ISSUE 19 | AJuly/ ugust 2016

AWARDS Rewarding excellence, innovation and talent page 21 ROUNDTABLE INFRASTRUCTURE What is global What do all the resourcing and bodies do and who how do you do it? is in charge? page 11 page 14

Produced for the industry by the Association for Consultancy and Engineering

What does it Brexit really mean? MESSAGE FROM THE EDITOR It’s hard to overstate the impact of the UK referendum decision to leave the EU. The pace of events, political and economic, since the result was declared has been truly astonishing. Media outlets are running online minute-by-minute updates and still they can’t keep up. The political class is in meltdown, the two leaders of the Remain and Leave sides have exited the stage and the only certain thing about anything at the moment is uncertainty. That uncertainty is not good news for the infrastructure sector. Uncertainty never is. The country is facing a real leadership vacuum following the 23 June decision and if there ever was a time for the industry to step up to the plate and make the case for infrastructure investment, then that time is unquestionably now. There is a positive case to be made to explain how construction boosts growth and is key to the rebalancing of the economy. The Brexit vote highlighted more than ever the disconnect between London and the rest of the UK and the urgent need to invest in transport, energy and social infrastructure to increase economic activity and create jobs. At a time of uncertainty, it is vital that industry leaders promote infrastructure investment as a way to stabilise and grow the economy and give confidence to the financial markets and those businesses contemplating investment decisions. Our Brexit coverage (pages 3-7) looks at the immediate implications for infrastructure Produced for the industry by the Association and what happens next. for Consultancy and Engineering Continuing the leadership theme, given the plethora of industry and Infrastructure Intelligence 12 Caxton St, London SW1H 0QL organisations covering the sector, we ask just who is in charge of infrastructure T: 020 7222 6557 (pages 14-15) and try and make sense of the numerous bodies jostling for position. www.infrastructure-intelligence.com Amidst all the post-Brexit hullabaloo, we still find time to celebrate the brightest and best in the industry by highlighting the winners of ACE’s recent Consultancy Editor: Andy Walker 07791 997602 and Engineering Awards in a special supplement (pages 21-33), which showcases [email protected] the galaxy of talent, expertise and leadership the industry has at its disposal. That industry leadership and expertise will be sorely needed over the coming Associate editor: Jon Masters weeks and months, as the country continues to navigate extremely challenging 07944 642455 [email protected] political and economic waters in the wake of the decision to leave the EU.

Contributing editor: Natasha Levanti Andy Walker, 07983 894811 editor, Infrastructure Intelligence [email protected]

Business development manager: Diane Williams 020 7654 9943 [email protected]

Design and production: Contents Andy Smith & Denise Bell 07968 588729 News feature 3 Five key questions for infrastructure following the Brexit vote [email protected] Workplace 4 We look at the insecurity felt by many European engineers Produced by Victoria Street Capital on behalf of in the UK following the vote to leave the EU the Association for Consultancy and Engineering, 12 Caxton St, London SW1H 0QL. Politics 6 The UK may have voted to Brexit but full separation is a long way off yet The views expressed in Infrastructure Intelligence are not necessarily those of the Association for Europe 7 What effect will the UK’s vote to leave the EU have on the Consultancy and Engineering. remaining 27 member states Printer: CPG, 9-10 Orchard Business Centre, Opinion 8 Promoting diversity to increase diversity; Facts and data and Sanderson Way, Tonbridge, Kent TN9 1QG. the relationship between the two, Diversity after Brexit T 01732 366666, [email protected] 2016 News interview 10 Crossrail 2 – what’s next for the project? 2016 subscription rates: £80 a year. Roundtable 11 Global resourcing and how to do it more effectively GET MORE FROM INFRASTRUCTURE-INTELLIGENCE.COM Infrastructure 14 Is it really efficient to have so many different infrastructure Infrastructure Intelligence will now be bodies jostling for position? published six times a year, but you can find Profile 16 We take a look at Costain as they increase their programme more content online. Our website infrastructure-intelligence.com is updated management and consultancy capability daily, with three free newsletters a week. Sign up at the website: Skills 18 What do today’s leaders in infrastructure need to reach the top? www.infrastructure-intelligence.com ACE news 19 Healing divisions post-Brexit and what the vote means for Follow us on twitter @infra_intel the environmental sector Join the Infrastructure Intelligence group on LinkedIn Awards 21 We showcase all the winners of this year’s Consultancy and Engineering Awards – who won what and why Legal 34 Late payment and the Construction Act Careers 35 From science fiction to science fact

2 Infrastructure Intelligence | July/August 2016 Brexit: What does it really mean? Five key questions for infrastructure

Will the government pipeline of projects 1 stay as strong? This is the infrastructure sector’s biggest unknown. The current pipeline of £511bn of projects was not certain before the EU referendum. A third of the total amount was at ‘red’ or amber-red’, so unachievable or in doubt, the House of Commons’ Public Accounts Committee reported in March this year. That uncertainty has increased significantly now. Transport Secretary Patrick McLoughlin did his best to reassure the industry last month, saying “infrastructure remains government’s top priority”. However, less than 48 hours later he told parliament that there will be no announcement on airport expansion until October at the earliest to allow the Conservative party time to choose a new leader. About 60% of the government pipeline for projects relies on private sector investment, Front bench ministers are clearly going which may now be a lot slower coming forward, or disappear altogether. to want to steady the ship over coming weeks and months, particularly so given perhaps we should also consider pursuing nots,” he said. “Whilst some government the volatility of markets and risk of a small modular reactors as part of the mix. infrastructure projects may be delayed or return to recession. Investors will be waiting for confirmation even shelved in the short term, the Convincing investors may be the hard that projects will still be going ahead, so it’s pipeline of housing and infrastructure bit. About 60% of the pipeline relies on very important that the new prime projects will remain and most of the private sector investment, which may now minister in September quickly spells out projects outlined in the National be a lot slower coming forward, or their infrastructure plans.” Infrastructure Plan will in time be disappear altogether. The current political Marc Davies, a director at WYG in Leeds implemented.” uncertainty will not steady the jitters in the and chair of the ACE Northern Region, Mark Naysmith (below), WSP | Parsons markets or increase business confidence. said: “Infrastructure investment has Brinckerhoff, UK chief operating officer, Lady Barbara benefits for the economy as a whole and was worried about Judge (left), chair of it’s important to keep projects going. the effect of political the Institute of Unfortunately I think there will be a period uncertainty. “With a Directors and chair of pause and delay because of uncertainty, potential leadership of the Association but it would be short sighted for those key vacuum at the top of for Consultancy infrastructure projects to be shelved.” government I’d and Engineering's ACE chairman and managing director of expect to see slower advisory board, IMC Worldwide, Gavin English (below), decision making on said: “The result of agreed: “The UK needs housing and some of the big the referendum has created speculation infrastructure for infrastructure projects. Many of these about the future of several major projects. sustainable projects, from Heathrow to Hinckley, The UK faces some big challenges on economic growth, depend on political willpower,” he said. transport and energy infrastructure and to boost economic “The construction industry can help to Brexit may mean we have to be more activity outside of fill the leadership vacuum in the short to imaginative on the solutions. The London and to help medium term by uniting to make the government has been pursuing a model of address the social positive case in explaining how building large nuclear plants to keep the divide between the construction boosts growth, regardless of lights on. I am a big fan of nuclear, but haves and the have your politics,” said Naysmith.

July/August 2016 | Infrastructure Intelligence 3 Brexit: What does it really mean?

devolution was a worthwhile objective Will foreign What does leaving before the referendum was called, and it investment be the EU mean for continues to be so,” said Barbara Judge. hindered or the regions? Marc Davies is concerned about 2 encouraged? 3 uncertainty. “Immediately we’ll probably see clients putting their foot on the ball and Gavin English thought that because of Analysis of the referendum vote became a thinking about what investment decisions current uncertainty over the shape of regional issue in the immediate aftermath, they might be making. More broadly, there’s future trade arrangements between the UK with many noting the different outcomes a skills gap that exists that could grow more and the EU, “it is likely that foreign across the UK regions. The Brexit result markedly if we see new restrictions on investment into the UK will fall in the short could have a marked effect on the regions. immigration and that could have a greater to medium term”. Barbara Judge believes Will they have the same desire and impact in the region, especially in places that while “there may well be a pause encouragement for devolution and the like the north,” said Davies. while we see out the initial uncertainty, same funding support as they’ve received there is no reason in the long-term why the from European grants? Does it mean UK would not continue to be an attractive “Clearly there’s a different level of different things for destination for foreign investment. Britain disillusionment in the regions compared different sectors of will still be one of the world’s largest with the City and around government,” 4 infrastructure? economies, with a robust and fair legal said Tony Gee and Partners executive system and strong institutions,” she managing director, Graham Nicholson. explained. “It’s fascinating that the north east of Some sectors may seem more secure in Marc Davies was encouraged by the England has a strong wish to leave when the wake of Brexit – water, for example, “increasing global relationships developing the area needs so much economic has relatively secure private sector funding. with places like China and the wider investment,” said Nicholson. Road programmes are usually first to get the positioning of the north of England as a “It cannot be known for some time chop when the economy freefalls. The place where international organisations whether regions will get the same support Department for Transport’s £15bn Roads want to base themselves or invest”. from the UK government as they did from Investment Strategy, which includes £10.2bn Mark Naysmith said he was optimistic Europe. It’s going to be two to three years of capital investment, may seem secure, but that the UK will remain an attractive before we can assess that, but the sensible the majority is loaded in the last two years of market for foreign investment once the advice would seem to be don’t panic, see a six-year timeframe. It won’t take much to markets start to settle. “We still have a how it all pans out,” Nicholson said. move the programme to the right. Likewise, growing and comparatively wealthy According to Gavin English, “Brexit may rail currently has a spending settlement up population, and the UK is seen as a safe well have a positive impact on the regions to the end of CP5 in 2019. CP6 is still to be haven for foreign investment, where the as the vote again highlighted the disjoint negotiated. Any sector that needs a lot of demand for long-term housing and between London and the rest of the UK and ministerial input and public and private infrastructure will be as acute as before,” the need to invest in transport, energy and funding, such as energy and aviation, could he said. “The quicker we can resolve what social infrastructure to increase economic now be on very shaky ground happens next, from new political activity and create jobs.” One area where Brexit is sure to have an leadership to a clear path to Brexit, the “The regions which have the received effect is the environmental sector. Matthew quicker we can have clarity and confidence the most EU funds will clearly be more Farrow, director of the Environmental in our business plans,” he said. nervous about the outcome, but regional Industries Commission, the leading trade “Brexit makes me feel insecure about the future” Steve Wooler, chief ight now, it innovative ways of meeting client needs. isn’t the The day after the referendum decision executive of BWB Rpotential however, innate optimism about the future Consulting, says it isn’t impact on business was dampened by a mix of bafflement, that dominates my uncertainty, even fear. just the business thinking. What really Free movement of labour across Europe bothers me, is the has enabled BWB to recruit talent from a impact of the EU human impact that I very large and culturally diverse market. referendum that the can see in front of me. A major strength of The skills gap is a major threat to the our business is that it has a fabulous blend continuing growth and success of the UK’s consulting engineering of seasoned experience and youthful construction sector, but it’s a gap that the industry should be enthusiasm. Our team is curious, outward- UK alone cannot possibly plug. looking, technically savvy, passionate about Part of the solution for us has been to concerned about. what they do, and they’ll always find recruit talented and ambitious people from

4 Infrastructure Intelligence | July/August 2016 body for environmental firms, said: “The decisions – on big-ticket items like a new Barbara Judge. Free movement of labour UK environmental industry is airport runway in the south east, but also will continue until we actually leave the apprehensive following the vote to exit the smaller road and rail improvements across EU. In the long run, politicians will have to EU. For all its faults, over the last 30 years the country,” said Judge. decide on whether they will continue to the EU has turned Britain away from our Gavin English thought that demand was accept EU workers in return for getting past of landfills, toxic air and filthy likely to fall in some sectors like housing access to the single market. If the UK beaches. The long term certainty provided and energy but ultimately “the UK needs pursues the so-called Norwegian model, by EU environmental laws gave green infrastructure and housing so if we can the difference may be limited. But the businesses a framework against which to secure the necessary government truth is that we do not know exactly the plan and invest, and EU membership commitments and external investment shape of the final deal, which will be enabled the UK to help shape Europe’s then demand will grow again”. negotiated over months and even years. stance in global climate negotiations. The IoD will continue to argue forcefully “As we now enter the uncertainty of What does Brexit mean for the benefits of skilled workers from negotiations probably leading to for skills and the free across the world, and push our political withdrawal from the EU, it is vital that all movement of migrant leaders for a better quality of debate on the those who care about our environment issue than we saw during the referendum 5 workers and expertise? work together to ensure that an campaign,” she said. independent UK builds on, rather than Gavin English said that government dismantles, the high environmental This is a clear area of concern for the action would be needed. “The UK standards that EU membership has industry. “We can only hope that people construction industry is heavily reliant on delivered,” Farrow said. here from overseas will be able to stay, migrant workers from Europe with over Mark Naysmith said: “I think most because this industry already faces huge 10% of our construction workers from infrastructure sectors are all in the same skills shortages, and we hope that outside of the UK – Poland, Romania and boat, as political uncertainty and a lack of Europeans will still be able to come and Lithuania. To meet the infrastructure and economic confidence affects everyone. For work here,” said Graham Nicholson. housing needs of the UK the government example, in aviation we have been growing “Hopefully people will still be able to work must ensure that the flow of migrant our capabilities, so it is important that here under permits,” he said. construction workers from Europe is not Brexit does not distract politicians from the “It very much depends on what is agreed turned off,” said English. important decisions that need to be made with the EU in regards to our membership Despite all the uncertainty and the sooner rather than later in this sector. Ditto of the single market,” said Mark Naysmith. potential problems, Barbara Judge said it nuclear and the infrastructure work “We have EU citizens working for our UK was a time for calm. “This is not the time needed to support new power stations”. business and work closely with our for recriminations,” she said. “It is time for “As with so many things after the Brexit colleagues in Scandinavia so we hope the reconciliation and resilience. British vote, we will have to wait and see how inevitable changes are minimal,” he said. history is one of trade and engagement different sectors are affected by Brexit,” said “This vote hasn’t impacted our ambition with the world and I am confident that Barbara Judge. “Some areas, such as road- to create a more diverse industry and to British business will use its resourcefulness building and repairs – an often neglected increase the numbers of bright young to confront the challenges that it now faces area – do not really have much to do with EU people choosing STEM and engineering- and will prevail,” said Judge. Like so much membership. As we are expecting to have a related careers when they leave school and else with Brexit, time will tell. new prime minister in the autumn, we will university,” he said. be renewing our plea for vital infrastructure “Nothing changes immediately,” said Reporting by Jon Masters and Andy Walker

across Europe – people who have either studied here because of the quality of our universities, or come to build a career in the vibrant, optimistic business climate that has (so far) defined the UK. A growing proportion, currently six per cent, of BWB’s people are continental Europeans – valued and loyal professionals who contribute significantly to our business success. Access to the European labour market is also helping tackle the long-standing gender imbalance in our industry because the majority of our Europeans are women. They have been like a breath of fresh air in our business. They bring an alternative but complementary perspective to our business culture and add real value to the services we offer to our clients. These are people who should be admired and encouraged for having the gumption to “Access to the European labour market is also helping tackle the long-standing gender “get on their bike” – to come here and imbalance in our industry because the majority of our Europeans are women.” build a professional life – exactly the kind

July/August 2016 | Infrastructure Intelligence 5 Brexit: What does it really mean? of entrepreneurial spirit and commitment the UK economy needs! Some of the comments that my After Britain votes to leave European colleagues have made in the wake of the referendum vote tell a the EU, what happens now? poignant story: “I really like the way everything works in this country and I feel really welcome in my company The country might have voted to Brexit but as there is no distinction between anyone. We are there is a long way to go before separation is all a whole team and it doesn’t matter where you are coming from. But for the first time in nearly achieved, says Julian Francis. four years that I have been in England I felt that I wasn’t as welcome as I thought, and this has n Thursday 24 June, the UK woke European companies to have a smooth made me think that one of every two people don’t up to the realisation that we had transition to an easy relationship. The want people like me in the country.” Ovoted to leave the European Union other, that breaking up cannot appear Female graduate structural engineer and end a 43-year relationship that has pain-free when there are so many from Spain provided the basis for the UK’s foreign and pressures on the EU. “I decided to work in the UK as I considered it economic policy in the post-war period. The EU will undoubtedly wait to see one of the best among the developed countries for The first thing to realise is that although what the UK government’s reaction will quality of life and career opportunities. I don’t we have voted to leave the EU, we remain, be. Thus the degree of instability that we agree with the Brexit decision as I consider it as a until the process is completed, a full face will be dependent on what the UK huge risk for UK. I feel insecure and unsure for the member with access to the single market government’s negotiating position will be future and for the consequences of Brexit.” and European institutions. Nothing will with the EU. Will the government seek to Female geotechnical engineer from change quickly but will progress at the have the closest relationship with the EU Greece steady, stately pace of EU negotiations. just short of full membership? Or, will it “When it comes to engineering and Before the process can begin, the prime seek to remove the UK entirely form the consultancy, there is no doubt that the UK is a minister will have to write to the president European market and all points in leader, providing the best opportunities for people of the European Council to activate Article between? This will be the first signal sent to develop themselves – working in the UK and 50 of the Treaty on European Union to that has the potential to calm the markets. being aware of how the rest of Europe does, I withdrawal from the EU. This will then be All of this depends, however, on believe it is like living in the future! The UK and followed by a series of meetings and political stability here in the UK. The European Union will always be cooperating no decisions in Brussels that will see the ensuing Conservative party leadership matter what. It is just sad that people had false European Council providing a mandate to contest means that it will be October at the information and they voted using that.” the European Commission to negotiate earliest before any serious negotiations Male graduate structural engineer with the UK government over the terms of with the EU can begin. This is all going to from Greece withdrawal. take time that we may not be able to “Why do I like to work in UK? People and After David Cameron's announcement afford. culture are different. More opportunities. I have a to step down, these negotiations will now The vote will also have repercussions in chance to progress at work in the UK, which I take place with a new prime minister. The the rest of the UK as the SNP has stated it don’t know if it would be as easy in Poland. What negotiation process will take a minimum will look to call another referendum on will be the consequences of leaving the EU? I have of two years to achieve but that period can Scottish membership of the UK in the wake a Polish passport and I don’t know what my be extended by agreement, and most likely of a rejection of the EU by British voters. rights are going to be in a few years.” will be, given the complexity of removing The position of Northern Ireland will also Female corporate administrator from the second largest economy from the be complicated by the fact that many of the Poland single market. internal political agreements and external For weeks now there has been too much That said, it is hard to see how the relations with the south are predicated on angry politics, but nowhere near enough results of the referendum will not cause UK’s membership of the EU. How the considered thinking. UK infrastructure concern and in some cases panic in an EU province will continue to function outside badly needs upgrading. We know there’s a that has already been rocked to its core of the EU will be a matter for debate. worsening skills shortage. We know that over a financial and migrant crisis. The As we are seeing, the immediate engineers from across Europe are playing a euphoria of the Brexiteers may well find consequences of the referendum result are key part in helping us to solve that itself withering as the political and increasing uncertainty. problem. We know that they are brilliant economic stability that we in Western Political uncertainty is leading to people to work with. Europe have taken so for granted since economic and business uncertainty and There are all kinds of lessons to learn 1945 begins to unravel. that is not good for the infrastructure from the EU referendum. One of them is All this will make it harder for sector. ACE will be working hard over the that closed doors will only blight our businesses to take investment decisions coming months to ensure that the UK future. Our industry and our nation cannot with confidence. This in turn will lead to a government understands the vital part afford a situation where talented people slowing down of the overall economy until that economic and political stability plays feel they are unwelcome. such a time as the market adjusts to the in the infrastructure investment cycle and Whatever happens to the UK’s new reality. pressing the politicians to do everything in relationship with the European Union, In reality two main forces will be at play their power to ensure that we get it. BWB will always find a way of warmly on the continent, each competing with the welcoming talented ambitious other, which will be vital for creating an air Julian Francis is director of policy and external professionals, irrespective of their country of stability. One is the instinct that it is affairs at the Association for Consultancy and of birth. indeed best for the European economy and Engineering.

6 Infrastructure Intelligence | July/August 2016

ince the 1970s the UK has been the ‘peculiar cousin’ in the European Keeping the EU together Sfamily, with four opt-outs in EU treaties, a noted record of opposition despite opting in 2004 to allow Eastern in a post-Brexit Europe European migration, and a rebate on membership fees. Its withdrawal may mean more member state synchronicity in Britain’s Brexit vote and its fallout may have policy, particularly in monetary regulations, familial working rights, EU halted most other domestic considerations in law or judicial structures, and other policy the UK, but it hasn’t put an end to pan- focuses that tend to see UK opposition. The European Union will head into the European political considerations or the domestic negotiations with the preservation of the interests of the remaining 27 member states, writes European project in mind, putting the free movement of goods, capital, services and Natasha Levanti. people as a priority. This stance is seen in Switzerland, where despite a referendum Fico’s disquiet at the six founding member Domestic elections are set for 2017 in and months of discussion on an EU states meeting post-referendum will France, Germany and the Netherlands. The migration cap, after the UK vote it was impact the withdrawal process set; more exemptions from EU freedoms that declared that there would be no prioritising increased transparency and the the UK gets in its withdrawal, the stronger compromise on freedom of movement. involvement of all member states in the populist or protest parties will become in To preserve the European project, the withdrawal negotiations. these elections. Similarly, in Italy’s EU must negotiate with rising populism Member state agendas were made clear upcoming referendum on the upper house, and political protest in mind, seizing this as alongside the European Council meeting if protest or populist sentiment increases an opportunity for reform. Throughout the on 28 June, with Brexit being one of many and the vote is lost, the current negotiations for UK withdrawal, the EU items on the European political agenda. government will likely resign, sparking must make European politics accessible, in Stabilisation of the Eurozone was a further European unrest. order to show that EU membership brings priority, due to banking turmoil in Spain, While the UK will enter the negotiation an added value to the lives of citizens. Greece, and Italy. Yet the need to mitigate process keen for the best combination of Without achieving this, populism and rising populism or political protest was a access and exceptions, the remaining political protest will continue to rise, clear theme throughout all agendas, due to member states will negotiate UK fracturing the European project. Brexit. withdrawal in a way which dampens The 27 member states each have their Rising populism in the domestic politics national populism and is done in parallel own objectives, of which, most common is of Denmark, the Netherlands, Hungary, with EU reforms to steady the political and the objective to mitigate populism, and Austria has prompted assertions that economic conditions for all involved, not creating disincentive for those wishing to no talks on freedom of movement will just the UK. leverage the UK’s withdrawal to occur prior to article 50 being invoked. significantly disrupt or alter domestic Even Germany, a strong supporter of Natasha Levanti is the founder and editor at politics. European integration, has seen a more European Public Affairs, a professional forum With Slovakia in the presidency for the sceptical electorate in the last 18 months, providing analysis and commentary on next six months during which article 50 as the Greek crisis of 2015 sparked EU European politics, policy and strategic may be invoked, Slovakia’s prime minister reform discussions. developments.

July/August 2016 | Infrastructure Intelligence 7 Opinion

Sonia Smith, principal It’s a worrying statistic that women make about. As one of the first signatories to engineer, traffic and up just 9 per cent of engineers in the UK; in WISE Ten Steps and developers of a transportation, at Amey fact the Engineering UK 2016 report states returnship programme in partnership with that despite numerous campaigning ICE’s Civil Comeback initiative, diversity in initiatives over the past 30 years, there engineering is also high on Amey’s agenda. Promote diversity have been no significant advances in the I’m part of Amey’s mentoring initiative diversity of the sector. to help support more women into senior to increase diversity What has changed is the demand for roles and our business also encourages skills within the industry. When I first people to become STEM ambassadors and started out, I pestered local engineering help young people understand the true companies to employ me as a trainee diversity of engineering. For example, last engineer while I was doing my degree in month I visited local schools to tell them civil engineering. Today, businesses are about my work, managing a team on some crying out for these skills. of the country’s most ground-breaking The Royal Academy of Engineering’s projects – like our award-winning cycle research shows that we’ll need one million lights project in Liverpool. engineers by 2020 to keep the country at With multiple awareness days the forefront of engineering advances. Add throughout the year – like National this to the IET survey results that 84 per Women in Engineering Day in June – cent of young people have no idea how there’s always an opportunity for more many different types of engineering jobs businesses and individuals to get out there there are – and 70 per cent of their parents and start talking about engineering as a don’t know either – and it’s clear that as an diverse, highly rewarding career option. industry, we’re not doing enough to promote the diversity of engineering to “Without doing more to meet the demand. Without doing more to spread the news, how are we going to spread the news, how are we attract the brightest men and women into going to attract the brightest a career in engineering? Promoting the diversity of engineering men and women into a is something I’m incredibly passionate career in engineering?”

Bridget Rosewell, Senior We all want evidence-based policy and thinking about a future in which very Adviser, Volterra Partners decisions. However, deciding what little is held constant – everything can and NIC member constitutes evidence and what standard of change. Even on a nearer time frame, proof is required is another matter. And of thinking about the development of the course this is especially challenging when corridor from Oxford to Milton Keynes Data can’t tell us we need to explore what will happen, and to Cambridge, technologies, housing, rather than what has happened. Will this employment patterns and institutions can everything policy work? Will this investment pay all show potentially dramatic shifts. In back? It’s not clear that evidence is of any such circumstances, how should we think use in making these decisions at all. about the nature of evidence if everything Notoriously, the Jubilee Line Extension in the future can be different from the failed to pass the value for money tests at patterns of the past? the time, which were overruled by the A good approach in my view is to assess prime minister at the time. However, its objectives and plausibility, with a strong use in practice, even after overruns of cost, dose of transparency. show that it would now pass the test. In other words, forecasts of passenger use Objectives and demand were too low. At the same The vision for a project or programme sets time, studies have shown that projects of out what it is intended to achieve. all kinds suffer cost over-runs which Evaluation can only sensibly occur in undermine benefit cost ratios. relation to objectives. HS2 was first Unconscious bias, poor statistical presented as having the objective of analysis and pushing for strong results can saving time – in the first instance to all result in reaching conclusions which Birmingham. It was then castigated as do not later stand up. None involve being a very expensive way of saving 20 deliberate falsification but rather that to minutes on such a trip. This accusation err is human. still surfaces and if indeed this had been The National Infrastructure the objective the detractors would be Commission has been asked to provide an right. However, a more accurate objective, assessment of infrastructure needs across later clarified, is to improve connectivity all classes of infrastructure looking out 30 to northern cities and the capacity of the years. Thinking about such needs means rail network more generally. Thus any

8 Infrastructure Intelligence | July/August 2016 Dawn Bonfield, chief Thursday 23 June 2016 is a day we will never have the same views and background as us. executive of the Women’s forget for more than the obvious reason. How ironic that these two vastly Engineering Society National Women in Engineering Day – in opposing viewpoints were being debated its third year on 23 June – continued to simultaneously, but how sobering and inspire an enormous amount of activity devastating that the narrow minded, non- What now for with men and women up and down the inclusive and non-collaborative viewpoint country encouraging young people, and won out. diversity after girls in particular, to consider engineering So what does this mean now for diversity as a forward-thinking, solution-creating and inclusion in the engineering sector and Britain divorces career with which we can play our part in how are we going to ensure that the making the world a better place. principles that we have been working Europe? Men and women considered the towards – of reducing stereotyping, offering evidence about how diversity makes us equal opportunity to all, and encouraging stronger as a team, increasing profit, diversity – continue to be pursued productivity, balance and reducing risk. successfully? With the principle of inclusion being the Our challenge is now as great as ever and path to increased diversity, we debated how we have to be strong as a sector in fighting to be a more inclusive culture that to retain the diversity that we have enjoyed encourages team players that look and by working with our European colleagues – think differently and bring their own male and female – and ensure that these viewpoints to the table and what would be employees are protected and continue to be needed to be taken to affect this change. made to feel not only welcome but vital to At exactly the same time that these our businesses. positive, open and forward looking The diversity of thought that we enjoy conversations were taking place, it seems through employing engineers from like the population of the UK were voting different parts of the world – creating for the exact opposite. Diversity and solutions for everybody in the world – must inclusion were being shunned in favour of continue to grow and we must find ways to the opinion that we can do better with demonstrate that – as an engineering people who look and think like we do, who community at least – we are committed to come from the same small island, and who inclusion.

evaluation should be set against these back the longest possible period to give ‘garbage in, garbage out’ remains. Strong objectives and how they might be the most context possible for future assumptions and weak data are not a achieved. growth. Such an analysis showed that the good basis for decision making. Being If the objective of an investment is to fall in London’s employment over the able to set out clearly the assumptions so sell more widgets, this might be easier to period from the 1970s had been that they can be understood by non- describe than if the objective is to improve concentrated in manufacturing but these specialists is crucial to a good and access to markets for northern cities. losses had now ended and in the informed debate about conclusions. Objectives, however, remain objectives. meantime growth in services had A narrative about the objectives of a Moreover, setting them out clearly also continued at a fairly constant rate. The policy or investment, how these are allows the context and assumptions to be question became one of asking what it expected to be achieved and the set out clearly too. would take to change a trend which had plausibility of these mechanisms is been in place for nearly 30 years. In the essential for a transparent understanding. Plausibility absence of such a shift, London’s In making an assessment, we are taking What does it take to reach the objective? employment could be expected to grow bets on the future. Futures are uncertain, Are such changes plausible in either the and this long-term view has indeed been so setting out a range of possible futures is current state of the world or the possible justified over the past 15 years in spite of one step. Then analysing which ones are futures I am assuming? How different is cyclical variation. supported by the investment in question, this future and how do its changes Of course it remains debatable which ones would be undermined, and compare with past changes? whether a long-term trend will continue. which would invalidate the project can If I want to double my sales of widgets, Once it is understood what a particular then be described. it would be helpful to know if this has view of the future depends on, it becomes been done before, or what market share possible to have such a debate in an Conclusion this might imply for my new factory. informed way. Facts matter. Reliable data about the past These questions would be standard in a Looking at plausibility definitely matter. These are what we have to inform self-respecting market study and requires the analysis of scenarios to us about possible futures. However, they investment appraisal. Somehow they consider the range of contexts in which don’t tell us what that future will actually don’t always get asked in a policy study. an investment succeeds and those in be since this rests on our decisions now. If the aim of an investment is to create which it could fail. The consideration of possible futures, jobs, what scale of job creation is implied their degree of likelihood and on what and is this scale unprecedented? In Transparency assumptions they depend, rests on fact producing long term forecasts for the The models beloved of technocrats can and data. But it is not controlled by them. London economy for the GLA, we looked be very powerful. But the adage of That also requires judgement.

July/August 2016 | Infrastructure Intelligence 9 News interview Crossrail 2 – getting on with it Jon Masters speaks to Transport for London’s managing director for Crossrail about what’s next for the £30bn project now it’s been given the green light.

Two minutes with: what’s needed to realise the potential for Michèle Dix housing; up to 200,000 new homes could be built along the route. So we’re considering how to ensure delivery of that; what mechanisms and powers are needed irst the background. Crossrail 2 is a and what delivery models would make it surface and subterranean railway all work, linked to housing. Fproposed between south west and This has to work with a funding north east London for adding the transport package that gets more than half of the capacity needed to accommodate cost from London sources. The principle of population growth in the capital and the Crossrail 2 thus far has been that those wider south east. Current plans have the that benefit from the scheme should help new line in tunnel between Wimbledon, to pay for it, by continuing the business Tottenham Hale and New Southgate. Four rate supplement and the Mayor’s branches will stretch above ground into community infrastructure levy per square the Surrey suburbs to the south west; the metre of development as established for line will reach Broxbourne in Crossrail. Hertfordshire to the north. We’ve now got two years to see how far In March this year, Lord Adonis published we can go with the London contribution his report on London infrastructure capacity and get it agreed with government. in London, focusing on Crossrail 2, for the National Infrastructure Commission: “We What’s the timeline? should get on with it right away, and have The aim is to submit a hybrid bill for the line open by 2033,”Adonis said. Crossrail 2 in 2019 at the earliest with That was followed by a pledge from royal assent likely by 2021. Construction chancellor George Osborne in his March should then start at the earliest by 2021/22 Budget, for £80m of government funds to with completion around by 2033. This will match the same amount from Transport be before Phase 2 of HS2 finishes, bringing for London. This gave TfL’s Crossrail 2 a lot more people into London via Euston. managing director Michèle Dix the green light to get on with further consultation Who’s working on it? and route development. To begin with we only had six people working on the project within TfL, Where are you at with it? including myself, rising to 40 with this Now that we’ve got government support to continuing to grow to a team of around 80 take the scheme forward, we’re staff and consultants. As the project has considering the responses to our latest grown many are directly employed full public consultation that closed in January The four consortia working time on the Crossrail 2 project, with other this year. This was our fourth consultation on route development for teams and divisions within TfL to date, setting out where the route will go, Crossrail 2 are: contributing expertise where necessary. stations we will build or expand and other For the past year we have had four places we will need to construct things like Arcadis Hyder (in partnership teams of consultants working on the access shafts. We received over 21,000 with Weston Williamson, VINCI outline design, financial and responses, raising a whole range of issues, Construction, Interfleet and environmental aspects and modelling. which we’re now working through with a First Class Partnerships and view to taking the revisions back out to Dr Sauer & Partners) – When will the next opportunities consultation later this year. engineering/technical aspects; come up? We’re also now looking at how we can CH2M Hill / Atkins (CAST) – From when we arrive at our preferred make the project more affordable, as Lord strategic modelling, route scheme later this year we will need more Adonis said we should do in his report for the development, planning, information for the hybrid bill and so we National Infrastructure Commission, looking appraisal and evaluation; will procure more detailed design and at how we can reduce the overall costs. We’re support work for the bill. MTEW (Mott MacDonald Ltd, reviewing how we can reduce the scope of We have £160m available, which we Temple Group Ltd, ERM and the scheme, perhaps with fewer new stations must spend wisely. We have already WSP Ltd) – environment and and re-examining how it’s built and whether engaged with the supply chain with a sustainability; it can be phased over a longer build market supplier survey and held a number programme to make it more affordable. AECOM, Weston Williamson of workshops last autumn. We expect to be Crossrail 2 is being promoted as a and Turkington procuring detailed design contracts growth scheme, so we’re looking more at towards the end of this year.

10 Infrastructure Intelligence | July/August 2016 Roundtable discussion Thinking globally, delivering locally Global resourcing and ways to do it most effectively were the topics for discussion at a recent roundtable organised by Infrastructure Intelligence and supported by BST Global. Denise Chevin reports.

unning an engineering consultant is increasingly becoming a global Rconcern. Even those that are not yet multinational conglomerates can find themselves following clients overseas or outsourcing work to engineers and technicians on other continents to help cope with the troughs and peaks in workload back home. Whatever their size and however they operate, businesses can face huge logistical and commercial challenges: how can teams across different locations be used to maximise efficiencies? What is the balance to be struck between central control and local autonomy? How can technology help? And for those looking to outsource UK work way of doing the work. One participant said to oversees agencies to help smooth out the that up to 10 per cent of the points awarded up and downs of projects cycles – what Who was present on a recent bid was for their social agenda. might be the best way of going about that? l Miles Barnard – managing director of “What we’re finding is that public sector These were some of the questions Mouchel Consulting clients want to know the work is being around the table when a group of l Martin Bellamy – executive director of done locally, in other words that you’re consultants and contractors met a few BAM Nuttall putting back into the local community,” weeks ago to debate the issue of global l Rick Burgess – technical partner PRP said one participant. “And we’ve had a resourcing at the St Pancras Hotel in l Michael Casey – group board director problem with that. In Wales they wanted to London with BST Global. of Hydrock see the work done there, but our design l Paul McCormick – managing director work is done nowhere near Wales.” Globalism versus localism of AECOM’s transportation business Paul McCormick of AECOM concurs: One of the biggest challenges facing our l Denise Chevin – Infrastructure “Localism is really important for all our key participants was the rise of localism in the Intelligence clients. Our UK business is about 8,000 UK, which is putting pressure on firms to l Michael Clarke – chief financial people across 60 offices in the UK at the have a presence in the area even if this is officer of ADAS group moment. That’s not efficient. As a company unprofitable and unnecessary. For l Mark Cowlard – UK risk and that has expanded fast with multiple contracting firms where the work has to be operations director, Arcadis legacy offices in the same cities we are physically delivered on the ground, l Anil Ilyer – chief operating officer working hard to optimise our estates consultants acknowledged that there was a ACE portfolio and matching that to clients and logic to this. But in engineering it often l Eduardo Niebles – director at BST workflow. But what we’re seeing is that made more sense from both a technical Global International Group and host clients still want that local input. expertise and economic point of view for l Nelson Ogunshakin – chief executive Smaller firms taking part in the designs to be generated more efficiently ACE, chairing the meeting discussion said that localism was closing the from a centre of excellence. With modern l Bruce Tomlinson – chief executive at door to public sector work for them because technology the designs and drawings do HR Wallingford they tended not to have offices in different not need to be produced on the project’s l Mark Watson – head of ICT strategy regions. Organisations were pushing for doorstep. BMT Group local employment even though it might not But procurement from local authorities l Duncan Wilkinson – director of Arup offer the best value for the taxpayer. is increasingly driven by the Social Value l Diane Williamson, business “It’s a real challenge. Obviously local Act, which enshrines in law the need to development manager ACE authorities want to create roles for local procure in ways that will benefit the local l Steve Wooler – chief executive of BWB people, and some of the contracts that we community even if it’s not the cheapest have say that we have to do that, and we

July/August 2016 | Infrastructure Intelligence 11 Roundtable discussion will do that. But I think there’s a genuine naivety around procurement, and within the massively competitive environment that we work in. Some of us probably did economics at school, and it just doesn’t work,” remarked one consultant. Using local resources isn’t just a UK-wide issue – but was often a demand of oversees clients too. “We have spent a long time trying to create an organisation that is global, but delivers locally,” says Duncan Wilkinson of Arup. “We work out of five regions across the world, and each of those has local people, working locally. But having an overarching organisation gives a global reach.” He said that this was made easier by technology and the intranet: “We have a “We’ve actually learned to blame if something goes wrong, they forum, so if somebody has a problem in simply work at the end of a ‘long corridor’. Hong Kong, they can post about it on the becomeasharingorganisation. If they don’t deliver to the required forum and by the next day they’ll be The digital connectivity is standard it’s usually because the person in inundated with replies from around the amazing, in terms of trying to the UK hasn’t briefed them properly. world. It’s great, we’ve actually learned to “We have local global excellence centres become a sharing organisation. The digital get that global reach, but with for a number of reasons. One reason is to connectivity is amazing, in terms of trying a local delivery.” give us access to markets that we to get that global reach, but with a local traditionally can’t access because the cost delivery.” Duncan Wilkinson, Arup is too high, so it allows us to lower the cost, Martin Bellamy from BAM Nuttall maintaining the profit margin delivered to brought a different perspective as a In-house centres of excellence overseas our shareholder, and therefore growing contractor: “When I was running the versus outsourcing our revenue in new markets.” international business from Holland we When it came to using overseas resources to “It also gives us the ability to flex our would tender jobs from Holland, win the supplement UK work, there were two resources and respond quickly to the needs job, send a bunch of ex-pats to that country, schools of thought. Some of our participants of our customers, and maintain the quality do the job, then go somewhere else. set up their own centres of excellence whilst and brand of the product in what is “That became a totally unsustainable others tended to outsource to third parties. generally a resource constrained business. There are regional contractors There are pros and cons to both – with marketplace.” and consultants that are as good as us at regional centres providing a way of The view round the table was how the pouring concrete, so we had to become controlling quality and consistency. need to ramp up resourcing quickly was regional; we had to establish regional Mark Cowlard of Arcadis explained its certainly going to become even more of a businesses in different areas. approach: “Arcadis operates within seven necessity. “Infrastructure spend in the UK “And that’s the only way you can global regions, and each of those regions today is probably around £12bn year. If become competitive, because then you has teams within a global excellence Heathrow runway three goes ahead, that have local staff, and you also get to know centre. We employ colleagues that work will increase infrastructure spending by the people. But establishing a regional there and they operate and deliver the about 50 per cent in some years of delivery business has to be sustainable, so there has same as colleagues in the UK. over three or four years. How many of us to be a five-year business plan to make it “They’re not third party, they’re not around this table have got the ability to worthwhile.” subcontractors, they’re not someone to ramp up our resources by 50 per cent? And that’s excluding the impact of HS2, Crossrail, the Tideway Tunnel and all those other big projects,” observed one participant. In terms of outsourcing to third parties, to help with peaks in workload, companies had had mixed results. “The reason that we started outsourcing was to expand our workforce very quickly, within a day or two, and then contract back down again if the project wasn’t going ahead. I can understand why firms set up their own overseas centres because we’ve suffered with the quality at times from the outsourcing companies. It’s actually put quite a dampener on certain sectors of our business because of that quality,” remarked one. Now they always send a team out to do the briefing, impart

12 Infrastructure Intelligence | July/August 2016 knowledge, and keep them informed on have to have a very flat line, executive work with us in the UK, and then they’d go building regulations and standards. “So organisation, and you have to find the back to South Africa and Australia and set even though they’re a separate company, right people and empower them. Every up a practice, but it would have a UK we treat them as part of our staff, because one of our employees outside of America partner, who oversaw it. we see the benefits of it, and we find that spends up to three months with us at our “And over the last 25 years, we have the better informed they are, the better HQ in Tampa learning the culture, getting slowly bought the franchises back as part the quality we get back.” trained on what they’re expected to of the local business. We’ve got to the stage deliver. now where those people who are out there Control versus autonomy “It’s a big investment, but it works for are local people, who’ve grown up with the Where companies were operating with us as our business has grown significantly business locally, and rather than us putting overseas centres, the discussion turned to the last 11 years.” in central control, they are local people the issue of how much control should be Miles Barnard from Mouchel says: “I running the business locally who feel part exerted through the operation or think with regards to the UK and abroad, of this global organisation.” whether it was better to allow greater firstly you’ve got to appreciate that it’s With mergers and acquisitions rife in autonomy. The consensus seemed to be very different running a business in, say, the sector it was not surprising that that making it work is about having the Saudi Arabia than in Australia, there’s conversation turned to the issue of right people – that is, those capable of fundamentally different business cultures. allowing new additions to maintain their making decisions and reacting So to make it successful, for us, we have to own culture or establishing or more appropriately. “It’s difficult to find those have very clear control, governance, homogeneous culture quickly. One of our people, but they also have to be delegations of authority. Business systems participants said that from past experience empowered to make those decisions, might help, but it’s about the control and where companies were allowed to retain trying to retain control is slow and not governance. Most importantly in terms of their own way of doing things within a responsive enough,” said Steve Wooler of running these offices is we take a person group, it was hard getting them to work BWB. who understands what Mouchel is about, together, partly because of lack of Eduardo Niebles from host BST Global and they will be the business leader in that consistency in the way they did things. remarked: “We are a medium-sized niche territory.” Others said that it is essential to get technology company that caters to the AE Duncan Wilkinson of Arup gave his everyone on the same systems, even if it industry with five offices around the take: “What we used to do was employ was painful. Once that had been achieved it world. We learned very quickly that you people from around the world to come and was easier to work on cultural alignment.

Where should we be moving in the future? About the Miles Barnard, Mouchel: I think Paul McCormick, AECOM: “The say that if you’re incompetent sponsor it’s about collaboration, biggest challenge for us as an at 25, you tend to be particularly on the big industry is moving away from incompetent at 50. So BST Global provides integrated business infrastructure we’ve got now, the very old traditional undervalue your young people management software solutions for the between designers and business models, to something at your peril. If you want to world’s leading architects, engineers, and contractors. If you can closer to a Google type of learn about technology, you go environmental consultants. More than collaborate to deliver a delivery.” to a 16-year old. 100,000 professionals across six solution, then I think you end continents and 65 countries rely on BST up with a far better value Bruce Tomlinson, HR Eduardo Niebles, BST Global: solutions each day to manage their solution. Wallingford: “Let’s embrace Technology is really an enabler. projects, resources ,finances, and client technology. Perspective is The industry is going to change relationships. The company’s latest Martin Bellamy, BAM: The important, relationships are dramatically in the next five or offering, BST10, is the world’s first multi- market is very positive, but it’s important, and human insight 10 years. And I don’t think it’s lingual business management system to ultracompetitive, so much so is important. going to come from a Google, be built exclusively for the architecture that we’re beating each other it’s going to be an engineering and engineering industry and made up a little bit. As an industry, I Duncan Wilkinson, Arup: I firm that figures out how to available both in the Cloud and On- think there’s room for some would say, competence is not a integrate networks and data, Premises. For more information, visit kind of improvement there. function of age. And I would the logging of data, etc. bstglobal.com.

July/August 2016 | Infrastructure Intelligence 13 Who's in charge of infrastructure?

eorge Osborne’s preferred photo rigid political confines and expediency of a opportunity is the chancellor five-year fixed-term parliament. Gdonning a hi-vis jacket and “getting Sir John Armitt, the former chairman at Britain building” has been something of a the Olympic Delivery Authority and ex- rallying cry. chief executive at Network Rail, led Those were the words Osborne used Labour’s review, concluding in 2013 that to launch the National Infrastructure warring politicians should be exorcised Commission last October, an from infrastructure planning. independent organisation that he said As much as Osborne has been accused of would offer “unbiased analysis of the UK’s nabbing this idea, critics believe he has long-term infrastructure needs”. The idea missed out one important detail: that the was pilfered from the Labour Party, so Treasury should be subservient to the it’s apt that the first chairman is Lord commission. Instead, the Treasury still Adonis, transport secretary under has the final say over which projects Gordon Brown. should go ahead, meaning that it could Worthy though this body might be, the still veto infrastructure in the long-term NIC is yet another acronym in an industry good so as to not put a strain on public crammed with them. The alphabetti finances in the year of an election. There is spaghetti also includes the IPA an expectation too that the NIC will only (Infrastructure and Projects Authority), report and investigate on what the itself a merger of IUK (Infrastructure UK) Treasury asks it to. Its scope and power will and the MPA [Major Projects Authority) at become much clearer once the Bill is the start of the year, and the ICG published which is needed to create the [Infrastructure Client Group). non-departmental public body (NDPB). Below this there are regional bodies, “What is the NIC meant to do? Armitt such as Transport for London (TfL) and and Labour’s plan was to determine what Transport for the North (TfN), with more to infrastructure is needed and force the follow as the government’s devolution of government to do it”, says a leading powers gets underway. infrastructure consultant. “The Treasury Infrastructure experts think it likely, doesn’t like the idea of being forced for example, that the West Midlands into doing anything. The NIC is Combined Authority, which will useless if it reports to the Treasury, receive £36m a year from because it is effectively second government to spend as it sees fit guessing other people’s [officials’ after its first directly elected mayor takes and ministers’] decisions on the likes of office next year, will set up an Crossrail Two, High Speed Three. The NIC infrastructure arm. is a total waste of time.” For industry, the list is exhausting and Strong words, but Julian Francis, confusing, while, with the NIC and IPA just director of policy at the Association for starting, it is also unclear whether Osborne’s Consultancy and Engineering, points to the pledge can be met under these structures. number of consultations that the NIC has undertaken about its structure, governance The driver and remit as “a good thing”. One of these The NIC is arguably the most important established broad support for the NIC to be new organisation, with the ambition to a non-departmental public body, and there take the politics out of long-term is a determination in government to do infrastructure decisions that don’t fit the this through primary legislation. But its Is infrastructure as easy as ? Can it really be efficient to have so many different infrastructure bodies jostling for position? Or is their work genuinely complementary? asks Mark Leftly.

14 Infrastructure Intelligence | July/August 2016 status, and therefore independence, will with the NIC, which would then be able to ultimately be subject to the Office for Those infrastructure include the report as part of its own needs National Statistics and accountancy assessment. criteria, while the chancellor will appoint bodies explained To complicate matters further, last commissioners in consultation with month the NIC launched a consultation Adonis rather than his say so. National Infrastructure Commission into the methodology of the National Francis adds: “We’re still trying to figure Launched with great fanfare last year, the Infrastructure Assessment. things out – the NIC is still in nascent form. NIC is, in theory at least, independent of A leading engineering contractor sighs: If it works the way it’s supposed to on the Treasury and will tell chancellors “This is a total waste of time – there’s huge paper then it will create a project pipeline, which infrastructure projects should be amounts of replication in the industry, the government approves them and then prioritised over the coming years. It has so with one glorified meeting after another.” it’s the IPA.” far been credited with securing £430m of But Andrew Crudgington, ICE director of The IPA is charged with “financing, government funding for smart power, external affairs and strategy, says the work delivery, and assurance of projects”: these Northern rail and London transport is complementary and will not duplicate the were previously the work of two units projects. work of the Infrastructure Commission’s within Treasury. The government hopes Infrastructure and Projects Authority own analysis. “The NNA is being developed this streamlined structure will help it meet Established on 1 January this year, the IPA independently by industry, business and a target of spending more than £100bn on will make sure of the financing and academic bodies – led by ICE – and over 400 infrastructure by 2020-21. delivery of projects. It reports to both the organisations and individuals from across “Both [the NIC and IPA] say that they’re Treasury and the Cabinet Office and as industry, business, environment, economic, independent of Treasury, but are they?” well as huge infrastructure projects like and academic communities have says Francis. “That’s the ultimate test.” High Speed 3, is responsible for delivering contributed evidence. This breadth of universal credit welfare reforms. support and independent expertise can only Co-ordination strengthen the Commission’s evidence base Richard Threlfall, UK head of National Infrastructure Delivery Plan and help it understand the challenges the infrastructure, building and construction Not a body as such, the NIDP was country faces. at ‘Big Four’ accountant KPMG, is more produced by the IPA and collates the “The NNA, due to its nature, has also relaxed about the number of government government’s plans for large-scale been able to progress quickly and its infrastructure bodies. He says: “The housing, regeneration, schools, hospitals findings will be published and provided to important thing is understanding the and prisons over the course of the current the NIC and other stakeholders this hierarchy of these organisations – subject parliament in the National Infrastructure autumn. NIC chair Lord Adonis has to that, the more people driving Delivery Plan – or another acronym, NIDP. welcomed the NNA as a real asset to the infrastructure in this country, the better. This incorporates the latest version of the Commission’s work. Sir John Armitt – also “The NIC should drive this as the overall National Infrastructure Pipeline, which a member of the Commission – is leading lead, drawing on the work of the others, outlines £425bn of investment for more the NNA group and acting as the interface and then work with these organisations than 600 projects, the majority of which to ensure it enhances and support the that fall behind them. They have got to be are beyond 2020. Commission’s goals.” coordinated, not several different plans Infrastructure Client Group There is also some confusion around repeating the same things being The ICG exists to support the the role of the Infrastructure Client Group, produced.” implementation of government’s which is made up of senior figures from Constructing Excellence chairman Infrastructure Cost Review – it works with major projects like HS2 and Crossrail, as Murray Rowden also praises the IPA since it client organisations and helps to address well as the likes of Highways England and was at least a merger, while also arguing supply chain issues to drive innovation and the Nuclear Decommissioning Authority. that the NIC being in Treasury at least efficiency. Its work has focussed on Established by the ICE in the last means it has the support of Whitehall’s improving the commissioning, parliament, this cross-industry body seeks most powerful, all-encompassing procurement and delivery of projects by to improve collaboration, which one department. sharing best practice through a series of derided as an “industry talking shop”. He also argues that industry cannot tools – the latest of which an updated However, this work has included a new keep being critical of all the government version of the Project Initiation Routemap code of practice to help infrastructure bodies, given the sheer number of trade is being updated mid-June. companies avoid disputes when working associations that exist under the broad together on major projects, which was umbrellas of construction and Transport for London published last year. infrastructure. This body comes under the control of the “We’re all looking up at government, London mayor, which is now Labour’s The future but we should all be putting a mirror on Sadiq Khan. TfL has five funding sources, On the plus side, the sheer volume of ourselves,” argues Rowden. including the congestion charge and fares organisations and structural changes And there is an argument that the London Underground fares, with a total within government mean that industry is duplicating government’s work. income of £11.5bn in 2015-16. infrastructure is at the forefront of For example, an Institution of Civil Transport for the North ministerial thinking as, arguably, never Engineers-led group consulted on a Local transport authorities, combined before. ‘national needs assessment’ for UK authorities and Local Enterprise Many of these organisations have only infrastructure’s needs to 2050 at Partnerships from across the north of just been established, so need to be given workshops in Edinburgh, Manchester, England to, as it puts it, “allow the north time to come together and form a Birmingham and London, with the to speak with a single voice to completed picture. The real test will be findings to be published in October. government”. whether the pieces of the puzzle properly The ICE says this work will be “shared” fit together.

July/August 2016 | Infrastructure Intelligence 15 Company profile: Costain Opportunity and an exciting plac Addressing the UK’s urgent strategic national infrastructure needs, whether it is ensuring the security of future energy sources, providing a safe and reliable water supply or upgrading road and rail transport, has resulted in the implementation of multi-billion, long-term investment programmes. These programmes provide substantial business opportunities for Costain, almost 12 months after their acquisition of Rhead Group. Andy Walker investigates.

ostain acquired the professional and efficiency on projects. The culture services consultancy, Rhead Group within Costain recognises that Clast year, to enhance the company’s collaboration with the supply chain programme management and advisory provides a conduit for technology and capability and its integrated service offer. innovation to provide customers with Since then, the construction giant has been smarter and more efficient ways of and how customers are looking to achieve on a transformational journey, working meeting their needs. I think this spirit of that. “From a Costain perspective, we hard to shift the perception away from the collaboration is quite unique in our continue to deliver construction firm’s historical roots as a construction industry,” says Curry. programmes whilst increasingly we are contracting business to that of an More than ever before, clients are offering our customers an added engineering solutions provider providing a looking for support to provide them with consultancy and advisory capability and range of integrated services across the full greater assurance, greater predictability that’s helping those customers deliver asset lifecycle. and certainty on their projects and projects more efficiently and providing Nigel Curry was formerly CEO of Rhead programmes. “If you look at the model of that assurance much earlier in the life of Group and is now Costain’s consulting and delivery ten or five years ago it was very the project,” he says. advisory services director. “We provide much around owners, engineers, The acquisition of Rhead Group has engineering solutions in three main designers, contractors and there was a been used as a catalyst to develop that markets – energy, transportation and water clear divide, but I think now that model consultancy and advisory capability across – and have incredibly strong customer has shifted towards increased integration the entire Costain Group. “The consultancy relationships having worked with our because of the need for greater efficiency capability is not just being applied to the customers for many years,” he says. Curry and greater assurance around delivery,” power sector where Rhead was integrated is keen to stress the difference Costain says Curry. “Customers are keen to engage into, it’s also being used as a catalyst across makes to customers by providing greater with us much earlier to provide our all six sectors of the company’s value from innovation and collaboration buildability and constructability ‘expertise’ operations,” says Curry. with its supply chain. and knowledge to help influence better “Our customers are looking for Costain “Costain spends significant time outcomes and increase efficiency.” to be able to provide a wider capability so working with the various parts of the Curry says that there has been a change it’s not something we need to influence supply chain to bring forward solutions in how the industry is delivering projects that much. It’s a need that customers have,” Curry explains. “Traditionally, they have been gaining those services from some of the project and programme management consultancies who are less able to offer a deep understanding of how projects are constructed - that’s a big differentiator for us and quite unique,” Curry explains. Costain has set up an operating model retaining a single point of contact with customers, rebranding Rhead Group as Costain, and customer relationships are held through the six sectors in which the company operates. “We have also developed three centres of excellence around programme advisory, engineering services and technology aligning

16 Infrastructure Intelligence | July/August 2016 exciting place to be

the fit. “Until you work in a new organisation you can never truly get an answer to whether a company lives its values. Now, having been within the business for some time, I know that the team absolutely live those values and is part of its DNA.” Bringing in Rhead Group has changed Costain. “The company now has a much stronger breadth and depth of consultancy advisory capability. This has enabled Costain to offer a broader range of services helping customers improve the efficiency in the delivery of their programmes by engaging much earlier in the project lifecycle,” said Curry. Curry is particularly keen to stress the importance of people within Costain. “Costain recognises that its people are fundamental to its current and future consultancy and advisory for deployment it success,” he says. “We’ve got a very strong into those six sectors. This consultancy training and development programme operating model has enabled Costain to from graduates, apprentices, and emerging retain the single point of contact providing leaders’ programme to ensure we continue clarity for our customers,” says Curry. to support and develop our team. The Not all acquisitions succeed, so how has recognition of talented people being a professional services consultancy been central to the success of the company now integrated into what was a traditional and in the future is deep rooted in the contractor, with a different culture and culture of the organisation,” he says. staff? “Before we even thought about an “Overall, the integration has gone really exit to any company, let alone Costain, well and I’m very pleased and proud of Rhead Group spent a lot of time defining that.” what a good company would look like in “The culture within Costain “In terms of the work we are doing, terms of operating model and culture,” recognises that collaboration there’s a range of projects that we are Curry says. “Costain for us was an providing support to. Some pretty complex organisation where we felt the integration with the supply chain programmes, including submarine would be very strong indeed and therefore provides a conduit for platforms where we are providing project it’s been a very positive experience. The control capability. We’ve just recently won cultural fit is strong, there’s an technology and innovation a major project to provide programme understanding of the strategic logic from to provide customers with management for the National Grid to the combined staff, customers and oversee the delivery of a large tunnel in the shareholders. smarter and more efficient Humber. These are just two examples. It’s “Before the integration I was keen to ways of meeting their needs.” going well. The team is excited by this new ensure that customers and staff alike could chapter,” Curry says. Nigel Curry see the benefit of the acquisition. The team Curry clearly relishes his role at Costain. have seen greater career opportunities “I enjoy being involved in the delivery of across a larger organisation while still approach and Curry is excited. “We have a major complex programmes. I’m working having the agility to provide consultancy very clear strategy in a growing market with some great talented people, helping services which the company was very offering a broader range of services,” he to develop a growing business which has successful at. The integration has gone very says. The directors of Rhead Group have the agility to be able to support customers well indeed and we have retained all our stayed with the business and nearly a year develop greater assurance on these key staff. on we all see the benefit of the move and complex programmes. Leading the “Costain is a great business and very are very much looking forward to challenge at Costain to further build our ambitious, with real passion and drive, continuing on the journey. It’s more than consultancy and advisory business is which sometimes you don’t see in bigger just been part of a larger company for us; something I am very excited by,” he said. companies. This ambition is hugely it’s being part of helping to lead “Costain is a great company, with a clear exciting and it’s a magnet for attracting transformational change in Costain. That is vision and a clear strategy and it sees talent and retaining talent,” says Curry. really exciting,” he says. as an absolute central part of what it Clear leadership and passion for the Curry said that the alignment with the invests in. It’s a very exciting place to be,” business are hallmarks of the Costain Costain values was a key consideration of says Curry.

July/August 2016 | Infrastructure Intelligence 17 Skills The changing face of leadership What do today’s leaders in infrastructure need? Global executive search company Spencer Stuart sheds light on must-have skills.

n today’s global, digitally charged world, Human capital priorities for infrastructure companies infrastructure projects are taking on Inew dimensions, while the industry is Attracting new talent 50% shifting to meet new and varied needs. Retaining top talent 41% To gain insight into the industry’s current state of leadership, Spencer Stuart Fostering cross-functional collaboration 40% interviewed ten CEOs and chairmen of Strengthening the top leadership team 39% infrastructure companies across Asia Pacific, Europe and North America, and Transforming the organisation culture 34% surveyed more than 100 senior Enhancing talent mobility 22% infrastructure executives globally. The findings reveal a sector on the cusp of Developing new organisational models 19% significant change. We observed: Improving training and development 17% l An industry challenged with changing market conditions, new funding models Reducing headcount and cutting cost 14% and increasing regulations. l An evolving leadership profile, requiring a and social impact high on the agenda. l Developing and retaining top talent. focus on the infrastructure consumer and a When it comes to driving infrastructure Ensuring skills are on par with other commercial, strategic, technology and media developments, leaders need to work with industries, and that workers are in tune skill-set suitable to managing increased people across a multitude of disciplines. with external challenges, can help raise the demands from diverse stakeholders. l Stakeholder management. Infrastructure bar on talent in the industry. When it is l The need for an organisational capability leaders must nimbly manage the needs of time to hire or make appointments, taking aimed at attracting and retaining top an increasingly broad set of stakeholders the extra step of benchmarking the talent at all levels. and speak credibly to all. In light of the position, both internally and externally, impact of infrastructure projects on helps immensely, even if the intent is to Complex times require outstanding communities, leaders must be attuned to hire from within. For infrastructure leaders public opinion and be able to companies, a pressing concern involves the With the challenges facing infrastructure communicate effectively through public pipeline of engineers, who are the core of companies, the question of who is at the and social media platforms. Increasingly, the workforce. Especially in demand are helm is more important than ever. Successful becoming more business-oriented means engineers who can work in the digital CEOs need new skills to guide the company becoming consumer-oriented. sphere and those who have honed their through a complex marketplace. The leadership skills. Growth opportunities, consumer savvy, social-media-tuned, IT- Building an organisation for the future clear career progression and a strong mix capable infrastructure leader must be A challenge for infrastructure companies of benefits can go far toward attracting mindful of financial and regulatory concerns, responding to changes in the industry is talented professionals and keeping them and must be nimble at meeting the needs of attracting and retaining talent with the in-house. But sometimes the best reward is multiple partners and stakeholders. right mix of leadership and technical skills. the work itself, tapping into the sense of l Strategic thinking. The ability to consider The shortage of skills is broad, including purpose inherent in many infrastructure all available options with a long-term lens tradesmen, engineers, project managers, projects. “The best way to attract people is and draw on the best ideas, wherever they commercial and financial leaders, technical to have great projects,” observed one come from, is more critical than ever as experts as well as general managers. How executive. “Money and conditions are projects become more complex. As one can infrastructure companies become important, but the best people want to CEO said, “One challenge is the long better at building the teams they need? work on the best projects.” planning horizon, coupled with long l Injecting new perspectives. Infrastructure capital recovery cycles. How do you do it companies have tended to promote from Conclusion in an environment where the future within, but increasingly executives see a The infrastructure industry is changing fast demands you are planning for could need to strategically recruit from outside and dramatically, transforming itself in change dramatically?” the company and even outside the sector. response to technology advancements, l Commercial and financial mindset. Increasing the diversity of talent is growing risk and complexity, and the need Declining public funding – the “reign of necessary in an industry facing changes on for innovative funding mechanisms. In light empty coffers” – is driving infrastructure multiple fronts. Engineering skills will of these industry changes, a new leadership companies to develop new business models always be critical, but increasingly IT profile is emerging that emphasises strategic that enhance private sector role, most savvy, legal experience and finance thinking, a commercial and financial notably public-private partnerships (PPP). management skills will be must-have skill- mindset, collaboration and influencing l Collaboration and influencing skills. sets. Talent from outside the infrastructure skills, and stakeholder management. Executives must be able to unlock industry can help revitalise the sector on knowledge and capabilities across the those dimensions – but that also means Authors: Arnaud Despierre, Hugh Thorneycroft, entire organisation and to lead cultural competing in the talent market against top Suzanne M. Burns, Jordan L. Brugg, York von change that places consumer-awareness banks, law firms and consultancies. Wangenheim from Spencer Stuart

18 Infrastructure Intelligence | July/August 2016 ACE news Heal divisions and provide stability A new prime minister must negotiate a favourite withdrawl from the EU, says Nelson Ogunshakin, but we all have a part to play in the coming months and years.

n the early hours of 24 June the world Now, we all must play a part, no was rocked by the news that the people matter what you voted. All leaders must Iof the United Kingdom had voted to now take up their mantle – chosen or not leave the European Union. As the news – and provide stability to those who spread like wildfire, much panic ensued. follow. Government must do all that is Yet, while the UK is one step closer to being possible to maintain the confidence of the first EU member state to withdraw, it the market by taking the big decisions on must be remembered that we are still the Heathrow expansion, or on HS2, to United Kingdom and in this we gain maintain deal flow in infrastructure strength. investment. Contrary to the view of many, this is not While the people have spoken and an end, merely a beginning. The beginning made their choice, and the path we now of a time when the United Kingdom will travel is unknown, we in the UK must continue to grow as a strong global leader, collaborate, working together to stabilise with a strong government that works UK business and economy, achieving the wholeheartedly towards the betterment of best deal possible within the withdrawal the British people. process, to subsequently improve the Akin to the beginning of any new path, “We in the UK must UK’s standing in the world. the ultimate goal seems far away, with a collaborate, working together There is no need for immediate or path that is rife with challenges. But rash actions, regarding personal, together, it is surmountable. Together, to stabilise UK business and political or business concerns, as it must with a calm and realistic approach, I am economy, achieving the best be remembered that the withdrawal confident that the United Kingdom will process will take at least two years from continue to be internationally competitive. deal possible within the the day the prime minister officially The result and its significance gives us all a withdrawal process, to invokes Article 50 with the European chance to reflect upon our personal, Union. political and business processes. subsequently improve the The withdrawal process is not simple, The results of the EU referendum have UK’s standing in the world.” as can be seen in ACE’s work on this seen the promised end of David Cameron’s Chief Executive Nelson Ogunshakin, OBE issue at acenet.co.uk/EUReferendum, term as prime minister of the United but throughout this process ACE will Kingdom, for which we hope to soon see continue to keep members informed as the appointment of a steady, competent economy as well as politics. While we as the well as advocate for strengthening the replacement. While the new PM must, if UK must work together to ensure global competitiveness of our industry, Article 50 is activated, negotiate a competitiveness, we cannot continue to maintaining essential business ties and favourable withdrawal from the European propagate bitter divisions within internal seeking innovative business solutions. Union, they must also succeed in mending politics. Not only the Conservative party, As David Cameron said on 24 June the rifts in UK society. While many of these but the Labour party and all other political “Britain is a special country”, serving as rifts have been longstanding to a degree, parties must strive to move past bitter “a great trading nation, with our science the EU referendum drew attention to these divisions and accusations regarding the and arts, our engineering and our rifts in a way previously unseen. result of the referendum. Politicians must creativity respected the world over.” Market volatility, lack of confidence and bear in mind their true purpose – to serve in We must now make sure that those credibility has been the media headline. the best interest of the people, moving the words continue to ring true around the Healing will be essential for UK society, the UK progressively forward. world and throughout history.

July/August 2016 | Infrastructure Intelligence 19 EIC news How can we prevent Brexit being bad news for the environmental sector? UK membership of the EU has been seen by many in the environmental sector as a positive influence on issues like air quality and climate change. Matthew Farrow looks at the potential ramifications of the vote to leave the EU.

t a show of hands at last year’s Environmental Industries A Commission annual conference, delegates overwhelmingly expressed a preference for staying in the EU. Many of the luminaries of the ‘green blob’ have eloquently explained how EU membership has helped turn Britain from a country of landfills, toxic air and filthy beaches to respectable mid-table on most sustainability indicators. Yet the public’s choice over Brexit turned less on the environment but on many issues and we will now see the start of the long trudge towards legal dissolution of our EU membership. So, once the initial shock at the result has dissipated, what should the green movement’s focus be? The priority, of course, must be to ensure that Brexit does not lead to the environmental disaster some predict. For over 20 years the green community has been able to rely on the fact that the EU’s environmental competence has taken environmental standards out of day-to-day All players in the environmental sector –NGOs, trade associations and think tanks –will need UK politics and enabled steady progress to to redouble their efforts to nurture alliances with sister organisations across the EU. be made. What it has also done, I hope, is embedded an assumption in the public’s course give us the ability to tailor EU shaping the EU’s international stance in mind that clean water, clean air, more regulations where they have not been international environmental negotiations. recycling and so on is their right and an working well in a UK context. It’s worth Over the years I’ve been involved in EU- automatic part of a modern society. noting that a survey of environmental level debates where the UK has been a vital So in air quality for example, while the professionals by the Society for the progressive counterweight to member EU Directives provided a vital hook for Environment found that alongside states such as Poland keen to protect their ‘Client Earth’ to challenge the general support for EU environmental coal industries. There is no easy way to government’s complacency, we are now policy, respondents did on balance see the restore this influence from outside the EU, seeing more of a media focus on rising lack of national flexibility as a disbenefit. but all of us in the green sphere, NGOs, asthma levels among young children and A particular bugbear of mine is the trade associations and think tanks will the iniquity of schoolchildren attending separate collections provisions of the need to redouble our work in building and schools in areas poor air quality. There will revised Waste Framework Directive – nurturing our alliances with our sister be a need for the green movement to badly drafted legislation combined with a organisations across the EU to maximise ensure that public support (and that of ‘one size fits all’ mentality have caused our influence beyond our shores. stakeholders such as thoughtful business years of pointless lawyerly debates and a There is no point in pretending that groups) is consolidated around core areas judicial review and undermined attempts Brexit is not a setback for progressive of EU environmental policy which must be to have a pragmatic UK discussion about outward-looking environmentalism. But retained or replicated post-Brexit. improving the quality of recyclate. the Climate Change Act shows that we are Everyone will have their own list of what Equally for some of the water quality perfectly capable of producing strong, these core areas are, but top of mine would directives, I hear concerns from my effective, home-grown environmental probably be air quality, REACH, energy environmental laboratory members that legislation. efficiency standards and water quality (plus the detection levels legally required have We will need to be doing much more of of course carbon budgets where the UK been set without regard to the this the future. already has a domestic legal framework measurement capabilities of laboratory through the Climate Change Act). equipment. Matthew Farrow is director of the Environmental In the spirit of looking for silver linings, One of the biggest drawbacks from Industries Commission, the leading trade body for let’s also remember that Brexit would of Brexit would be a loss of influence over environmental firms.

20 Infrastructure Intelligence | July/August 2016 Consultancy & Engineering AWARDS 2016

Steph McGovern. Awards reward excellence, innovation and talent

More than 350 people packed The 13 awards celebrated the media and academics from The ‘winner of winners’ – or the Grand Connaught Rooms in best of the UK’s consultancy and across our industry.” The Diamond Award – was London’s Holborn on Tuesday engineering profession and The awards were hosted by presented to a delighted and 24 May 2016 to see Terry Morgan, showcased the remarkable work BBC Breakfast business reporter surprised Glyn Utting from WYG Crossrail’s chairman, be crowned of ACE members and supporters Steph McGovern (above left). No who had earlier in the evening Ambassador of the Year, WYG across a variety of specialisms. stranger to the consultancy and been recognised as the Young win best large firm of the year 2016 also saw the introduction of engineering sector – Steph is a Professional of the Year. and BWB scoop two categories new category awards to reflect former winner of the Young The Consultancy and in the 2016 Consultancy and the growing need to recognise Engineer for Britain Award – she Engineering Awards full list of Engineering Awards. the wider partnerships and presented the event at London’s winners for 2016 is listed below Guests at the glittering event collaborations that are involved in Grand Connaught Rooms with and described in more detail over were drawn from across the moving business practices gusto, humour and enthusiasm. the following pages. industry and included John forward in an ever changing Holland-Kay, chief executive of environment. Heathrow Airport, Simon Kirby Commenting on the event, The winners chief executive of HS2 and Lady Dr Nelson Ogunshakin OBE, Best UK Business Young Professional Training Barbara Judge, of the Institute of chief executive of ACE (pictured Performance – of the Year Winner: Initiative of the Directors. left) said: “All our winners are Small Firm Winner: Glyn Utting, WYG Year Winner: outstanding examples of Green Structural Collaboration BWB Consulting excellence in the industry. More Engineering Champion of the Highly importantly the evening Best UK Business Year Winner: Commended: recognised the people who sit at Performance – Chapman BDSP and Mott MacDonald Medium Firm Rapiere Software Ambassador of the heart of our organisations, Winner: BWB Inclusion and the Year Terry each and every one playing their Consulting Diversity Champion Morgan, CBE: part to deliver work of the Best UK Business of the Year Winner: Chairman – highest standard.” Performance – Transport for London Crossrail Chair of Judges Mike Brown Large Firm Sustainability Special MVO, commissioner at Transport Winner: WYG Champion of the Recognition for London, said: “I was extremely Highly Commended: Year Winner: Award Atkins Diamond pleased to have been invited to Cundall Max Fordham Apprentice of the Technology Award for chair a most distinguished Year Winner: Sanna Champion of the Engineering judging panel for this year’s Shabir, Atkins Highly Year Winner: Cundall Excellence Nelson awards representing a truly broad Commended: Laura Highly Commended: Winner: Glyn Ogunshakin. range of clients, stakeholders, Brown, CH2M StructureMode Utting, WYG

July/August 2016 | Infrastructure Intelligence 21 Best UK Business Performance – Small Firm (less than 50 staff) Winner – Green Structural Engineering

Green Structural Engineering on stage with Steph McGovern.

Green Structural Engineering Underlining the firm’s focus (GSE) won the prize for Best UK on all levels of staff, GSE has Business Performance, Small implemented new training Business, after impressing the initiatives for its graduate judges with strong business engineers while also introducing competent technicians to fit into that work remains varied with a growth, well sustained profit a senior management training the company dynamics. They view to increasing staff retention. margins and a commitment to programme and business plan to have also lost some staff, who GSE’s senior management staff training with a real focus on triple the size of the company wanted to work on bigger team have led the firm’s focus on maintaining the wellbeing and job over the next three years. projects, who have moved to a more varied portfolio of work. satisfaction of each individual in It hasn’t all been plain sailing larger companies. Through this They have maintained their the company. for GSE, with the firm’s efforts to adversity however, GSE has current percentage of high-end The company started in 2008 grow its CAD team made harder agreed a strategy to enter new residential work but increased and turnover and profit has grown by difficulties in finding good and market sectors in order to ensure the percentage of Temporary year on year. Since 2013, turnover Works and Commercial projects has increased by 36% to 2014 undertaken in the office. External and 28% to 2015. Profit has been marketers have been hired to maintained at between 43% and increase the firm’s profile in the 49% over the same period. The Judges’ comments marketplace and on social media company was praised in the ACE and business development SME benchmarking study for its “Green Structural Engineering “With the introduction of new consultants have also been “astonishingly high profit margin” demonstrated not only strong training initiatives for graduate brought in to help. compared with the industry norm. business growth, but also well engineers and the company’s A new and improved business In the last year, GSE has taken sustained profit margins. This acceptance on to the plan is already paying off with new further strides forward, launching was largely down to an government funded Business projects being won and extra staff a new, updated website which organised and well developed Growth Accelerator Programme being recruited. The firm is profiles the company’s work business plan which has their ambition to triple the size of justifiably proud of a burgeoning more effectively and moving into recognised the benefit of not the company in the next three reputation for being “very efficient, new, larger offices in March to only investing in overall training years was extremely impressive.” friendly and super professional” enable the firm to grow in of its workforce but also the (according to one client) and their number while ensuring that staff need to maintain the wellbeing Finalists: strong commitment to their staff, would be in a comfortable work and job satisfaction of each Buxton Associates which is contributing to a strong environment. individual. “ Skelly & Couch and close-knit team.

22 Infrastructure Intelligence | July/August 2016 Best UK Business Sponsored by Performance – Medium Firm (50 to 250 staff) Winner – BWB Consulting

BWB Consulting has secured the prize for Best UK Business Performance, Medium Firm, for its resilience through tough economic conditions and an enduring and focused commitment on delivering excellent service for their clients. Over the past three years, BWB’s business performance has strengthened considerably, growing turnover, profitability, staff numbers and also increasing staff utilisation and efficiency. Long-term investment in improving BWB’s people, targeted long-term investment in 25th year in business, 2015 has played a transformational processes and profile has been business process turned out to be a truly role in the lives of staff and the the real driving force behind the improvements, market remarkable year in terms of success of its business. Last firm’s impressive business positioning and people achievements, awards and year BWB received the Investors performance. A strong supporter development. accreditations. The firm’s In People Gold Standard, just 12 of the annual ACE These steps, complemented bespoke academy programme months after achieving Silver Benchmarking project, they have by selective acquisition of two Standard. used their results to help shape smaller businesses, have The firm has skilfully used and develop the business over enabled BWB to expand its industry awards to raise its the past five years. service offering, widen Judges’ comments profile in key market sectors and BWB’s business planning geographic coverage and their success has been widely capability and effectiveness has compete successfully in new “BWB Consultancy has recognised by a number of improved substantially for many market sectors. This has resulted consistently proven its construction and business years and the firm has seen a in a doubling of annual turnover business resilience through the related award schemes. The “sea-change” in performance from £2.37m in Quarter 1 2012 to difficult times and challenges enhanced profile that awards over the second half of 2015, £4.75m in Quarter 4 2015. during the recession, where and accreditations provide, largely due to well-planned and As well as marking BWB’s the company has made combined with a growing business efficiencies and portfolio of high-profile projects come through each cycle with for an increasingly ‘blue chip’ strong growth.” client base has attracted some “A stand-out feature of their exceptional new talent to BWB. submission was the This year sees BWB at its exceptional recognition by strongest, most efficient and their clients of the outstanding most resilient position in the 25 work they deliver combined years since it was founded in with superior customer 1990 and with an extremely service. BWB Consulting put bright and promising future client relationships at the very ahead. The company’s vision to heart of its organisation.” be recognised as an employer of choice and to be seen as a great Finalists: place to work is steadily BWB Consulting BCS Design becoming a reality and not just a celebrate their win. Clancy Consulting business plan aspiration.

July/August 2016 | Infrastructure Intelligence 23 Best UK Business Sponsored by Performance – Large Firm (More than 250 staff) Winner: WYG

WYG celebrate winning the WYG has won the Best UK by a web and social media large firm award. launch of a monthly internal e- Business Performance, Large newsletter, The Thread. WYG also campaign. Milestones led to Firm award, impressing the gives staff an extra day’s leave in information being shared about judges by growing their business the week of the employee’s offices to educate employees in good as well as challenging birthday and has also introduced about the wider business whilst times while retaining a key focus ‘make a difference days’ where charities also benefited from on involving their employees and staff can take up to two days paid sponsorship and donations. building commitment and buy-in. leave to undertake voluntary The response was WYG’s UK business has work. Several WYG staff in unprecedented with over a third of undergone a transformation over Judges’ comments Cumbria used the initiative to WYG’s UK employees taking part recent years from break-even to help out during the clean-up and many more staff supported being the cash and profit “WYG has succeeded in a effort after the recent floods. staff in their efforts. Overall more generating engine of the wider tough economic environment Having established the need than 80,000 miles were clocked in WYG international business. The and competitive market by to create more of a community the 80 days, brilliant success, and company achieved a 50% recognising that to continue culture within the business, an 2016’s campaign is already being increase in operating profit on future growth it was important innovative company-wide planned. 15% turnover growth last year, that they brought their initiative was launched in WYG is convinced that and with an order book of more employees along with them summer 2015 – “WYG 80 days” – increasing staff commitment and than £60m and increasing, and got their commitment and where employees were buy-in to the company has been a WYG’s growth trend looks set to buy-in. Key to this fundamental encouraged to walk, swim, cycle significant factor in their business continue for the foreseeable objective was management’s or row submitting their miles to success and they are looking to future. appreciation that WYG staff reach a combined company build on that even further in the WYG believes its business wanted to engage and connect target of 10,000 miles supported months and years ahead. growth is largely due to the with the local community and commitment of its people. give something back. Judges Feedback from the company’s praised the introduction of employee surveys has ‘Make a Difference Days’, Highly commended: Cundall encouraged them to place staff where WYG gives employees at the heart of their thinking more up to two days extra leave to than ever before. The company undertake voluntary work. This Cundall’s global turnover has a key part of Cundall’s success. has introduced a number of new was used by a number of increased from £25.5m in 2013 Cundall is the first staff initiatives and benefits employees in Cumbria to to £35.4m in 2015. Profit has consultancy in the world to be including free fruit to offices and support clean-up efforts also gone up, from £4.4m in endorsed as a One Planet discounted gym memberships following the 2015 floods.” 2013 to £5.9m in 2015. Staff Living Company. The company and the launch of a new health numbers in the UK and proactively looks to reduce its and wellbeing handbook. Finalists: internationally have also environmental impact, through Increased staff AECOM increased and the company’s training of staff, investment in its communications include local Mott MacDonald commitment to staff offices and changing monthly office briefings and the WSP | Parsons Brinckerhoff development and involvement is procurement policies.

24 Infrastructure Intelligence | July/August 2016 Apprentice of the Year Sponsored by Winner: Sanna Shabir (Atkins)

Sanna Shabir, a civil engineering Sanna Shabir. has challenged herself to also Technician Apprentice at Atkins produce civil utilities drawings. Global has earned this year’s Important to the future of the award for Apprentice of the Year industry, Sanna regularly due to her tireless work to rise engages in a spectrum of past professional challenges activities that are geared to amidst maintaining high marks encourage others to pursue within all units of her first year apprenticeships in STEM NVQ qualification. subjects. Feeling that it is Having proved herself to be important for her to fulfil her part responsible and skilled in her to help overcome the widening first two months, Sanna was Sanna Shabir, skills gap she has become an placed on the Al Habtoor Dubai receives her Atkins apprentice ambassador, a Polo Ranch project where she Apprentice of the buddy to an apprentice in first worked as a CAD technician. Year Award. year, a STEM ambassador as New to the world of engineering well as a committee member for and computer aided design the Atkins London STEM software, this was a challenging committee hub. From East project to not only ensure that London, she is keen for engineering designs were Pathways to Engineering to be a sufficient for construction teams, great success, participating in but also to work with the launch by delivering a international stakeholders and speech with the chairman of ten buildings with unique Atkins and Mayor of London in designs. These challenges front of 200+ industry leaders. sharpened her skills through daily learning opportunities and a high level of pressure to meet tight deadlines. Highly Commended: Yet it cannot be forgotten that Laura Brown, CH2M as a newcomer to the industry, not only did Sanna have to Having begun her career with navigate working life but she also CH2M in September of 2014, had to continue to submit Laura has had a range of college work and collect learning experiences which evidence for the NVQ portfolio. have refined skills for the After this initial project specialised maintenance of success, Sanna worked on the listed structures within the Battersea Pressure Reduction Judges’ comments local area. She has been Station where she was able to successful with her work on apply her refined skills to a new Sanna’s ability to exceed future, taking on a challenging the West Midlands Highways set of challenges, working with expectations was clear when she project early on and Alliance Framework as part of her team to overcome hurdles was successful as a CAD successfully delivering results. the structure maintenance and successfully deliver her technicial on an international All the while, maintaining an team looking after the bridges objectives. project early on in her excellent standard within her and structures within her home Over the past year she has apprenticeship at Atkins. Amidst first year NVQ qualification.” county, and has also had a also worked on several projects this she was able to maintain lead role in the start-to-finish for Crossrail and Old Oak grades of distinction in all seven Finalists: project success of a Grade 1 Common, including serving as a units of her first year NVQ Charlie-ann Forker (Atkins) listed culvert rebuild. Amidst all CAD draughtsman on the Old qualifications and is now working Lewis Wade (Atkins) this, she continues to Oak Common depot project. towards becoming a chartered Matthew Fellows (Jacobs) advocate for STEM and the While she initially served in a structural/civil engineer. Sam O'Sullivan (Pell importance of apprentices in structural engineering team, she “Sanna is a clear star for the Frischmann) addressing the skills gap.

July/August 2016 | Infrastructure Intelligence 25 Young Professional of the Year and Diamond Award for Engineering Excellence Winner: Glyn Utting (WYG)

Glyn Utting, a worthy winner of two awards.

Glyn Utting, an international projects he has had to handle project manager at WYG has remote logistics and best use of earned this year’s Young local supplies to achieve project Professional of the Year Award success. due to his spectacular work, not Overall, Glyn’s passion for his only to fulfil project requirements work exceeds the average level but to make lives better for local of dedication. It is clear from the people where he has worked. Camp Qargha, an officers Glyn engaged with local projects he’s taken on that Glyn wowed the judges to such academy and NATO support communities to fully assess the bettering human societies is his an extent that he was also base for the Afghan National damage and need, following ultimate goal, no matter where named as the overall “winner of Army in western Kabul, through to lead the rebuilding they are, or what circumstances winners” and the recipient of this Afghanistan. From there he projects on eight rural schools those societies face. year’s Diamond Award. moved on to projects in Tripoli, and 12 rural health posts. Glyn gained particular Libya, and assessment studies Glyn has worked to achieve attention due to his work not for the Defence Infrastructure project success in potentially only within the UK, in Cumbria Organisation for the hazardous environments, amidst Judges’ comments after extreme flooding, but also reconfiguration of multiple army increasing militia fighting or dire internationally. Despite being a bases in the north of England. circumstances. He has dealt with young professional, he has Following the Nepal the myriad working issues seen “Choosing a winner was successfully taken on the earthquake in 2015, Glyn led by UK teams abroad, such as difficult but Glyn’s sheer leadership of a diverse range of his employer’s damage ensuring that UK health and passion for his work and desire projects in conflict-affected or assessments and its rebuild safety standards were to change the quality of lives in natural disaster-affected programmes done through maintained as well as areas ravaged by war or after countries. Community Action Nepal. As a overcoming linguistic or cultural natural disasters was decisive. After five years of experience UK-based charity geared to aid barriers. He dealt with up to 12 His commitment to go the delivering a major UK the mountain people of Nepal, concurrent projects at once extra mile to contribute to infrastructure project for the during his work on the bettering lives is remarkable; Ministry of Defence, from assessment studies for the whether in Cumbria after the January 2014 he project Defence Infrastructure extreme flooding, disaster relief managed the construction of Organisation. Through all his in Nepal or through other efforts to better conditions in war ravaged areas.” “In deciding the overall “winner of winners” and the recipient of the Diamond Award we have one phrase to sum up this remarkable young man – ‘He took our breath away!’”

Finalists: Dr Christian Christodoulou (AECOM) Glyn Utting. Sophie McPhillips (Atkins) Judges said, Zoe Green (Atkins) “He took our Mark Glendinning (WSP | breath away”. Parsons Brinckerhoff)

26 Infrastructure Intelligence | July/August 2016 Collaboration Champion of the Year Winner: Chapman BDSP and Rapiere software

Four very different consultancies came together to develop what has ultimately become the Rapiere design software. Instinctive tendencies to guard rather than share commercially sensitive information were overcome, as were other fears of risk to reputation and concerns over funding being committed to what initially appeared to some a nebulous, non-core activity. Determination and truly collaborative efforts won through. Rapiere is now a commercial asset in its own right, used to substantially benefit the design work of the four companies, Chapman BDSP, GreenSpace Live, Architype and was needed was a single companies and disparate potential conflicts of interest as Sweet Group, while also now platform of software that all could disciplines had not been proprietary knowledge that made offered to the market through a use concurrently for single attempted before. To begin with up the partners’ unique separate Rapiere branded projects. there were fears that intellectual property had to be company. Employees from the four development of Rapiere could shared as part of the The motivation behind the partners came together and set reduce the earning potential of collaboration. software came from recognition to work, each researching and the partner companies by doing However, the persistence of of a need to efficiently measure providing a robust data model the work currently carried out by visionary individuals from each and analyse the carbon, cost and based on industry standards for their employees. There were also organisation convinced senior energy consumption of buildings their specific discipline. Sweet management teams to maintain or projects throughout their Group provided the capital and their support for the initiative. lifecycle. lifecycle cost model; Chapman Rapiere is now a very useful Early design decisions are BDSP developed an energy and asset, producing better designs critical to the profitability and services model; Architype Judges’ comments in terms of lifecycle cost, carbon ultimate success of any project supplied similar for embodied and energy performance. and the development of Rapiere carbon; while the collaborative “The four companies involved Feedback received from users was initiated due to the growing software solution came from in developing the Rapiere of the software has revealed frustration of architects, GreenSpace Live. software overcame instinctive substantial cost and engineers and environmental All this was despite initial barriers to form a truly environmental savings on specialists as they encountered hesitancy from the companies’ collaborative and ultimately specific projects. One such is a difficulty optimising designs shareholders. A collaboration successful venture. Despite recently completed office across multiple disciplines. What between such different battles over time and building, which had a target resources, Rapiere is now on BREEAM rating of Outstanding, the market and being used as it with a benchmark figure for The winners receiving was intended, with embedded carbon of 980 their Collaboration considerable success.” CO2kg/m2. The final outcome for Champion award. the building was 140 CO2kg/m2. Finalists: The capital cost remained within Eckersley O’Callaghan and budget and under a set Apple benchmark target per m2. Jacobs and South East Water Network Rail Infrastructure Projects – Commercial Directors Forum Pell Frischmann, Arcadis and South West Water Turner & Townsend and Crossrail

July/August 2016 | Infrastructure Intelligence 27 Inclusion and Diversity Champion of the Year Winner: Transport for London

Transport for London’s initiative the Maternity Leave Working such as IVF treatment as well as 11,000 individuals in over 270 for Championing Inclusion and Group in partnership with the menopause. organisations. Diversity through Women, has Tommy’s, a pregnancy charity, During the past year, the With a total of 16 events that earned this year’s award for as well as creating guidelines for focus has turned to celebrating were attended by 1,600 people, Inclusion and Diversity those going through life events 100 Years of Women in Transport. the entire campaign has been Champion of the Year due to its Launched in November 2014, designed to fully embrace far-reaching promotion of the this has been a collaboration inclusivity and well as diversity. issue through various forms of between Network Rail, the Through revolutionising support effective staff support. Department for Transport, for employees, the initiative has In 2012, Transport for London Judges’ comments Crossrail Ltd, Women’s exceeded other efforts and (TfL) created its Single Equality Engineering Society, Women’s created a real platform to Scheme (SES), which set out an “Every so often an initiative is Transportation Seminar, London support both personal overall action plan to improve launched that will change Transport Museum, as well as a development as well as the various facets of equality for public perception and variety of sponsors. Whilst the progression of staff. all of the diverse communities revolutionise modern working programme of activities has throughout London. This was practices. Transport for been complex, it has led to a done in response to its London’s 100 Years of Women reach that far exceeds other Above: Some of Transport customers, employees and in Transport campaign is one efforts, growing the campaign’s for London’s Women’s suppliers identifying equality as such initiative. Engaging a wide collective network to more than Staff Network Group. a key objective for TfL to support network, a key feature Below: Transport for achieve and since the creation of the campaign was the London receiving their of the scheme, TfL has been award from Steph organisation of 16 events in a McGovern. working hard to achieve variety of formats, to meet the equality across all of its needs of its diverse audience. activities. These events, attended by As a key organisation in the around 1,600 people, have industry, many of the efforts supported the personal made have provided an development and progression effective model for others to of staff in a truly diverse and implement while also helping inclusive campaign.” TfL to identify best policies to foster a culture of equality. Finalists: Through initiatives such as the Arup Women’s Staff Network Group, Crofton Design a number of gender based Mott MacDonald policies and working practices Mouchel Consulting have been developed such as Turner & Townsend

28 Infrastructure Intelligence | July/August 2016 Sustainability Champion of the Year Winner: Max Fordham

Max Fordham staff delighted with their award. Max Fordham’s unique approach to unique projects, their commitment to innovation, willingness to share their ideas and spread sustainable best practice, made the firm an their sustainability aspirations. irresistible proposition to judges This outward-looking model is a for Sustainability Champion of big part of why the judges the Year. decided that Max Fordham’s Sustainability starts with approach was worthy of the design and runs right through the Sustainability Champion of the construction process and into Year Award. the operational phase of a interconnected nature of the What makes Max Fordham’s building. Modern sustainable environment and design approach truly special is their engineering must be devoted to appropriately. clear commitment to buildings sustainability to be credible and The company has set up the beyond the project’s formal one firm has this ethos at its very natural light into air galleries while MAX R+I, a research and duration. They continue to core. Max Fordham was founded simultaneously adhering to innovation department that both monitor their impact on reducing by the man himself in 1966 and painting conservation actively shares its findings with carbon emissions and even its original ownership model has procedures, used unobtrusive the rest of the industry through conduct post-occupancy review kept the company democratic, methods such as air-tightening to events and publications, but also of their projects, enabling them to idealistic and utterly committed insulate heritage buildings and has testing facilities to assure identify when a building may be to sustainability. reduced CO2 emissions by 50% clients that more experimental performing at less than its Max Fordham’s approach to in a Worcester library. sustainable methods and optimum. More importantly, this design seems to be as unique as Furthermore, Max Fordham’s technologies do what they say on perspective provides a learning the company itself. Their approach to research in urban the tin, minimising risk. opportunity for future projects submission focused on quirky design as part of their Green What’s more Max Fordham and encourages best practice in projects that stimulated Cities project is incredibly has built a ‘Sustainability Matrix’ every part of the organisation innovative approaches to holistic. It looks for ways to make that allows clients to work meaning that it isn’t just the sustainability and included work green and blue rooves to provide collaboratively with the sustainability teams that care on heritage buildings, working greater water management, consultants to communicate about sustainability. libraries and art galleries, each biodiversity, ecosystem services, presenting their own challenges. pollution reduction and food They showcased how they production. Clearly, Max had developed systems to allow Fordham understands the Judges’ comments

“Of particular note for the judges was that throughout the design process Max Fordham engineers considered the life- cycle impacts including the environmental effects of the project from construction through to eventual demolition or reuse. They collaborated closely with client, architects and design teams and used local materials wherever possible to reduce their carbon footprint.”

Finalists: AECOM Cundall ERM Mott MacDonald Ramboll

July/August 2016 | Infrastructure Intelligence 29 Technology Champion of the Year Winner: Cundall

Cundall’s Virtual Acoustic Reality software tool in action.

The Technology Champion Award is presented to Cundall.

resolved, or how a proposed building refurbishment could change the aural environment. Most of the hurdles overcome in developing VAR involved getting the various pieces of software, each using different software language, to talk to each other in real time. A method of synchronising the user’s position with the sound that would be heard at that location was required, together with a simple way of control for moving This yrear’s winner of the areas identified and rectified at in acoustic treatments. Likewise, around inside the model. Technology Champion of the Year the design stage, preventing architects and designers can A standard hand-held gaming Award is Cundall Virtual Acoustic costly and difficult remedial evaluate how relatively simple controller was selected. These Reality (VAR), a unique software works once a building has been changes to their design can are relatively familiar to most tool set to transform building and constructed and commissioned. improve the acoustics of a space. people and ease of use was one infrastructure design with three- Clients can use the system to For acoustic engineers it can be of the key aspects of the design. dimensional audio modelling. assess the merits of investment used to justify where treatments Future development of VAR may Eschewing the flat 2D graphic are most effective, while refine the hardware to make a interface of conventional providing a simple way of smaller ‘second generation’ acoustics modelling, the Cundall demonstrating this to the rest of a system, as well as seeking to team has combined a virtual design team. Property combine the auditory experience reality headset with a gaming Judges’ comments developers, owners and agents with more information from other engine and high-quality audio to will be able to use the VAR design disciplines, such as take project teams on a 3D audio “Cundall has found a novel and system to assess how any lighting, for coordination with and visual tour of buildings innovative way for project existing acoustic problem can be BIM models. before they are built. teams to design and manage This will enable valued the acoustic performance of decisions to be made based on buildings by combining audio ‘experiencing’ the building rather prediction modelling with Highly Commended: Structure Mode, than numbers on a page. game-quality graphics. The Fabric cast reinforced concrete Cundall VAR links a powerful 3D VAR is a cutting-edge software graphics program, Unity, with the tool for project teams and Structure Mode has helped to improves durability. Following CATT Acoustic software to holds great potential for rebuild a community centre in computational analysis and enable clients and the design coordination with other the coastal Cambodian city of physical testing, a woven team to experience how audio disciplines and BIM models.” Sihanoukville with innovative polypropylene formwork was performance changes as they use of fabric formwork for designed and used successfully walk around a virtual model of a Finalists: casting reinforced concrete. Use in the construction. The building’s interior. AECOM of concrete was a well-reasoned Bomnong L’or Centre, which The Cundall VAR system was Geo-Environmental decision for a location where provides supplementary developed to allow the acoustic Services Limited timber has become scarce and education to local children and effects of design decisions and StructureMode steel expensive. The fabric adults, now has four new changes to be easily WSP I Parsons formwork is lighter, easier and teaching spaces, a computer understood. Proposals can be Brinckerhoff cheaper to produce than room and administrative and evaluated and potential problem WYG traditional timber formwork and service spaces.

30 Infrastructure Intelligence | July/August 2016 Training Initiative of the Year Winner: BWB Consulting

BWB Consulting’s academy has won the Training Initiative of the Year Award for playing “a transformational role in the lives of its people”. The multi-disciplinary engineering and environmental consultancy came up with the idea for its training academy in the depths of the recession. It knew that if it was to improve its long-term prospects in such a harsh business environment, it had to develop the technical excellence, intellectual rigour and commercial acumen of its interpersonal style to get the best people. An academy, with out of others. The aim was, training programmes that therefore, to devise a training developed the rights skills sets programme that would equip and expertise, was to be the way individual staff to become the to build future resilience. ‘complete professional’. The design of the academy’s The academy has three levels content was led by BWB’s – Bronze, Silver and Gold – each leadership team, and increasing in complexity and subsequently shaped with input challenge, with their ten-month from other staff members modular programmes requiring BWB’s academy (top) Although BWB was investing significant commitment from start the programme in impressed the judges effectively in technical training, it participants. Bronze and Silver September 2016. and their staff are recognised BWB needed good have been implemented, with impressed with their The initiative demands huge all-rounders – people with sound Gold under design. Bronze is in award (bottom). personal investment from BWB’s commercial acumen, strategic its fourth year and 25% of BWB’s Leadership Team since 95% of awareness, operational know- people have completed the the content is designed and how and skills to adapt their programme. Another 7% will delivered by them in order to share in-house expertise and manage cost. The consultancy Judges’ comments believes its investment in the Highly Commended: Mott Macdonald Railways academy is saving it £15,000 per “BWB Consulting’s academy Division – Women’s career development programme annum in training costs. has played a truly BWB is convinced the transformational role in the Determined to boost the number themselves forward for tasks academy programme has played lives of its people and the of female engineers in its they might previously not have a transformational role in the lives success of its business. The workforce, Mott MacDonald undertaken. They are more of its people and the success of academy was conceived and Railways Division engaged proactive, volunteering to do its business. It has led to developed in the depths of the gender diversity specialist presentations, putting significant improvements in the recession as a means to build Skills 4 UK to deliver its Career themselves forward for awards. behaviours and effectiveness of future resilience, and this Development Programme for The company says its managers its people combined with rigorous approach to investing Women to help attract, develop are seeing a real difference in planned and successful in training was the standout and retain more female the quality of the women’s diversification into new markets feature that impressed the employees. All 40 women in the contributions. and geographies. Revenues have judges the most.” 350-strong division, no matter Since the course, four of the doubled between 2012 and 2015. how junior, were given the women who took part have In addition, 15% of employees Finalists: opportunity to take part in the been promoted to more senior have been promoted as a direct Hurley Palmer Flatt programme which lasted six management positions, and one result of applying academy Limited days and spanned two months. has taken over the leadership of learning and 86% have passed Mott MacDonald The results have been the Young Professional their ICE professional Pell Frischmann impressive. Women are putting Excellence network. examinations. Ramboll

July/August 2016 | Infrastructure Intelligence 31 Ambassador of the Year Winner: Terry Morgan CBE, Chairman, Crossrail

Crossrail chairman Terry Morgan CBE is this year’s recipient of the ACE Ambassador Award, presented periodically to an individual who has made an outstanding contribution to the industry. Previous recipients have included Sir John Armitt and Sir Michael Latham. Morgan, who was knighted in the Queen’s Birthday Honours for services to UK infrastructure, skills and employment, was nominated for the award for his exemplary leadership skills at the helm of Crossrail and for the tireless and passionate way he has championed apprenticeships and training in the sector. switched over to British Leyland, Morgan became chair of quickly being promoted to Crossrail in 2009, the same year operational management roles, he was awarded a CBE for before moving the Rover Group. services to the railway sector. As a former engineering Crossrail is the biggest apprentice himself, the value of construction project in Europe, bringing young people into the and the first complete new sector through this route has not underground line in more than been lost on Morgan who set into 30 years and Morgan is steering procurement policy at Crossrail Terry Morgan receives his it to the finishing line on time the need for firms to take on award from ACE chairman and on budget. The £14.8bn Gavin English (left) and engineering in both contracting project is an incredible chief executive Nelson and consultancy. As of April 2016 engineering feat and has Ogunshakin. Crossrail had created 550 involved boring 26 miles or apprentices – far exceeding the 42km of new 6.2m diameter rail Previously to that, Morgan has target it set itself. This tunnels under London weaving held senior positions at a number extraordinary success caught the in and out of existing complex Comment of engineering firms, including eye of secretary of state, Patrick tunnelling networks. When the group managing director, McLoughlin, who asked him to line opens as the Elizabeth Line “Terry Morgan is a fantastic operations, BAE Systems and develop the Transport in 2018, Crossrail trains will leader, a huge advocate of managing director (Land Rover), Infrastructure Skills Strategy, transport up to 72,000 training. He is someone who Rover Group. published in January 2016. The passengers per hour. walks the talk. He is a great Down to earth and plain government has a pledge to Before joining Crossrail, ambassador for our sector.” speaking, Morgan started his create 30,000 new rail and road Morgan had made his mark in Dr Nelson Ogunshakin, own illustrious career as an apprenticeships by 2020. He delivering world class chief executive, ACE apprentice at the Lucas Girling continues his educational and infrastructure as chief executive factory in Cwmbran in Wales and training role as the chairman of at Tube Lines, A PPP company soon converted to a student HS2 College Governing Body. contracted to maintain and apprentice to learn engineering Morgan sits on the ACE Editorial upgrade the tube’s skills. After completing a Advisory Board and is the past infrastructure on the Jubilee, master’s degree in engineering president of the CMI (Chartered Northern and Piccadilly lines. production and management, he Management Institute).

32 Infrastructure Intelligence | July/August 2016 Special Recognition Award Winner: Atkins

Investing in talent development is at the heart of any industry- leading firm and this year the judges felt that one company, Atkins, should be awarded a Special Recognition Award for confronting and addressing the problem with their commitment to apprentice, technician and graduate development. Investing in young people is widely recognised as being vital to the future of the industry as well as the long-term stability of the UK economy. This not only difference volunteering makes to means seeing young talent them a young person’s horizons and as a collection of qualifications encouraged them to discover that when they are valued and but helping them to develop than for them to see a mirror- a business imperative. We have other vital life skills too. respected by others, they value and respect themselves more. image of themselves in a few to explore and find innovative Scare stories abound in the years’ time standing on the stage solutions to inspire, recruit, retain industry about the skills gap time Many of Atkins’ young people are STEM subject ambassadors inspiring them to join the growing and motivate the best talent from bomb that is ready to explode workforce that is building Britain across the entire population”. due to the lack of children visiting schools to deliver the important message that a career for them and their future. With this kind of transformational choosing to study STEM In the words of Allan Cook, leadership and belief in releasing subjects and subsequently in engineering is rewarding, challenging and motivating. How chairman of Atkins: “A more the potential of their people, it will consider a career in engineering. inclusive and diverse workforce is be difficult for Atkins to fail. The industry faces challenges better to engage school pupils that it needs to face head on. With three apprentices shortlisted for Apprentice of the Year, and two engineers Judges’ comments shortlisted for Young Professional of the Year, the judges believed “In an environment where many that Atkins is blazing a trail to companies are looking for show its contemporaries how to solutions to a growing problem rekindle interest in the industry. of recruitment, Atkins has Of the five shortlisted candidates demonstrated a true four were also young women, commitment to the training and demonstrating Atkin’s development of young people commitment to equality, diversity and are ahead of the curve in and inclusion as part of their terms of their progression. overall business strategy. Atkins has given their young Equally important was how people the opportunities to Delighted Atkins' Atkins was thinking much more succeed and put their ambition staff on stage creatively about the role they help at the heart of the company receiving their their young people play within ethos to harness the skills and well-deserved their communities and within creativity of young people to award. society. They have recognised the meet their business goals.”

July/August 2016 | Infrastructure Intelligence 33 Legal Late payment and the Construction Act Construction firms are still plagued by the scourge of late payment and the problem persists despite measures to tackle it, writes Sheena Sood.

t is widely acknowledged that late payment is an endemic issue across the Iconstruction industry. According to the Asset Based Finance Association, construction and real estate firms had to wait an average of 107 days to receive payment – longer than in any other industry. There have been a number of initiatives to improve payment practice in the construction industry, chiefly the payment PAYMENT DUE regime under the Housing Grants, Construction and Regeneration Act 1996. The Act introduced a payment process and adjudication to improve payment in the Construction industry. It advocates payment in stages with specific events and dates triggering payment. If payment isn’t made the recourse is adjudication. The Act, now close to 20 years old, has requiring companies to publish a report on Payment Charter have set a good helped introduce stronger payment their payment practices and procedures. benchmark but have not been used to their mechanisms but the issue of late payment This requirement will undoubtedly help full potential. There is no real incentive to in construction has not been solved. with payment but it is unclear if it will become a signatory and the consequences Reasons for this include: cause a wholesale change in construction for failing to comply are not significant. If l the Act most benefits those who payment practices. Having the requirement used to their full potential then payment understand the complex payment enshrined in statute will surely help. charters can be another helpful tool in process and it can be difficult to apply in Secondary legislation was supposed to tackling late payment. practice ; be introduced in April 2016 to introduce l suppliers may be reluctant to employing these requirements and a league table of Technology the tools provided by the Act due to companies and their payment practices. No New technology and the digitisation of the concerns of jeopardising long term legislation has been passed and it remains construction industry could also assist in relationships with an employer; to be seen whether it will be. late payment. Issuing payment l the Act is being exploited, for example, applications, invoices and pay less notices by the inclusion of extremely prescriptive Late Payment Directive digitally would make the payment process contractual payment provisions which The Late Payment Directive (2011/7/EU) has transparent and would standardise the seek to circumvent the Act, such as only been implemented in part in the UK. payment process. requiring significant additional One of its features is a right for industry requirements and condition precedents bodies to challenge “grossly unfair” Our view to be complied with before payment will payment terms. To date this has yet to be Late payment remains an endemic issue for be due. implemented in legislation. the construction industry. Whilst A review of the Act has been recognised as an inherent problem, with commissioned by parliament and it Other steps to address late Payment efforts being made by government and remains to be seen if any amendments will Project Bank Accounts industry, the measures to improve the address the concerns listed above. Project Bank Accounts (PBAs) have been position must be fully embraced by the successful in the public sector. When a PBA industry across the supply chain. Our advice Legislative initiatives to tackle is used the contractor and named members to business remains that the best way of late payment of the supply chain are paid out of a single tackling late payment is good payment There are a number of legislative initiatives account. PBAs provide additional certainty practices. That means fee proposals that are which are in the process of being and transparency and the Government realistic, contract terms that embody a fair implemented to tackle the issue of late Construction Strategy 2016-2023 proposes and sensible payment mechanism, prompt payment generally and will therefore affect an increased use in PBAs in the public submission of applications for payments the construction industry. sector which will hopefully result in their and invoices, prompt chasing for payment use in appropriate private sector projects. and taking early and effective action when Small Business, Enterprise and payment is delayed. Employment Act 2015 Payment Charters The Small Business, Enterprise and Employment Payment charters like the Prompt Payment Sheena Sood is a partner at lawyers Beale and Act 2015 provides for further regulations Code and the Construction Supply Chain Company.

34 Infrastructure Intelligence | July/August 2016 Careers in association with Amey Career path: Monica Steele Monica Steele, geotechnical engineer, Amey, on her unusual route into engineering.

What is your job? we see projects from initial concept, right I work for Amey, one of the UK market through to delivery, which I thrive on. leaders in the provision of infrastructure As a STEM ambassador I enjoy inspiring services. As a geotechnical engineer I am the next generation of engineers, working involved in infrastructure projects, with schools, colleges, careers fairs and specialising in earthworks and foundation female networking events, and supporting design and geotechnical and new members of my team. environmental ground investigations. What about the work keeps you Why did you decide to go into engineering? wanted to pursue. After getting my degree I interested? Growing up I enjoyed science fiction, secured a graduate position with Amey. Variety! Delivering site investigations, which inspired me to focus on science and report writing, developing design solutions maths. As I got older I wanted to use my What is special about where you work? and communicating with a variety of interests and make a difference, therefore The people – they are amazing! Amey has stakeholders, clients and contractors. engineering seemed a perfect fit. provided the support to help me achieve my career goals and provided me with a What is the best thing so far in your What did you study? How did that lead wide variety of opportunities, helping me career? to your career at Amey? grow my skills at every stage. Shortly after graduating, while working on At 16 I left school to study manufacturing the Belfast Rapid Transit Scheme, I was engineering; however changed to civil What is exciting? given sole responsibility for designing a engineering, and gained employment as a The diversity of office and site work, geotechnical structure. Working on roads part-time technician with Amey who getting involved in projects from the I had probably driven on a thousand times supported my studies. Understanding the foundations up and influencing designs really brought home that my job was variety of engineering roles helped me right from the outset. Amey’s range of important and Amey really do help create structure my education and decide what I services and end to end capability means better places to live, work and travel.