Constructing Excellence National Awards 2020 Finalists
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Interim Olympic Delivery Authority (“Ioda”) Published a Set of Procurement Principles (“The Principles”) to Map out the Core Values for the Procurement Activities
Olympic Delivery Authority Procurement Policy (draft for consultation) FOREWORD The opening ceremony for the London 2012 Olympic Games will take place on 27 July 2012. The Olympic Games and Paralympic Games that follow them will be great events, providing memorable moments for millions, in London and across the world. The Olympic Delivery Authority (“ODA”) has been established to deliver new venues and infrastructure for the Games and to facilitate the Legacy – the Games will last six weeks, but the social, environmental and economic benefits will have a far longer reach. The challenge for the ODA, operating under unparalleled scrutiny, is to deliver the Games and the Legacy in a sustainable way, on time and to budget. To do this, we will need to work with some of the best designers and construction companies in the world, many of them based in the UK. We will need to procure and manage the delivery of goods and services in a way that enables us to deliver on time against a tight budget, and to benefit from the innovation and creativity that these companies can offer, but also to help to realise the aspirations and commitments set out in London’s bid and inspired by London’s Olympic vision. The Procurement Policy detailed in this document sets out how ODA intend to do this and to provide clarity to current and potential suppliers and the wide range of stakeholders that have an interest in how the ODA delivers its functions. The ODA has sought to share a common procurement approach with that of the London Organising Committee for the Olympic Games, the Greater London Authority and the London Development Agency to achieve sustainable development by maximising the economic, social, health and environmental benefits of the Games. -
Stephen Andrew Foster Education
Stephen Foster CV STEPHEN ANDREW FOSTER EDUCATION . BA (First class honours), Engineering, Trinity Hall, Cambridge (1976) . MA (Cantab) (1978) . CEng (1987) AFFILIATIONS . Member of the Institution of Civil Engineers . Member of the British Geotechnical Association Member of the Midland Geotechnical Society . EXPERIENCE 2002 – PRESENT - DIRECTOR - RAISON FOSTER ASSOCIATES Director of a small Geotechnical Consulting Engineer, providing specialist geotechnical advice and design to a range of clients within the construction industry. Principal Current Areas of Specialisation Pile and retaining wall design, slope stability, settlement analysis, earthworks and general geotechnical design. Projects include major transport infrastructure works, basement retaining walls and stability problems. Clients range from major consulting engineers to a variety of specialist contractors. Selected Projects Dover Harbour Berth No.6 replacement. Flint & Neill. Geotechnical assessment of the re-use of existing piled and offshore foundations for a replacement roll-on/roll-off ferry berth. A30 west approach to Beauharnois Bridge, Montreal, Canada. Arup. Embankment design for an earthworks element of a major highways project. Embankment design and construction governed by sensitive marine clays. Options included use of lightweight fill, toe berms and staged construction. London NW1 Euston Road, Unison HQ. May Gurney. Design of contiguous pile walls to a basement excavation in central London adjacent to highways, main services and existing structures. London NW1, Gloucester Avenue. Ramaza Properties. Design of a contiguous pile wall to allow a basement excavation adjacent to Camden Railway Sidings. Jersey, La Collette, Energy from Waste Plant. Amplus. Design of heavily loaded mini-piles on a reclaimed coastal site to support the structures for a new waste plant. -
2016 Annual Report
2016 ANNUAL REPORT Rook Lane Chapel Bath Street Somerset BA11 1DN Cover Image: South West Built Environment Awards Infrastructure Project of the Year: Frome Kier Construction - Cheltenham Racecourse Tel: 01373 468039 [email protected] 2016 Annual Report kindly supported by NVB Architects www.cesw.org.uk @cesouthwest @ConstructingExcellenceSouthWest Contents Reports 2016 SW Built Environment Awards Chairman’s Report 4 Celebrating Regional Excellence & Best Practice 22 CEO Report 5 Achiever of the Year 22 BIM Project of the Year 23 CESW Client of the Year 23 Health and Safety Award 24 Heritage Award 24 What is Constructing Excellence? 7 Image of Construction Award 25 Innovation Award 25 Club Reports Integration and Collaborative Working Award 26 Leadership and Development Award 26 Legacy Award for Sustainability 27 Bath Club 9 Value Award 27 Cornwall Hub 10 Young Achiever of the Year 28 Dorset Club 11 Project of the Year - Building 28 Somerset Club 12 Project of the Year - Infrastructure 29 Gloucestershire Club 13 SME of the Year 29 Plymouth Club 14 Winner of Winners 30 Thought Leadership Forum Reports 2016 South West Construction Summit Construction Clients Group 15 Bringing together the regional construction industry 31 G4C (Generation for Change) 15 Lean Forum 17 Procurement Forum 18 Current Members Use of Outcome Led Procurement Guide 19 CE National Members 32 Adopt a School South West CESW Regional Members 34 Clubs (Administered by the regional centre) 35 Construction companies building relationships with educators 20 Reports Chairman’s Report Could I firstly offer my thanks to everyone who has supported Constructing Excellence South West, throughout what has been an exceedingly busy year, a year of ongoing economic and political change, which continues to evolve. -
8347 Interserve AR 2011 Introduction 4 Ifc-P1 Tp.Indd
Interserve Plc 2011 Annual Report and Financial Statements Interserve Plc Every day, we’re planning, creating and managing the world around you. 2011 Annual Report and Financial2011 Statements INTERSERVE ANNUAL REPORT 2011 OVERVIEW HIGHLIGHTS Across the world, people wake to a new day. We help make it a great day. PROUD OF THE Every day people wake to put We help build and look after this their plans, dreams and goals world and we do this through the VALUE WE CREATE IN into action. lasting relationships our people have built with a range of partners PLANNING, CREATING, To make this happen they need the and clients worldwide to ensure we places around them – their schools, AND MANAGING THE create value for everyone involved. their workplace, hospitals, shops WORLD AROUND YOU and infrastructure – to function well, to support, inspire and add value to their lives. FINANCIAL HIGHLIGHTS HEADLINE EPS* PROFIT BEFORE TAX FULL-YEAR DIVIDEND 49.3p £ 67.1m 19.0p + 15% + 5% + 6% VIEW 2011 ANNUAL REPORT ONLINE: HTTP://AR2011.INTERSERVE.COM INTERSERVE ANNUAL REPORT 2011 OVERVIEW HIGHLIGHTS Across the world, people wake to a new day. We help make it a great day. PROUD OF THE Every day people wake to put We help build and look after this their plans, dreams and goals world and we do this through the VALUE WE CREATE IN into action. lasting relationships our people have built with a range of partners PLANNING, CREATING, To make this happen they need the and clients worldwide to ensure we places around them – their schools, AND MANAGING THE create value for everyone involved. -
ITE – a First for Singapore and Bbcap the Transform Grand Prix Spotlight On… Submissions WELCOME & UPDATE
SPRING 2008 THE QUARTERLY MAGAZINE OF BALFOUR BEATTY CAPITAL IN THIS EDITION ITE – a fIRST FOR SiNGAPORE AND BBCAP The Transform Grand Prix Spotlight on… submissions WELCOME & UPDATE Welcome to the Spring edition of capital Q. The year has got off to a good start. In new business bids for Southwark, Derbyshire Schools and Enniskillen Hospital have been submitted and work continues towards achieving financial close on Islington, Fife and CNDR. Decisions are also pending for the M80 and M25 and we hope to hear on these soon. It has been an exciting time internationally with the purchase of GMH Win America, prequalification on the Etoile Project in France, and in Singapore work has started on the ground at ITE. A fantastic effort was made by the “Hard Way Up Club” who tackled the physically and mentally demanding challenge of the Haute Route. Money is still coming in but at the time of going to press, the team had raised over £14,000 for NCH. Well done to all involved. It has been an exciting time internationally SPRING 2008 with the purchase of GMH in America... THE QUARTERLY MAGAZINE OF BALFOUR BEATTY CAPITAL IN THIS EDITION 4-7 News review Learning and development remains a high priority for us all and I ITE – a first for Singapore and BBCap would ask that you make the most of the performance development Elsewhere in the world... reviews that are coming up in May. In addition Capital College is a Six word memoirs fantastic resource and new courses are being added all the time. -
COLLABORATION the Constructing Excellence Model
Collaboration in Construction Projects WHY AND HOW? Tuesday 23rd February 2016 COLLABORATION The Constructing Excellence Model PAUL GREENWOOD Greenwood Consultants Limited Constructing Excellence Collaborative Working Champions Group @constructingexc Eur Ing Paul Greenwood EMBA CEng MIET FCMI FCQI MICW ISO 11000 Managing Director PC286 Greenwood Consultants Limited GreenwoodConsultants.com @GreenwoodCLtd Member, Constructing Excellence Collaborative Working Champions Group @constructingexc Agenda Constructing Excellence The Organisation and the Movement Background and Activities Drivers for Change Collaborative Working Three Overriding Principles Six Critical Success Factors The Move to Collaborative/Relational Models Q+A @constructingexc Constructing Excellence @constructingexc The Organisation The single organisation driving change in UK construction The platform for industry improvement to deliver better value for clients, industry and users through collaborative working “BETTER TOGETHER” @constructingexc The Movement 84 national members, 9 regional Centres 35 local best practice Clubs, 718 G4C members, 10 partners in the CE International Alliance @constructingexc Brought together by the UK Government - funding is now from industry Industry membership Government Commercial programmes income @constructingexc Six Core Activities - to support continual improvement Action research & innovation Leadership & Demonstrations influence Core activities Learning KPIs & events benchmarking & training Guidance & tools @constructingexc Current Theme -
Lean Construction Last Planner Implementation Programme Driving Business and Project Excellence Improving Efficiency, Removing Waste
Constructing Excellence Lean Construction Last Planner Implementation Programme Driving Business and Project Excellence Improving Efficiency, Removing Waste 1 Introduction 2 Benefits Lean Construction and its associated tool, Last Planner have been highly Benefits are often surprisingly quick to be realised and are usually successful in the New Zealand infrastructure environment. tangible and measurable. Typical benefits include: Take-up of the concepts began in 2009 when Constructing Excellence NZ first introduced the concepts into New Zealand. Since then, many projects • Waste is targeted, owned and identified across the full range of have reported a range of benefits, not least the Manukau Harbour people working on a project. Crossing project completing 7 months ahead of schedule and one large • Productivity is measured and tangibly improves within weeks. contractor reporting a 30% increase in profitability since using Last Planner. • The method fosters a collaborative approach with enables people to work in an enjoyable environment of Trust, Openness & Organisations such as Fletchers, Fulton Hogan, NZTA, Arrow International Honesty. and Naylor Love and now use Lean Last Planner, often as a standard approach for their projects. • The project team becomes integrated; each individual gains a better understanding of their part in the overall project and Last Planner is a methodology which empowers a collaborative culture of importantly how their performance impacts others. planning and enables a team to manage programme risk on a daily -
EDGE Institution Report 0810
EDGE Report - August 2010 Edge activities - summary In the two years since the last Edge report the group has been busy on a wide range of fronts with the publication and launch of the five Edge Futures books, the research project on housing the elderly in collaboration with the Department for Communities and Local Government, preparations for the COP 15 in Copenhagen in December 2009 and working with the government’s Chief Construction Adviser on the Low Carbon Construction report, in addition to debates and other events. The Edge also maintains its links with its sponsor institutions (the RIBA, ICE, CIBSE, IStructE & RICS). The Edge committee The Edge ‘Committee’ continues to meet on a monthly basis with several members achieving additional prominence: Guy Battle Battle McCarthy 1 Paul Jowitt became the President of the Institution of Civil Engineers Dr Bill Bordass Usable Buildings Trust in November 2008 Chris Beauman European Bank for Reconstruction Bill Bordass has been a visiting fellow at the Lawrence Berkeley and Development 2 Andrew Comer Buro Happold National Laboratory in California Paddy Conaghan Hoare Lea 3 Robin Nicholson has chaired the Zero-carbon Task Force for DCSF Dr Frank Duffy PPRIBA Co-Founder DEGW 4 Andy Ford has been appointed a Vice-President of CIBSE Rachel Fisher CABE 5 Sunand Prasad is the immediate past President of the RIBA Prof Max Fordham PPCIBSE Max Fordham LLP Andy Ford Mott MacDonald Fulcrum Other members of the committee continue their active involvement with Simon Foxell The Architects Practice the -
Interserve Modern Slavery Statement
Interserve Modern Slavery statement We have a workforce of c 45,000 in the UK, c5,000 in our overseas subsidiaries and c22,000 in our Middle East associate companies, delivering construction, support services, and frontline services covering a range of sectors, worldwide.1 In addition to our directly employed workforce there are many people employed in our supply chain. Our values and our culture guide us to operate ethically and transparently. Consequently, we are committed to ensuring that Modern Slavery2 does not exist in our workforce or our supply chain. This statement should be read in conjunction with our Human Rights policy, http://www.interserve.com/docs/default-source/about/policies/human-rights-policy.pdf and with the policies and the supplier codes of conduct of our operating companies which state our position on human rights and the ethical standards we set for our own business activities and expect of our supply chain. Our whistle blowing policy and procedures http://www.interserve.com/docs/defaultsource/about/policies/whistle-blowing- policy.pdf?sfvrsn=14 provide clear guidance for our own employees and those employed in our supply chain on what to do should they suspect modern slavery is taking place. The main Modern Slavery risk within our subsidiaries’ operations stems from bringing workers employed by other companies on to our own or our customers’ sites, particularly agency workers. There are also potential risks in our supply chain in relation to goods and services at tiers 1 and below. Our suppliers and sub-contractors are required to comply with our business practices and ethical supply policies and our site induction processes extend to sub-contractors’ workers operating on our sites. -
Langdon Innovates in Tight Budget with Procure21 Procure21 Used to Get Medium-Secure Mental Health Build up and Running While Saving on a Tight Budget
Room The design specification Operating development policy process Supplier Literature/ development research review + Repeatable Standardisation ProCure21 provides Post-project 4 Evidence 9 room evaluation matrix design of components and room “open-book” ethos at designs saves money Barrow-in-Furness mental for NHS Trusts health facility Patient Implemen– focus tation group Clinical Previous review scheme designs Peer review FOLLOW US ON TWITTER @DHP21PLUS Langdon innovates in tight budget with ProCure21 ProCure21 used to get medium-secure mental health build up and running while saving on a tight budget April saw the completion of approved by the local Strategic Langdon Hospital’s men-only Health Authority with a budget medium-secure mental health of £45m – but Devon Partnership facility, a 60-bed unit replacing NHS Foundation Trust felt this was a smaller facility that had become unaffordable. Instead, ProCure21 was unfit for purpose. The new facility employed to bring the entire project includes extensive therapy facilities, within budget constraints. with a computer lab, art and music therapy rooms, a gym, shop, café and Although Trust project director Jim library, and is situated on a 110-acre Masters had some experience of the above Main entrance at site with an external sports barn and framework, project manager Craig Langdon Hospital’s men- multi-use games area. The original O’Dwyer was new to it, and the Trust only medium-secure mental project was a PFI new-build, officially health unit right An external courtyard continued on -
Promotional Campaign to Local Authorities to Increase The
Creating markets for recycled resources es at g Aggre Promotional Campaign to Local port: Authorities to increase the specification, Re procurement and use of recycled and secondary aggregates in Highway and Street Maintenance Project Code: AGG0051 FINAL VERSION 11/05/05 Date of commencement: September 2004 Finish date: April 2005 Written by: Gilli Hobbs, Katherine Adams – BRE Murray Reid, Mary Treen - TRL Published by: The Waste & Resources Action Programme The Old Academy, 21 Horse Fair, Banbury, Oxon OX16 0AH Tel: 01295 819900 Fax: 01295 819911 www.wrap.org.uk WRAP Business Helpline: Freephone: 0808 100 2040 27th May 2005 ISBN: 1-84405-202-8 Prepared by Katherine Adams, Murray Reid and Name Mary Treen Position Project team Approved on behalf of BRE Signature Name Gilli Hobbs Director Centre for Resource Position Management Date 27th May 2005 BRE Bucknalls Lane Garston Watford WD25 9XX Tel : 01923 664000 Fax : 01923 664010 Email : [email protected] Website : www.bre.co.uk 1 Promotional Campaign to Local Authorities – Recycled Roads Executive Summary Over the period January to March, 2005 a series of highly successful interactive workshops was run for local authorities throughout England to help them maximise the use of recycled and secondary aggregates (RSA) in highways and street maintenance. ‘Recycled Roads – Building Knowledge, Engineering Confidence’ was a series of ten events funded by WRAP and managed by BRE and TRL. Almost 500 delegates attended, drawn from over 100 local authorities, their advisors and suppliers and each event in the series generated highly positive feedback and a real appreciation of the opportunities and benefits of using recycled materials. -
Completed Acquisition by Interserve Plc of the Facilities Management Business of Rentokil Initial Plc (Initial Facilities)
Completed acquisition by Interserve plc of the facilities management business of Rentokil Initial plc (Initial Facilities) ME/6432-14 The CMA’s decision on clearance under section 33(1) given on 29 May 2014. Full text of the decision published on 11 June 2014. Please note that the square brackets indicate figures or text which have been deleted or replaced in ranges at the request of the parties for reasons of commercial confidentiality. Summary 1. On 18 March 2014, Interserve plc (Interserve) acquired the facilities management (FM) business (Initial Facilities) of Rentokil Initial plc (Rentokil) through the purchase of a combination of shares and assets. The Competition and Markets Authority (CMA) considers that the parties have ceased to be distinct and that the turnover test in section 23(1)(b) of the Enterprise Act 2002 (the Act) is met. The CMA therefore believes that it is or may be the case that a relevant merger situation has been created. 2. The parties notified the completed merger to the Office of Fair Trading (OFT)1 on 31 March 2014. The administrative deadline for the CMA to make a decision on whether or not to refer the merger to a phase II investigation is 29 May 2014. 3. The parties overlapped in the provision of FM services in the UK. The CMA analysed the effects of the merger on the provision of FM services in the UK as a whole, and also taking into account the information received by it on how competition varies across certain segments and geographies. 1 The Competition and Markets Authority (CMA) was established on 1 October 2013.