independent resulting in productive and healthier social and economic projects and those that have been delivered engagement policies should be in Engage your principal supplier and committee on climate change environments on previous projects place to engage the value chain early Identify your core/primary business their value chain partners early in your in the project decision making process Address environmental, social, Delivery of projects by sustainable objectives and implement a They join you in the commitment and decision-making process to allow the greatest impact when the economic and wellbeing aspects of value chains that are financially procurement strategy to achieve them engagement of local communities in selections of materials and design Ensure your principal supplier and projects stable, technically competent whilst addressing sustainability previous projects can be influenced. This will not only their value chain partners have the and continually improve their Business case and targets set within Consult and implement the principles Interrogate the commitment and enable you to get best use from your right environmental policies and skills performance and can provide procurement and contracts outlined in this document and achieve record of engaging local workforce and value chain partners but also better in place support after completion or extend the Key Performance material suppliers in their projects and performance from your sustainable Address resource use, waste Take time to upskill your own Enhanced reputation of your Indicators long-term support commitment. minimisation, and low carbon competence as a construction client organisation and the return on performance by considering circularity Incorporate zero carbon technology as Proactivity in enabling clients to upskill your project through implementing Measure and benchmark and whole life performance part of the process rather than installing their competence through the sharing aspirational environmental performance of value chain partners it as a retrofit later of knowledge Delivering social value through standards in construction and Commit to enhancing the local employment, training and local investment in sustainable training Set targets for the reduction of upfront Environmental and community environment and community community engagement and development carbon and consider offsetting any benefit policy and plans in place carbon used up to practical completion Enhance, create and protect the local Future proofing your business of the building natural environment and biodiversity against higher energy costs and MEASURING SUCCESS – MEASURE THE expensive modifications to your Decide to what extent you are prepared FOLLOWING ATTRIBUTES Enhance the environment of the local buildings and business continuity, to implement the strategy and stick to it Carbon footprint community whilst enhancing the marketability Energy in use and construction Upskill your own competence as a Managing risk in the value chain to of the retained assets construction client on sustainability issues Product recycling rate minimise or remove waste Saving levels due to conservation and Engage and challenge your value chain improvement efforts Resilience to climate change partners by setting targets for sustainable Waste reduction rate Financially stable and technically performance and support through the Waste recycling rate competent value chains environmental policies and practices of Value chain miles value chain partners The creation of healthier buildings, Biodiversity neighbourhoods and stronger Engage local community in the Water footprint communities development process including Supplier environmental sustainability employment / training and planning index requirements The projects impact on the local community Overall consider and improve the impact Value of services and goods spent locally on sustainability to the local community

30 Clients’ Commitments Best Practice Guide Constructing Excellence Midlands 31 Sustainability

Tools – construction and building Tools – infrastructure Further advice and guidance

Home Quality Mark (HQM): Ska Rating: applicable to non- CEEQUAL version 6: applicable The Environment Agency’s Department for Business, The Waste and Resources applicable to UK new domestic domestic fit outs, retail units and offices to infrastructure, landscaping, civil Carbon Planning Tool is based on Energy and Industrial Strategy Action Programme dwellings only rics.org/uk/about-rics/responsible- engineering and public realm projects flood and coastal risk management gov.uk/guidance/climate-change- wrap.org.uk/ breeam.com/discover/technical- business/ska-rating/ ceequal.com/version-6/ gov.uk/government/uploads/ explained standards/homes system/uploads/attachment_data/ file/571707/LIT_7067.pdf

BREEAM UK NC 2018 new BREEAM UK RFO 2015 The Rail Carbon Tool allows The Carbon Trust UK Green Building Council construction on non-domestic refurbishment of non-domestic projects rail carbon footprints to be carbontrust.com ukgbc.org projects breeam.com/discover/technical- calculated, assessed, analysed breeam.com/discover/technical- standards/refurbishment-and-fit-out/ and reported. Options evaluated standards/newconstruction/ using verified carbon factor data. railindustrycarbon.com

LEED v4.1: US standards but The Climate Change Committee applicable to all building types theccc.org.uk is used on projects in the UK usgbc.org/leed/v41

32 Clients’ Commitments Best Practice Guide Constructing Excellence Midlands 33 Quality of Design, Construction and Compliance

Designs should be creative, functional and sustainable; and capable of meeting the client’s objectives. What does design quality include?

Quality in design and construction The client will produce a clear detailed brief before the design process is not just about meeting minimum commences. It is critical that the client both understands the importance and standards but also the legacy of function of the brief in determining the end product. quality which includes: The project team will be selected according to their capabilities and Quality of Design, competencies (relevant experience, specialist knowledge, correct skills resource Ongoing functionality levels and so on). Part of delivering a successful project is ensuring that the correct team and level of resource is procured by the client. Health and safety Construction and Compliance Every opportunity will be taken to encourage visionary designs where Aesthetics appropriate Flexibility Opportunity will be taken to encourage feasible designs that meet planning and Sustainability other statutory requirements Social Value The building design must meet both the clients’ and users’ needs Ensure that whole-life value is delivered by addressing buildability, All parties need to understand their maintainability, usability and sustainability responsibilities in ensuring quality Project briefs will specify performance criteria to encourage innovation in order is delivered and maintained. Good to deliver cost-effective solutions, such as standardisation, prefabrication, offsite clients understand that realistic and manufacture, components and adopting modern logistics principles informed budgets are required to avoid comprising quality. The client procures third party design reviews and other tools for testing and assessing design quality including end users input when appropriate Using the best of modern methods will ensure that the project is Ensuring that that there is a ‘golden thread’ of information that provides an designed and constructed with accurate information about the design, construction and subsequent changes everyone involved having the correct for the lifetime of the building information, skills and instruction to IT-based collaborative tools and communication technologies that should be led deliver the required quality. This in by the client including digital modelling and asset management turn ensures that the functional and architectural needs of stakeholders Quality is monitored and challenged by the client and their independent are met. advisors throughout all stages of the project and design decisions are fully interrogated and recorded

34 Clients’ Commitments Best Practice Guide Constructing Excellence Midlands 35 Quality of Design, Construction and Compliance

Value chain partners / suppliers should be challenged to What are the benefits to you? How do you do it? demonstrate:

Better value from your investment Have clear criteria for selection of your project team Design competence in the construction project and asset Take time to develop a clear and concise brief prior to design commencing, Ability to deliver a design on a clear management with input from the project team where appropriate concise brief Better decision making on design and Ensure a robust change control process that is recorded digitally Ability to innovate cost effectively whole life Understand the procurement process, refer to collaborative procurement and Competence in sustainability & quality Improved health, safety, wellbeing, integration of these client commitments issues quality and sustainability Understand the key drivers for the design (e.g. are you designing to cost or is Capabilities in DfMA (Design quality key?) whilst ensuring that health and safety is not compromised for Manufacture and Assembly) and MMC (Modern Methods of Ensure that the design delivers the functionality planned for the building Construction) Take into account whole life cycle principles to understanding the long-term Engagement of their own key value obligations of the final product (e.g. operations, sustainability & demolition) chain partners / suppliers Enable the appropriate use of modern technologies and value solutions in the Trust and collaboration design Ability to manage design looking at Make use of third-party reviews to assess the design for your building value and functionality considering risk and value SARAH SWIFT BUILDING – UNIVERSITY OF LINCOLN Proactive mechanisms to manage out Utilise digitalisation and 3D modelling (such as Building Information Modelling) disputes The project team utilised both digital technologies and the to support efficiency and data management throughout the asset’s life incorporation of off-site construction to meet the quality standards Appropriate systems and processes to set out by the client for the long-term use and flexibility of building. Use best practice client guidance made available by: manage the work – Royal Institute of British Architects (RIBA) – Design Council – Construction Industry Council (CIC) – Chartered Institute of Building (CIOB) – Royal Institute of Chartered Surveyors (RICS) – Institute of Civil Engineers (ICE) – Institute of Structural Engineers (IStuctE)

36 Clients’ Commitments Best Practice Guide Constructing Excellence Midlands 37 Quality of Design, Construction and Compliance

When do you need to do it? Take the following action: Further advice and guidance

At the start of any project your design Have a clear and concise design brief MEASURING SUCCESS – MEASURE THE process should be in place to engage for your project FOLLOWING ATTRIBUTES the consultants and designers as well Client satisfaction Select your partners / value chain on as key value chain partners early in best value rather than lowest cost Change requests your project decision making process. Cost time, quality predictability This will enable you to get better Make sure that your design is Defects value from your design solution and functional and practical to get best use from your value chain Take advice from specialist advisors partners. The Building a Safer Future Charter Get It Right Initiative The Design Council Utilise whole life principles in buildingasaferfuture.org.uk getitright.uk.com/reports architecture.com/ assessing the design of your project Use specialist guidance and tools specifically for the design process Ensure the design intent is maintained throughout the project including commissioning and handover, end user engagement and asset management e.g. appoint a quality custodian

The Construction Industry Council The Chartered Institute of Building Royal Institute of British Architects cic.org.uk ciob.org architecture.com

The Royal Institute of Chartered The Institution of Structural Institution of Civil Engineers Surveyors Engineers ice.org.uk rics.org/uk istructe.org/

38 Clients’ Commitments Best Practice Guide Constructing Excellence Midlands 39 Health, Safety and Wellbeing

Health, safety and wellbeing is integral to the success of any project, from design and construction to subsequent operation and maintenance. What does health, safety and wellbeing include? What are the benefits to you?

Clients fulfil a central role both in the An understanding that different Impact on reputation if you have project and the ongoing management building types have different risks incidents or injuries on your project or of the asset. Early engagement during occupation of the asset of value chain partners is critical All projects have a risk register to enabling good health, safety inclusive of health and safety key risks Minimisation of risk on and off site and wellbeing performance and Your projects aspire to being incident Enable a safe working environment minimising lifecycle costs. and injury free for all site, project staff and those who use and maintain the asset Good clients want to ensure that; Occupational health support including mental health is available to everyone More productive workforce Their employees, tenants, who works on site customers and value chain work Minimises prosecutable health and and live in a safe environment All professional and site staff are safety incidents Health, Safety and Wellbeing registered to Construction Skills There are legal duties that need to Certification Scheme (CSCS) or be complied with for good reason equivalent and are engaged in There are business benefits to continuous skills development proactively managing risk Demonstrating competence and compliance with client obligations Good clients understand that they under the Construction (Design and can hold legal duties during and after Management) Regulations (CDM) the project has been completed and A ‘golden thread’ of digital information that appropriate policies, people and that provides accurate information processes need to be in place to about the design, construction and manage health, safety and wellbeing subsequent changes for the lifetime of matters. the building CARDIFF UNIVERSITY MEDICAL DISCOVERY INSTITUTE Current safe systems of work with A collaborative approach to health and timed review periods throughout the safety was undertaken involving the life of a project whole project team to deliver laboratory facilities on a live site in an area that the client had identified as highly hazardous.

40 Clients’ Commitments Best Practice Guide Constructing Excellence Midlands 41 Health, Safety and Wellbeing

Principal suppliers and their value chain partners How do you do it? should be challenged to demonstrate: When do you need to do it? Take the following action:

Allow sufficient time and resources for the project Relevant training initiatives are in place e.g. toolbox talks At the start of any project, you should have a clear Make sure that you have the right policies and onsite understanding of your obligation as a client towards facilities in place Ensure that you understand the risks that you hold and are Evidence of on-site health, safety and wellbeing policies health, safety and wellbeing on your project. This includes aware of and communicated these to the project team Take time to upskill your own competence as a Evidence of the skills knowledge and experience and an understanding of any health, safety and wellbeing risks construction client Ensure that you take steps to determine the skills, knowledge organisational capacity in relation to the project of all that you may hold that may be relevant to your project and and experience and organisational capacity of those that are those appointed those who may be affected by it. Understand your obligations as outlined under the CDM appointed regulations Evidence of managing occupational and mental health You should have your value chain engaged early in your Ensure you have a risk register for your project project decision making process to enable a safe working Specify and ask for evidence of CSCS card audits Adoption of ‘near miss’ monitoring environment and that the appropriate policies and facilities Engage your principal supplier and their value chain partners Support industry initiatives to improve occupational health are in place at the start of your project. This will enable you in the development of the risk register so that you have a proactively support Considerate Constructors Scheme to manage risk and have safer sites with your value chain shared commitment to the wellbeing of site operatives, partners. Evidence the CDM competency of the supply chain including their mental health Upskill your competence as a construction client Ensure your principal supplier and their value chain partners MEASURING SUCCESS – MEASURE THE FOLLOWING have necessary health, safety and wellbeing training and ATTRIBUTES policies in place to meet company, project and employee needs Training Qualification and skills Occupational health plans implemented by your principal Completion of health and safety file supplier and their value chain partners Staff turnover Ensure that you have the ability to provide and receive Number of toolbox talks information digitally Number of reportable Incidents Understand what you are obligated to do under the CDM Employee satisfaction regulations Number of near miss incidents Number of wellness and mental health sessions Understand the ongoing need to manage health, safety and wellbeing of the workplace once the project is completed Do not compromise health, safety and wellbeing for other objectives

42 Clients’ Commitments Best Practice Guide Constructing Excellence Midlands 43 Health, Safety and Wellbeing

Further advice and guidance www.cemidlands.org

The Building a Safer Future Charter Health and Safety Executive Considerate Constructors Scheme buildingasaferfuture.org.uk www.hse.gov.uk www.ccscheme.org.uk/

Build UK CDM Regulations Health in construction leadership builduk.org/category/health-safety hse.gov.uk/construction/ group cdm/2015/index.htm healthinconstruction.co.uk/resources

Constructing Industry Council, Constructing Excellence Midlands Setting the Bar Mental health in the construction cic.org.uk/setting-the-bar-annexes. industry: A how-to guide php cemidlands.org/wp-content/ uploads/2020/11/CEM-Mental- Health-EMAIL.pdf

44 Clients’ Commitments Best Practice Guide Constructing Excellence Midlands 45 For more information contact us at: [email protected] www.cemidlands.org

This Clients’ Commitments Best Practice Guide was written by

Disclaimer This guide is for information purposes only and does not constitute advice including legal advice. It is recommended that specific professional advice is sought through your professional advisor before acting on any of the information or opinion given.

The views and opinions expressed in the articles in this guide are those of the relevant authors and do not necessarily reflect the views and opinions of Constructing Excellence Midlands nor the other authors. Dr Emmanuel Manu Stuart Grabham Copyright [email protected] [email protected] Copyright in all and every part of this publication rests with Constructing Excellence Midlands, Associate Professor in Quantity Research Fellow Dr Emmanuel Manu and Stuart Grabham, Surveying and Project Management and all rights are reserved. Save by prior consent Department of Construction of the authors, no part or parts of this publication Department of Construction Management, School of Architecture, may be reproduced in any form or by any means electronic or mechanical, including photocopying, Management, School of Architecture, Design and the Built Environment recording or any information storage or retrieval Design and the Built Environment system now known or to be devised. Copyright © Constructing Excellence Midlands, Dr Emmanuel Manu and Stuart Grabham.

v1 - 01.02.21

Design: Walker | Jansseune