V19 No1

Planning application for Belfast development approved

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Publications EditorVictoria Lee

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Comment – Richard Lane @ Creonova tells us why he has the best job in the world.Comment – Considerate ConstructorsComment – Design with metal theft in mind by BSIA Chief Executive, James KellyComment - Creating Habits for Success: Four Strategies for Staying On-TrackEducation & Training Spotlight – TAC on ApprenticeshipsEducation & Training Spotlight – Louise Hosking of Hosking Associates Ltd looks at the Advantages and Disadvantages of CDM15Education & Training Spotlight – Priority School Building ProgrammeEducation & Training Spotlight – National Road Safety WeekMiddle East Spotlight – UK & UAE discuss opportunities in the sustainable sector.Education & Training Spotlight – Business reforms pick up in Middle East and AfricaCase study: Patterson Pumps IrelandComment – Joe Crawford at Schneider Electric Ireland looks at Holistic solutions for energy efficiency

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Planning permission has been granted for the redevelopment of the former Belfast Metropolitan College site in the city centre to include a new 206-bedroom hotel.

Belfast City Council’s planning committee approved the application from McAleer & Rushe to redevelop the corner site at Brunswick and Franklin Streets for a 14-storey mixed-use development with a hotel, restaurants, bars and conference facilities. The hotel will have an entrance facing on to Blackstaff Square.

The proposal was recommended for approval subject to conditions under the planning act between the developer and council. The news follows a recent planning committee decision

to approve Hastings Hotel application for the refurbishment and extension of Windsor House in Bedford Street.

The planning committee was also updated on work carried out by the Belfast planning service over the first six months since transfer of statutory planning functions to councils from the Department of the Environment.

Committee Chair Matt Garrett said: “Among the planning applications considered by the committee in the first six months, there have been a number of major applications which have included the Boutique Hotel in the Titanic Quarter; Belfast Grand Central Hotel in Bedford Street; Titanic Exhibition

Centre and the planning application for Allstate six-storey office development.

“These applications alone represent a significant investment in the city with £30M proposed for the Belfast Grand Central hotel alone. The approved plans will create significant employment opportunities and contribute to the continued regeneration of the parts of the city in which they are located.”

Planning application forBelfast development approved

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The first newly refurbished Enterprise train has entered passenger service marking a significant milestone in a £12.2M train upgrade programme.

Work on the major service overhaul has been financed through the European Union’s INTERREG IVA Programme, managed by the Special EU Programmes Body (SEUPB) with support from the Department for Regional Development and the Department of Transport, Tourism and Sport (DTTAS) in Ireland.

With the first train now in daily use, customers travelling between Belfast and Dublin will experience the start of the transformation of the cross-border rail experience with the remaining trains due to be in service over the coming months.

Transport Minister, Michelle McIlveen said: “The Northern Ireland Executive has invested significantly in railways and trains over the last decade with 43 new trains at a cost of around £200M in total. This has resulted in a tremendous growth in passenger numbers with a doubling of rail passengers in the last decade. Last year alone nearly 13.5 million rail journeys were made in Northern Ireland. I am confident that this major improvement in the Enterprise trains will encourage even more growth in rail passengers along this key strategic rail link.”

Welcoming the launch, Finance Minister Arlene Foster said: “The Enterprise service between Belfast and Dublin provides an important infrastructure link for passengers travelling between the two cities. This delivery of this project, supported under the EU’s INTERREG IVA programme, will deliver social and economic benefits for citizens in both Northern Ireland and the Republic of Ireland, which will in turn contribute to economic growth and prosperity.”

Speaking at Belfast Central Station ahead of the train’s departure to Dublin Connolly Station, Translink Group Chief Executive Chris Conway said: “This is great news for our customers. The service looks and feels like a modern new train with the emphasis on comfort, service and value.

“Customers will first notice the train’s striking modern new look with a stylish purple, red and grey livery. Stepping on board, the transformation is incredible with vibrant, eye-catching new colour schemes, attractive seating with power sockets, plush carpets, new tables and lighting. Once all trains are completed we will also have our new electronic seat reservation displays operating.”

Refurbishment of all remaining Enterprise trains is scheduled for completion by the end of 2015.

First refurbished Enterprisetrain hits the tracks in style

The 2015 Sector Global Accounts and report has been published at the annual Northern Ireland Federation of Housing Association (NIFHA) conference.

The report, which assesses the financial performance of the 23 registered housing associations in Northern Ireland, indicates that, despite an increase in operating costs (up 4.5%), the sector’s turnover has risen by 5.5% to £214M in 2014/15.

While PwC has been preparing global accounts for the sector for four years, this the first time that the NIFHA has published a report on housing associations’ financial performance.

The findings demonstrate that Northern Ireland’s housing associations are continuing to operate efficiently and deliver lasting value for money.

Addressing the audience at the Annual NIFHA Conference, Social Development Minister Mervyn Storey MLA said: “Over the years, the housing association sector in Northern Ireland has continued to grow and innovate. This is demonstrated quite clearly in the financial position outlined today.

“Last year saw the biggest number of social housing starts for many years and I was delighted to see the Programme for Government target for social and affordable homes exceeded, with the delivery of 10,066 homes. For that, I want to thank the sector, and indeed the Housing Executive, for providing this high quality, much needed homes for those in need.

“I know the sector is keen to deliver more and play their part in not just building homes but also in shaping places and communities. Innovation in this area is very welcome but none of this innovation can happen if we don’t get the basics right. I am pleased to see a consistently improving picture on regulation. Good governance must be central to all our thinking.

“I very much appreciate the excellent working relationship between my department, the federation, NIHE and individual housing associations – a partnership that is delivering for the people of Northern Ireland.”

Sector report highlights Northern Ireland housing performance

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Irish owned water treatment specialist EPS Group and their local partner, Biotech Nigeria, have announced a strategic partnership with both the Lagos State Ministry of Environment and Ministry of Physical Planning and Urban Development for cooperation on wastewater services. The agreement also included the extension of an existing arrangement between EPS/Biotech and the Wastewater Services Department for Lagos State. The announcement was made during the Enterprise Ireland Trade Mission to Nigeria and Ghana, led by the Minister for Agriculture, Food, and the Marine, Simon Coveney, TD.

EPS and Biotech have been working together in the region since 2011 and have developed a unique position whereby the combined strengths of both organisations are being deployed to support the state of Lagos in the provision of wastewater services.

The companies continue to provide a

range of services including training and development, capacity development and feasibility and consultancy services to the Lagos State Wastewater services department as well as guidance and best practice for the treatment of domestic, commercial and municipal wastewater.

In the past five years the partnership has completed more than 50 projects for a range of sectors including the provision of wastewater treatment facilities for homes, banks, schools, hospitals and office developments.

Present at the announcement of the strategic partnership, Minister Coveney said: “EPS are an exciting and dynamic company that has already had significant success in the Nigerian market. They are building and developing partnerships in Nigeria long term and have some very impressive ongoing partnerships here in the areas of waste water treatment and other environment interests.

Today marked another important step forward in the Nigerian market for EPS and I hope to see them continue to grow here in the coming years.”

Patrick Buckley, Deputy Managing Director of EPS Group commented: “EPS/Biotech is looking forward to continuing our efforts to support Lagos Stage Government in its objective to achieve a cleaner and more sustainable environment.”

Aanu Talabi, Managing Director of Biotech added: “We are delighted to have the support of EPS group in our efforts to deliver sustainable wastewater solutions for the people in Nigeria.”

While Lagos state is the smallest state in Nigeria, it has the highest population at 17.9 million and this is due to increase twofold by 2050. The mega city generates 25% of Nigeria’s total gross domestic product.

EPS Group announces partnership with Lagos State Ministry

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Turner & Townsend, the global programme management and construction consultancy, has successfully completed its latest project with Queen’s University Belfast by playing an integral role in the delivery of a world class medical research centre.

The consultancy managed costs on behalf of the university from inception to completion of the Wellcome-Wolfson Institute for Experimental Medicine (WWIEM). A new four-storey building was constructed, which included 7,320sq m of biomedical research laboratories, secondary laboratory space, offices and cold storage. It will provide accommodation for 330 members of staff who specialise in research into finding cures for chronic diseases.

The facility adjoins the Centre for Cancer Research and Cell Biology on the site of the Belfast City Hospital. A seamless connection was achieved after 90% of the work was carried out at night time and weekends to allow research in the neighbouring laboratories to continue without interruption.

The project, which was built over two years and is valued at £18.7M, was one of the first and largest schemes in Northern Ireland where BIM – a process

involving the generation and management of digital 3D modelling – was used. The university also adapted ‘Soft Landings’ for this project and Turner & Townsend assisted in Stages 1 & 2 of this process.

Turner & Townsend also completed several lifecycle costing studies, helping the design team create a prime example of carbon reduction, with the aim of helping the university achieve its target of cutting CO2 emissions by 21% by 2020.

In addition to Turner & Townsend, the design and contracting team for the project included Ostick & Williams, Albert Fry Associates and O’Hare McGovern.

Eamonn O’Hare, Managing Director of the main contractor O’Hare & McGovern, commented: “There is no doubt that this is a world class facility. As research centres go, there will be few to equal this one.

”The Wellcome-Wolfson Institute for Experimental Medicine is the product of two years of hard work by a group of dedicated individuals who embraced the scheme from day one to make it something very special. It’s a landmark development of which we are all immensely proud.”

The Enterprise Europe Network (EEN), the world’s largest support network for small and medium-sized enterprises (SMEs), has announced a new partnership with 31 Local Enterprise Offices in Ireland. This will mean free access for Irish companies to Europe’s largest database with up to 10,000 new business and technology opportunities in the EU and many other major global markets.

Speaking at the announcement, the Minister for Jobs, Enterprise and Innovation, Richard Bruton TD commented: “This new partnership between the Enterprise Europe Network and the Local Enterprise Offices will provide Irish companies with an important gateway into the EU and a bigger footprint globally. I am confident that this new partnership will help our companies forge new international partnerships which will contribute to a boost in Irish exports.”

The Enterprise Europe Network in Ireland is a joint partnership between Enterprise Ireland, Local Enterprise Offices, Dublin Chamber of Commerce and Cork Chamber of Commerce. Launched in January, the Network is co-financed under ‘COSME’, the EU funding programme for the Competitiveness of Enterprises and SMEs.

The services are tailored for SMEs but are also available to all other businesses, universities and research centres.Also speaking at the announcement Tom Hayes, Divisional Manager, Regions & Entrepreneurship, Enterprise Ireland said: “Today’s announcement will open doors for Irish companies to foster new partnerships and access up to 60 international markets, get advice on EU funding and support on bringing their innovative products and technologies to a global audience. It is an important step in bringing Irish companies closer to our European

counterparts, and will enhance the services that Local Enterprise Offices can offer Irish companies.”

Oisin Geoghegan, Local Enterprise Offices commented: “As the first-stop shop for enterprise, the network of Local Enterprise Offices’ role is to encourage a culture of entrepreneurship in Ireland. In partnership with the Enterprise Europe Network, Local Enterprise Offices across the country can now support SMEs in becoming more knowledgeable and competitive in global markets, leading to greater international business opportunities.”

Information on the Enterprise Europe Network (EEN) can be found on the dedicated Irish website www.een-ireland.ie as well as the EU website http://een.ec.europa.eu/.

Turner & Townsend completes cost management services on £18M medical research centre

Global business opportunities for Irish SMEs

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Minister for Transport, Tourism and Sport, Paschal Donohoe TD, attended a special event to mark the completion of the cross-border Drogheda Viaduct refurbishment project.

In receipt of €6.1M worth of funding under the EU’s INTERREG IVA Programme - managed by the Special EU Programmes Body (SEUPB) - the project will ensure that existing journey times on the Dublin-Belfast railway line are maintained.

A significant refurbishment, the project has involved the installation of a new drainage system to capture and remove rainwater, steelwork repairs to replace sections of the bridge’s steel infrastructure and the relaying of track work over the viaduct itself.

Designed by Irish civil engineer Sir John MacNeill construction of the viaduct was originally completed in 1855 and at the time was considered to be one of the wonders of the age. Iarnród Éireann was the lead partner for the delivery of the refurbishment project which will now ensure the

safe and efficient operation of the railway line. It is an icon of the town of Drogheda, and of Irish civil engineering.

Speaking at the launch of the project Gina McIntyre, Chief Executive of the SEUPB, said: “This project will help to deliver upon one of the core objectives of the EU’s INTERREG IVA Programme, in terms of supporting infrastructure that will create a more sustainable cross-border region. The refurbishment of the viaduct will ensure continued levels of rail service within the Dublin to Belfast corridor, thereby safeguarding continued cross-border business and tourism development.” Match-funding for the project has been supplied by the Department of Transport, Tourism and Sport (DTTAS) in Ireland and the Department for Regional Development (DRD) in Northern Ireland.

Welcoming the completion of the refurbishment project Minister for Transport, Tourism and Sport Paschal Donohoe TD, said: “The rail line connecting Dublin and Belfast provides a very important cross-border

transport link. The refurbishment of the Drogheda Viaduct on the line will help ensure that we continue to enjoy safe, efficient and punctual rail services along this strategic transport corridor, which plays such a key role in supporting the development of trade and tourism between the two biggest cities on the island.”

The old paintwork covering the viaduct has been removed and replaced with a more suitable and modern protective paint system which will help to safeguard the stonework over many years.

Congratulating Irish rail on the refurbishment work Northern Ireland’s Minister for Regional Development Michelle McIlveen MLA, said: “I congratulate everyone involved in the successful completion of the viaduct refurbishment project. This is a significant achievement which will ensure that our future plans for improved and modernised cross-border services between Belfast and Dublin are realised.”

Minister Donohoe opensrefurbished Drogheda Viaduct

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The Minister for Arts, Heritage and the Gaeltacht, Heather Humphreys TD, has launched an action plan for historic houses in private ownership.

The action plan focuses on ways to strengthen links with local communities and local authorities; the development of visitor programmes; boosting marketing and tourism opportunities and improving links between historic houses and the educational sector.

The action plan is the result of the work of the Irish Historic Houses Committee, which the Minister established in February 2015. The committee included representatives from relevant Government Departments, the Irish Historic Houses Association, Fáilte Ireland, relevant non-governmental organisations and a number of individual house owners.

Minister Humphreys said: “My department estimates that there are up to 2,000 historic houses across the country. These properties are not just historically significant, they are also important assets to local

communities which can help to drive tourism and economic activity.

“Due to the age and scale of these properties, owners and custodians face huge challenges meeting their upkeep. While it is not realistic or prudent for the government to provide large amounts of financial support, I believe we must consider ways to better support historic houses so we can secure their viability into the future.

“This action plan sets out a number of practical steps which will help to safeguard the future of historic houses. Four of the nine actions contained in the action plan will now be treated as a priority:

• The development of a Historic House-Living Museum programme, for private houses open to the public to help attract more visitors and tell the stories of these houses. • The development of a specific visitor promotional programme. • The establishment of a building

conservation advisory service for owners of historic houses, to help advise them on the maintenance and upkeep of their properties.

• A review, in collaboration with the Department of Finance, of Section 482 of the Taxes Consolidated Act 1997.

“It is clear that without action, these heritage properties will fall into decline. This action plan should be seen as a first step; my department will now set about implementing the priority actions and will work with local authorities, property owners and other agencies to provide better support and advice for historic houses across the country.”

Susan Kellett, Chairman of the Irish Historic Houses Association said: “I would like to thank the Minister for this welcome and far sighted initiative to assist and support the private owners of historic houses. We now all have the task of ensuring that the action plan delivers for owners, their houses, for local communities and indeed for the country.”

Minister Humphreys publishesaction plan for historic houses

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Neopost and Minister for Business and Employment Ged Nash TD, have announced the creation of 100 jobs and an investment of €15M in a new European Operations Centre in Citywest, Dublin. The jobs were announced at the official opening of the new facility - to be known as NeoCentre - in the presence of the Minister Nash. The investment is supported by the Department of Jobs, Enterprise and Innovation through IDA Ireland and will bring Neopost’s total employees in Ireland to almost 160.

The new NeoCentre will help manage 300,000 active customers in 13 European countries, including Ireland.

Neopost is the number two global supplier of mail solutions and a major player in digital communications. Headquartered in France, it helps companies manage and improve customer communications. The Company employs over 6,000 people worldwide and has two existing businesses in Ireland, Neopost Ireland Ltd

and Neopost Finance Ireland Ltd - dealing with customers and leasing, respectively - with combined employee numbers of 59.

Over the next two years, Neopost will recruit people with expertise in management, finance, IT, telesales and administration. Multilingual candidates will also be welcomed, and while many of the roles will be aimed at English speakers, candidates with French, Italian and German are also sought.

Clem Garvey, Chief Operating Officer Europe, APAC, Export, Neopost, says: “Dublin will be a very important site for us in our global operations and this announcement is a sign of our belief in Ireland as a great place to do business and to find some of the best talent in Europe.

“Neopost’s European operations are expanding and changing constantly and we require a skilled workforce to support those activities. With a

multilingual and highly adaptable workforce, Ireland is abundant with talent – it’s little wonder it is on track to be Europe’s fastest-growing economy for the second year in a row. On top of that, with its ease of doing business and impressive track record in shared services centres, Ireland is the ideal location for our European Operations Centre.”

Minister for Business and Employment, Ged Nash TD, said: “I am delighted to be here to open the new European Operations Centre for Neopost and to announce a major expansion of the company with 100 new jobs. These are highly skilled jobs across a range of disciplines and are welcome news for Dublin and the wider region. Neopost is a dynamic company that is unafraid to innovate and adapt - and to help its clients evolve in a digital age. I wish Clem and his team continued success in their new centre of operations.”

Neopost announces 100 newjobs following €15M investment in Ireland

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The Minister for Education and Skills, Jan O’Sullivan, TD, has announced that the Inspired Spaces Consortium has been selected as the preferred tenderer for the provision of the five new schools that have been included in Bundle 5 of the Department’s Public Private Partnership (PPP) programme.

The Minister stated: “It is my pleasure to announce that, subject to the conclusion of the remaining stages in the procurement process, it is anticipated that construction of these five schools will commence in summer 2016. It is expected that construction will be completed and that the new school buildings will be available for occupation in the second half of 2017.The importance of these new schools to the communities within which they are located cannot be underestimated. In addition to offering greatly enhanced state-of-the-art educational facilities to students and staff, this project will provide over 4,800 new school places on four new campuses. The

staff and students in all five schools can look forward to using the most up-to-date designs and facilities that will be maintained by Inspired Spaces to the highest standards.”

Under the PPP model, the schools will be designed, built, financed and maintained for 25 years by the Inspired Spaces Consortium. The day-to-day caretaking, maintenance and cleaning of the school will be managed by Inspired Spaces leaving the management and staff of the school with more time to concentrate on their core educational activities.

The Schools Bundle 5 PPP programme will consist of five schools on four sites in counties Carlow, Wexford, Wicklow and Meath. The schools included in the Bundle 5 are:

• Tyndall College Campus in Carlow will consist of a development that will provide accommodation for over 2,000 post primary and further education students.

• Loreto College, Wexford will be a replacement post primary School and will provide 900 pupil places.

• Colaiste Raithín, Bray, Co Wicklow will be a replacement post primary school and will provide 450 pupil places.

• St Philomena’s National School, Bray, Co Wicklow will be a replacement 24 classroom primary school with SNU. Both Colaiste Raithín and St Philomena’s NS will be constructed on a single new site in Bray.

• Eureka Secondary School, Kells, Co Meath will be a replacement post primary school and will provide 800 pupil places.

Inspired Spaces is a consortium comprising of Carillion Private Finance & DIF Infra 3 Ireland, Carillion Construction and Carillion Services.

Preferred tendererappointed for five new schools

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The consensus amongst several studies puts total waste within the industry between 30-35%, equivalent to around 5% of GDP. In other words, 5% of this country’s output is wasted. But it gets worse… Construction enables pretty much every other industry in this country – so you can effectively add to that 5%, the knock-on effect on all those other sectors. If construction companies are able to specify projects correctly and carry out projects with optimum levels of efficiency, that means better environments for education and for health and ultimately better business outcomes too. And it’s not just about buildings, construction is also very much about infrastructure, the transport network being a case in point. Inefficiency gets driven through the entire economy. So, if we can fix that issue, then it does truly represent a great opportunity to really improve the economic and societal impact that this country can deliver. In fact, BIM is like a Trojan horse for change. It is a catalyst for other things to occur. I’ve worked with many, particularly public sector, clients. Historically, most say they are too busy to think about doing things better. They are so driven

by their operational goals that they never take a step back and see that what they are doing is inefficient and wasteful. That’s why having BIM as an agent of transformation and the mandate to drive that change forces people to take the time to step back and reflect. They start to introduce changes that have nothing to do with BIM but that opportunity has given them the chance for wider evaluation. That means we see issues like whole life efficiency; exports; the image of the industry and skills development all being driven from a change that originates with the introduction of BIM. So, we see all of the target outcomes outlined in UK Industrial Strategy: Construction 2025 document suddenly appear a lot more achievable. When I first saw the numbers I must admit I did not fully believe them: delivering a 50% reduction in the overall time from inception to completion for new build and refurbished assets, for example, or achieving a 33% reduction in the whole life cost of built assets. Now I think these are actually a little bit soft. I think we can do even better than that by 2025! So, to go back to my point about having the best job in the world. Dan Pink in his book ‘Drive’ looked at the research

around motivation for individuals and found that it was not driven by financial reward it was driven by three factors – autonomy, mastery and purpose. I believe the transformation that’s being driven by BIM enables everybody to achieve all of these three. We get the opportunity to be autonomous. The leadership for BIM transformation in this country is not coming from the top executives, its coming from people at working level, people in different roles who are passionate about making a difference. They are not driven by financial reward. They are doing it because they are passionate about the subject, not because they are the top executives in their organisations. Government has been trying to change construction for 70 years. But with the UK BIM mandate and the movement within the industry, we have the chance to get it right this time. So please join me. If we all embrace it then we can really make this level of difference and change to our country. And if we can have that level of purpose in our work… why wouldn’t it be the best job in the world?”

Why I Have the Best Job in the WorldRichard Lane, director and lead consultant of Creonova Consulting, a KnowledgePoint brand.

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Mike Petter, Chairman of the Considerate Constructors Scheme outlines why In today’s world, we’re continuously faced with a barrage of information, advice and guidance - much of which can often lead to confusion, rather than being helpful. The Considerate Constructors Scheme (CCS) has, reassuringly, a clear and simple objective: to improve the image of the construction industry and encourage best practice beyond statutory requirements.

The not-for-profit Scheme was established by the industry back in 1997, and has become the recognised force for improvement within construction. That’s a pretty important role given construction contributed £92 billion in economic output last year (6.1% of the total)*. Furthermore, the industry is forecast to grow by over 70% within the next 10 years. Great growth opportunities and playing a pivotal part in the nation’s economy are, however, met with steep and urgent challenges: construction faces a dearth of workers – over 200,000 more are needed in the next five years, women continue to be underrepresented, and there’s growing pressure on the environment in order to meet the demands of an ever-expanding population. The industry recognises the Scheme’s impact on helping to tackle these challenges, so much so that it has become a tendering condition for a large number of publicly and privately funded projects.

´ How does it work?

The Scheme works through the voluntary registration of construction sites, companies, sub-contractors and suppliers. These organisations agree to abide by the Code of Considerate Practice. They are monitored by industry professionals on their performance in three areas of the Code: consideration towards the general public, the workforce and the environment. Every year, the Scheme registers around 8,000 sites and makes over 15,000 site visits.

By displaying Considerate Constructors Scheme posters around the site, companies can promote their registration.

The posters also provide a name and telephone number of the site manager or company contact and a Freephone number of the Scheme’s administration office should any passers-by wish to comment. Registered companies and suppliers can also display a vehicle sticker or magnet, showing their unique registration number, on every company vehicle used on the public highway.

´ Striving for better

The best performing sites and companies are recognised at the Scheme’s annual National Awards programme. The awards range from the top achievement of ‘Most Considerate Site or Company’ through to Gold, Silver and Bronze Awards. Being an award-winner is a real badge of honour, and the achievement is highly revered across the industry.

´ Business benefits

There are a number of compelling cases for gaining CCS membership: it can often support winning new business and help with the planning process, by demonstrating commitment to adding social value, minimising inconvenience for local communities and disruption to the environment. In many cases, registration with the Scheme is mandatory for some clients and the vast majority of major contractors register all of the sites with the Scheme. The advice and guidance provided during site visits has been instrumental in helping construction sites to become more efficient, whether it’s in how they communicate with their workforce through to developing stronger relationships with their supply chain. ´ Sharing best practice

With over 18 years of monitoring construction sites, the Scheme has collected a vast library of examples of best practice which exceed the requirements of the Scheme’s Code.Examples come from a range of organisations and project sizes, covering huge billion-pound projects right through to small scale building works. Earlier this

year, the Scheme introduced the Best Practice Hub to share these examples with the industry. Any organisation can use the Hub and, once registered, can update it with their best practice examples, case studies and tips.

´ The next generation

The Scheme plays a vital role in making construction an exciting, challenging and rewarding place for the next generation of employees. The Scheme developed the industry mascot, Ivor Goodsite, a costumed character for construction companies to use to engage with a younger audience to encourage safety on and around construction sites and to promote all that is positive about the UK construction industry.

The Scheme also works directly with secondary schools, colleges and universities to speak to young people to get the message across that the industry offers great career opportunities - whether its skilled technical careers on site or across fields including surveying, architecture, planning, finance, HR, marketing and management.

For further information about the Considerate Constructors Scheme visit www.ccscheme.org.uk

*Construction industry:statistics and policy,House of Commons, 2015.**Construction SkillsNetwork Forecast,CITB, 2015.

Considerate construction

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According to the Office of National Statistics (ONS) the number of metal thefts has declined to 27,512 offences recorded in 2014/15, representing a decrease of 35% compared with 2013/14 . However, metal theft still costs the UK hundreds of millions of pounds every year and should therefore be considered in the design of new buildings. James Kelly, Chief Executive of the British Security Industry Association – the trade body representing the UK’s private security industry – looks at how construction sites can be protected against metal theft.

The potential targets of metal theft are endless, ranging from railway infrastructure, plaques on graves or memorials to lead piping or roof tiles on houses, criminals will target valuable materials such as lead or copper for their extrinsic value. Metal theft is an attractive proposition for criminals due to the relative ease of passing them on and making a quick profit. Such materials are considered to be easily recyclable lucrative commodities and the culprits often utilise these raw materials in order to generate new products.

Whilst there has been a decline in the number of metal thefts in recent years, partly due to the introduction of the Scrap Metal Dealers Act in October 2013 - which requires dealers to hold a licence to trade scrap metal – the ability for raw materials to be recycled, means that it is still not impossible for stolen materials to be sold on.

New buildings tend to utilise an array of different raw materials throughout the construction process. Therefore, designing a building with the risk of metal theft in mind can be extremely beneficial, potentially preventing the loss of valuable materials once the building is complete. Security measures on construction sites should be implemented from the start of any construction process,

being considered in the design stage, right through to the final phases of construction. Metals are perhaps most vulnerable during the construction process when materials can be left unattended for longer periods of times.

´ Covert Security

Many may have the impression that security measures consist of robust obstructions that are likely to compromise the aesthetics of a building; however, this is simply not the case. There are many covert solutions which can help protect the materials of a building, without affecting the building’s design. Many BSIA members have had direct experience of this sort of specification and have shown that effective security measures do not always need to be visible.

One BSIA member, Optex Europe, provided a solution to a rural church in Essex, in the form of wireless virtual perimeters. A series of detectors were installed along the roof, creating a perimeter without the need for obtrusive wires. If an intruder happens to cross over this perimeter, key holders are alerted and can respond accordingly.

Another BSIA member, GJD Manufacturing Limited, partnered with E-bound to develop an electronic wireless roof system comprised of passive infrared motion detectors in order to detect intruders. Over 350 of these systems have been installed on various churches and heritage sites across the UK.

In both of these examples, there has been a requirement for security which doesn’t affect the overall appearance of the building. But it isn’t just heritage sites that require these sorts of systems; many new constructions also require solutions that maintain a ‘clean’ look to the building. Covert perimeter security can be installed to fit all kinds of structures.

´ Marking materials

Another key method of protecting metals from theft is by having materials asset and property marked. By marking materials with a forensically coded solution, if stolen, the goods are rendered worthless by either their covert or overt markings. Security marking gives police the opportunity to catch and convict criminals, and consequently, return the stolen goods to their rightful owners. The process of property marking involves uniquely marking items using a permanent marking product, and subsequently registering that item to a secure national database. Police can then check this database to see if items that come into their possession have been registered stolen. Security marking can also act as a successful deterrent to thieves by placing signs around a building site clearly stating that property has been marked.

There are a wide range of marking solutions available, and BSIA members distribute a large proportion of the products in the UK that use forensic codes. In the interests of building aesthetics, there are a number of solutions that can be used which are invisible to the naked eye.

Whenever it comes to procuring any security product or service, the most important thing to consider is quality. Choosing a reputable security supplier is essential and will not only ensure that your site receives the best protection, but it can also prove more cost-effective in the long run.

BSIA members are subject to rigorous quality checks that ensure that they are operating at the very highest level, to find a reputable supplier for any security product or service, visit: www.bsia.co.uk The BSIA’s website also hosts a variety of industry guidance publications, including guides on construction security and metal theft which are available to download free of charge.

Design with metal theft in mind

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What habits do you need to develop to become a more effective Project Manager? Maybe you need to get more organized with your paperwork, or change how you spend your time each day to stay on-track with your projects, or shift how you respond to stressful situations. Regardless of the kind of habit you’re trying to form, you might find that changing your day-to-day behaviour is more challenging that you expected. It may be the case that you’ve tried before to adopt this new habit, but somehow got derailed from your goal. For this month’s Know How Network, we’ll be discussing the best recent research on habits: what it takes to form a new habit, and what to do if you find yourself straying from your planned course of action.

Keep these strategies in mind when working to develop a new habit:

Don’t despair if you mess up once or twice. Especially when the habits we’re trying to adopt are challenging, it is unrealistic to think that once we’ve committed to adopting them, we’ll practice them every day without fail. Research shows that missing a day does not, in fact, have a significant impact on your ability to adopt a new habit. The crucial thing is to recover from the slip-up - fast. Missing one day is acceptable, but stretching this into five days will likely hurt your ability to make your new habit part of your automatic daily activity. Leave slip-ups in the past, and focus instead on what you have to gain by sticking with

your goal of developing a new habit.Be patient if the new habit still feels like a chore, even months later. Psychologist Jeremy Dean conducted original research on what it takes to make new habits and break old ones, and found that to do either almost always takes longer than the commonly-held perception of 21 days. Getting to the point where practicing a new habit (or losing an old one) feels automatic, he found, takes an average of 66 days. While adopting a simpler habit (like drinking water every day) may take less time, more complex or challenging habits (he gives the example of doing 50 sit-ups each morning) will likely take 80 or more days before they feel automatic.

Tell others about your new habit. This is also called “accountability.” For the purpose of creating a new habit, though, it’s not necessary to have a partner or group that really holds you accountable; what matters is that other people know about the habit you’re trying to develop, and will know if you break it. Just being aware that others will know if you don’t keep up with your habit is sufficient motivation for many people to stick with their goals.

Finally, celebrate small victories. Beating yourself up for missing a day or two in the practice of your new habit is more likely to be more de-motivating than it is to be motivating. A better strategy is to keep track of how many days you’ve successfully carried out your new daily habit and reflect on what you’ve

gained by adopting this habit. If the gains from adopting your new habit areless immediate (as in a diet), you can further motivate yourself to stick with your habit by setting up intermittent rewards for yourself - so long as you choose a reward that doesn’t break the habit! Over time, as your habit becomes a more automatic part of your daily activity, the rewards become less necessary.

Following these tips will significantly increase the likelihood that you’ll successfully adopt your new habit to become a more effective Project Manager. And, as with all important projects, the best time to start is NOW. To learn more about Cheetah Learning’s online courses designed to help Project Managers develop more effective management habits, visit www.cheetahlearning.com

Creating Habits for Success:Four Strategies for Staying On-TrackBy Michelle LaBrosse, CCPM, PMP®, PMI-ACP,Chief Cheetah and Founder of Cheetah Learning

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TAC on Apprenticeships

Few people can have escaped noticing the Government’s focus on apprenticeships and its ambitious target of three million apprenticeships by 2020. To put that figure into perspective, that means one apprentice needs to be recruited every minute for the next five years.

This is the story of how a group of employers, the Technician Apprenticeship Consortium (TAC), working well in advance of the current Trailblazer initiative,

approached the challenge of developing and delivering technician apprenticeships; succeeding beyond theirs and others’ expectations.

The first question to ask is WHY? There are three main reasons why TAC was created. The first reason is client pressure through procurement. Until 2010 few engineering consultancy practices ran apprenticeship programmes to develop technician staff. The companies had great

graduate programmes in place and, as is often the case, if something works there is no impetus for change. That impetus came from a client and the impact has been significant. In early 2010, Mott MacDonald along with several other major engineering consultancy practices won a place on a Transport for London (TfL) framework which had a condition that companies would employ and train apprentices.

The second reason is the need to have

Sheila Hoile MBE is Project Manager for TechnicianApprenticeship Consortium (TAC), supported byAssociation for Consultancy and Engineering (ACE).

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sufficient number of people with high level skills to help deliver, amongst other things, the Government’s Infrastructure Plan. To quote Dr Nelson Ogunshakin, Chief Executive of the Association for Consultancy and Engineering (ACE):

“It is clear to me that the optimism of ACE member companies, large and small, is tempered by a concern that they are finding it difficult and expensive to recruit and retain the highly skilled staff they need to deliver their projects. With an ageing workforce and a potential shortage of graduates the situation is only going to get worse. The sector as a whole urgently needs to find new ways to access and train the next generation of professional engineers. New apprenticeships open up routes for a pool of talent previously harder to tap.”

The third reason is the recent introduction of the Apprenticeship Levy, which has been set at 0.5% of payroll with a £15,000 payback to assist smaller companies. Given the high calibre of staff employed by engineering consultancy practices the levy is going to make a major impact and companies will be looking for ways to recoup the levy through the recruitment of apprentices.

Returning to the original impetus of the TfL requirement, it is worth noting that apprenticeships had become something of a lost art in consulting engineering. To add to the problem, there were few qualifications relevant to these technicians, colleges didn’t have appropriate day release courses and with companies, at this stage, only looking to take on two or three new technicians per year, or maybe some one year but not the next, it was hard to build a course with a college that they can afford to run. Hence, in March 2010 Mott MacDonald was instrumental in establishing a consortium of six of the largest UK engineering consultancy practices to plan and deliver an Advanced Technician Apprenticeship in Civil Engineering. “These companies had to put an apprenticeship programme together

from first principles,” explained Sheila Hoile, project manager for the consortium “The Institution of Civil Engineers were incredibly supportive, and because we had industry leaders proving it could be done, others quickly felt reassured that they could benefit too.”

The growth of the Consortium since then has been rapid.

“We started small to create the model, but it is almost too easy to forget how quickly it grew,” stresses Sheila. “There are 20 companies involved in our national group, and having started in London there are an additional 50 firms now engaged regionally as demand has made it possible to work with colleges outside the capital.”

Not resting on their laurels, consortium companies have developed further technician apprenticeships in Building Services Engineering, Railway Engineering Design, and Transport Planning. The number of apprentices has also grown quickly. It started with just 8 apprentices in 2010, but had 400 new starters in autumn 2015 meaning there are now over 1,000 young people either on an apprenticeship programme or completed and continuing to develop their careers through further and higher education

A defining feature of all the apprenticeship programmes is that they are developed with the support of the relevant Professional Engineering Institutions and are mapped to the Eng Tech requirements of UKSPEC. This gives young people an alternative route to a career as a professional engineer, and assures them and their parents that these are high value apprenticeship programmes,

The consortium has taken a pro-active role in promoting these apprenticeships and supporting young people into them. There is strong evidence to suggest that young people are more likely to enter the sector if their parents have worked in it already, but that offers a very small pool of talent that we need to reach beyond. We know that it isn’t always easy because many of

the companies in consulting engineering, although they do exciting work all over the world, are not household names. So TAC reaches out to help young people recognise the opportunity and to help them with their applications.

The growth in numbers also tells another story of cultural change that the consortium is proud of. Sheila Hoile comments: “Graduate programmes continue to thrive, but the employers are really pleased with the influence of their new technicians and want to increase their numbers as a proportion of the workforce. They are embedded into the company culture from day one of their development, and they are keen to learn beyond their apprenticeship – so they really help to generate a culture of advancement that works for everyone.”

And so something that started out as a response to a client demand has become a powerful agent for change supporting companies large and small to recruit and train technicians with the right skills, knowledge and understanding to contribute effectively to the delivery of projects to quality, time and cost.

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More than 6 months in, the transition period is far behind us and all construction projects are now subject to Construction (Design & Management) Regulations 2015.

So, are the changes a good thing or not?

Advantages & Disadvantages of CDM 15By Louise Hosking MCIEH CMIOSH IMaPS AIEMA SIIRSM Chartered Safety & Health Practitioner Director at Hosking Associates Ltd

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1 Those who create risk are responsible for managing it. This means designers must follow the hierarchy of risk control when making design decisions and, if they are designing a workplace, comply with The Workplace (Health, Safety & Welfare) Regulations 1992. Projects

must be designed so they can be constructed safely, used safely, cleaned safely and ultimately dismantled safely.

2 CDM15 places greater importance on the health part of health & safety. Every year there are 3500 deaths and 5500 new cancer registrations due to construction work. Requirements to protect workers during outdoor work have been enhanced and designers are expected to do

more to manage occupational health risk when specifying materials, processes and sequence of work. HSE guidance on the development of the construction phase plan places

an emphasis on managing dust, asbestos and fumes.

3 Duty holder’s responsibilities are more clearly defined. Clients are more accountable than they were, and are expected to use their influence to manage standards

in respect of health, safety & welfare effectively.

4 The new role of the principal designer places the responsibility on a designer to consider H&S before the project

reaches site, to coordinate H&S with other designers, liaise with the PC once work has begun and to create the health &

safety file where they have been appointed. See 1 above!

5 CDM15 includes construction work in the domestic sector. It is widely expected the HSE will be focusing on whether builders working for homeowners are complying with standards during their future campaigns. There is far more free guidance than ever before aimed at the smaller builder and the CITB have developed a nifty app for creating a construction phase plan

aimed at making everyone think before a spade hits the ground.

1 Some project teams are used to relying on a CDM-C to champion Health & Safety rather than

themselves, so they do not have the skills, knowledge or experience (SKE) to actually design to the expected

standard. The wealth of knowledge CDM-Cs have developed is potentially in danger of being lost.

2 Much greater expertise and understanding in occupational health risk is required for the project team to fully

understand how good design and collaborative management can protect construction workers’ health. CDM15 is now relevant for much smaller projects and clients may not be

aware this is being fully managed - placing them at risk also.

3 Clients are more likely than they were to be prosecuted if something goes wrong. Clients involved in one off projects have to rely on the advice of others.

4 Many design organisations are unwilling or unable to become the PD. Some have experienced difficulties

in respect of professional indemnity insurance and on some projects confusion has reigned.

5 Most home owners focus on cost when choosing their contractor. Commercial clients have always had shared

responsibilities to manage their contractors safely, but under CDM15 the domestic contractor themselves will usually take these responsibilities. Responsible contractors may be able to demonstrate they have the ability to comply

when they pitch for the work, but will anyone listen when faced with a potentially higher price? Many contractors and homeowners are unaware of the changes. Where

more than one contractor is required, a PD must be engaged and a health & safety file provided to the domestic

client at the end of the project. It may only be when a property is sold where this is discovered to be missing.

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Priority School BuildingProgramme continues apaceThe Priority School Building Programme (PSBP) sets out to address the individual needs of schools in the worst physical condition in the country, transforming them so that pupils and teachers can benefit from improved facilities including first-rate classrooms, multi-purpose halls and state-of-the-art drama studios.

School buildings are now being rebuilt faster and cheaper than those built under the previous school building initiative - Building Schools for the Future (BSF). Under the BSF it took three years or more for construction work to begin. This has been slashed to one year for the PSBP, with projects costing around a third less.

Central government previously announced a further £2Bn of funding for the second stage of the two phase programme. In total 537 schools will benefit from construction over the two phases of the £4.4Bn PSBP.

Schools Minister Lord Nash said: “Our

investment in school buildings across the country is transforming the learning environment for tens of thousands of pupils and their teachers.

“Ensuring all children have access to the best possible schools and facilities is just one part of our commitment to help all young people reach their potential regardless of their background. These buildings will provide modern, fit-for-purpose schools for pupils for many years to come.”

A new sense of purposeIn November 2015, 11 buildings reopened, thanks in part to almost £100M of construction work, bringing the total number to have been re-opened through the first phase of the PSBP to 60.

In Suffolk, Chantry Academy has a ‘new sense of purpose’ following a £14.3M overhaul. The academy’s existing buildings have been replaced with a new three-storey building which provides

bright classrooms, a multi-purpose hall, drama space and excellent sports facilities.

Ahead of its move into the new building, the school donated its old furniture, including desks, chairs, filing cabinets and bookshelves, to Sanchaba School in Gambia.

Craig D’Cunha, Principal of Chantry Academy, said: “Over the course of the last nine months we have seen some exceptional progress take place at the academy. Student attainment has improved, and there is a new sense of purpose at the school. Our official opening is a great way to celebrate this progress as well as looking forward to the future and our continued improvement.

“The new building represents the importance the community places on the futures of the children of Chantry, not only for those who attend the school now, but for the thousands who will

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pass through its doors in the future. It’s an outstanding building which has already inspired our students to exceed their own aspirations. It will help us ensure the children of Chantry stand out amongst their peers.”Meanwhile, Wyvern College – an all-boys secondary school in Laverstock – has reopened in a state-of-the-art £9.3M school building. As a result of the construction work, the school now benefits from modern classrooms, as well as a refurbished sports block and science facilities. There are also additional pupil places, which comes with help from Wiltshire County Council investment.

Paul German, Headteacher of Wyvern College, said: “Wyvern pupils and staff are delighted to have moved into fantastic, purpose built, 21st-century accommodation. The completion of this project marks the culmination of many years of hope and aspiration alongside the dedicated hard work of a large group of people.

“For many years, pupils and staff have endured dilapidated and inadequate accommodation. This new build marks a huge investment in our school, the future and for boys’ education in Salisbury. Thanks to drive, determination and vision, with the expertise of Kier Group, we have a wonderful legacy and can face the future with huge confidence.”

Elsewhere, pupils at two Tyne and Wear schools have celebrated the start of work to create schools fit for the 21st century. Marden High School and John Spence Community High School are among 31 schools across the North East to be rebuilt through the PSBP.

At Marden High School, more than £14M of construction will deliver a new three-storey block and playing field in what the Headteacher, Alison Jackson, describes as “a new era” for the school.

With £13M of construction, pupils and teachers at John Spence Community High School will also benefit from a new three-storey building, along with a refurbished sports hall and arts block.

John Roper, Project Director for principal contractor Sir Robert McAlpine, said: “We are proud to be delivering these schools as part of the Education Funding Agency’s Priority School Building Programme. They will provide exciting opportunities for the local community in terms of improved education facilities and employment prospects and we look forward to the successful delivery of the schemes.”

Both projects are scheduled for completion later in the year. In total, construction contracts have been signed for 182 schools across the country, while all other schools are at various stages of design and development.

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National Road Safety Week visits schools to help raise awarenessThe national Road Safety Week, coordinated by Brake, is an annual event which takes place between the 23rd and 29th of November with support from the Department for Transport and headline sponsors AID and Specsavers. Brake is a road safety charity that aims to stop needless deaths and serious injuries that take place on the roads.

They support the message “drive less, live more” after surveys revealed that five people in the UK are killed on the roads each day.

Brake is a government-funded charity that holds national campaigns, community education and services for road safety professionals, in a bid to make streets and communities safer. It encourages all-around action regarding road safety and raising awareness on how individuals can play a part in the prevention of road collisions.

Gary Rae, director of communications and campaigns at Brake, said: “Our Road Safety Week theme of ‘drive less, live more’ makes clear the link between improving road safety, preventing

casualties, protecting people and the planet, and our choice of transport. We understand that not everyone has freedom of choice in the way they travel, hence we continue to have a strong year-round focus campaigning for a safer environment for walking and cycling through our GO 20 campaign. We also support the efforts of partner organisations that are campaigning for better public transport. But our main aim through this November’s Road Safety Week is to help people consider the options open to them, and better understand the benefits of driving less,

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to road safety, health, personal finances, communities and the planet.”Road safety week has been offering examples of ways that schools can get involved in the events, such as survey’s, discussions, activity days, and fundraising along with Road Safety Week banners and posters that are available to order and display in schools, colleges and communities.

Many employees took the opportunity to get involved, including Balfour Beatty who played their part in raising awareness in schools. Chris Hughes, risk manager, Balfour Beatty Utility Solutions, said: “Getting involved in Road Safety Week really helps us generate awareness about road safety all year-round and gets the message across to employees and our community. There are so many ways to take part - we would urge all companies to do so and help make roads safer.”

Balfour Beatty and Abbeyfield Secondary School in Northampton created a new Guinness World Record during the National Road Safety Week event, with the title for most people wearing high-visibility vests as part of Road Safety Week.The recording breaking achievement was

held to help raise the profile of this year’s national Road Safety Week which focused on alerting people to the risks faced by road workers and how to minimise risks when driving.

Students from Abbeyfield School, Belfour Beatty employees and supply chain colleagues from A-Plant and Greenhams, members of Northamptonshire Police and students from the local primary school, Queen Eleanor, all took part in breaking the record. A total of 1543 people wore the vests, beating the previous record by 68 people.The idea for the Guinness World Record attempt was inspired by the memory of a 13 year student of Abbeyfield School, who was tragically killed crossing the road in 2009.

Balfour Beatty gave presentations on the importance of road safety, and held a road safety signage competition for students, with the winning signs being displayed on Balfour Beatty sites.

Schools, nurseries and colleges can play a key role not only in developing pupils’ awareness of the risks on roads, but also reaching out to parents and the wider

community to help protect and save lives.

One in five cars on the road during the morning rush-hour are doing the school run. Half of children are now driven to school, yet the average school run for primary schools is just 1.5 miles. A Brake survey of UK schoolchildren found three in four (76%) would like to walk and cycle more. Children who are encouraged to walk or cycle to school tend to engage more with their community, stay healthy, and arrive alert, relaxed and ready to start the day.

Dean Banks, Balfour Beatty Managing Director UK Construction, said: “We’re proud to support Road Safety Week and have done so for several years with a wide range of events in schools, service stations and supermarkets throughout the UK. The safety of the public and our workforce is always Balfour Beatty’s primary concern and through our zero harm initiative we strive to ensure everyone goes home safe every day. We use Road Safety Week as a platform to highlight to our employees and the local communities in which we operate, the importance of road safety and awareness.”

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In June, UK Trade & Investment (UKTI) - the international business development arm of the British Government - organised a bespoke event at the Radisson Blu Hotel in Dubai for senior officials and professionals operating in the sustainability sector.

The keynote speaker was His Excellency Saeed Mohammed Ahmed Al Tayer, Vice Chairman of Dubai Supreme Council of Energy, and Managing Director and CEO of Dubai Electricity and Water Authority (DEWA).

Her Majesty’s Consul General to Dubai and the Northern Emirates, Edward Hobart, also spoke at the event, which was attended by more than 70 professionals from the design, engineering, sustainability, environmental, infrastructure and waste management sectors in the UAE.

Speaking at the event, His Excellency Saeed Mohammed Ahmed Al Tayer, said: “His Highness Sheikh Mohammed bin Rashid Al Maktoum, Vice President and Prime Minister of the UAE and Ruler of Dubai, launched the UAE strategy for green development in the form of a long-term national initiative aiming to build

a green economy in the UAE under the theme of ‘Green Economy For Sustainable Development’.

Accordingly, sustainability has become a key objective and has gathered global attention as it addresses holistically the social progress, environmental stewardship, and economic prosperity aspects. Building Green Future is part of the broad concept of sustainability as stipulated in the UAE Vision and Strategy 2021 and also in the 2021 Dubai Plan.”

Her Majesty’s Consul General Edward Hobart said: “Ensuring that we manage our resources sustainably is a challenge for the whole world. The need for innovation has never been more important as we look to develop and adopt technologies and approaches to achieve this. The UK was one of the first countries in the world to adopt ‘Waste to Energy’ technology and has some of the oldest functioning plants. It is also in the forefront of developing newer technologies such as plasma and gasification to deal with huge amounts of mixed waste. A large number of UK companies are working successfully in this area in Dubai and Sharjah.

“Given our experience of delivering world

class events like the Olympics, and as home to many world class cities, the UK is well positioned to support Dubai in delivering both Expo in 2020 and its ‘Smart City Project’ launched in 2013 by His Highness Sheikh Mohammed bin Rashid Al Maktoum, Vice President and Prime Minister of the UAE and Ruler of Dubai.”

Ideas on the future of green buildings and sustainability and on waste to energy and water management were exchanged during the two panel discussions that took place.

The event is part of the new campaign, ‘Grown in Britain’, aiming to promote and encourage innovation from agri-tech and sustainability, to creative industries, healthcare and life sciences. A number of events will take place around the world until 2020 to highlight the key challenges and opportunities in delivering a sustainable future. The ‘Grown in Britain: Global Business Programme’ began with the milestone of Expo Milano 2015, and will continue at the Rio 2016 Olympic and Paralympic Games, through to Expo 2020 Dubai.

UK and UAE discuss opportunitiesin the sustainability sector

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The pace of business regulatory reforms in the Middle East and North Africa has picked up during the past year, according to the World Bank Group’s annual ease of doing business measurement.

Released in October, ‘Doing Business 2016: Measuring Regulatory Quality and Efficiency’ finds that 11 of the region’s 20 economies implemented a total of 21 reforms facilitating the ease of doing business. This is a significant increase compared to the annual average of 16 reforms during the past five years.

The United Arab Emirates (UAE) is the region’s top ranked economy, with a global ranking of 31, while countries experiencing conflict and violence are amongst the world’s lowest ranked, including Iraq (ranked 161), Libya (188), Syria (175) and Yemen (170).

Rita Ramalho, Manager of the Doing Business project said: “Despite the turmoil in several economies in the Middle East and North Africa, the pace of business reforms activity in the region is encouraging.

“There is a lot of room for improvement, however. The share of economies reforming in the region remains lower than the global average, and ‘Getting Credit’

is harder in the Middle East and North Africa than anywhere else, partly due to the absence of comprehensive credit bureaus that provide information relevant for assessing credit-worthiness.”

Morocco and the UAE continue to lead the region in reform activity as both economies undertook four reforms each during the past year. The UAE was the only economy in the region that reformed in the area of ‘Enforcing Contracts’. As a result, commercial disputes in the UAE are now resolved in 495 days, which is less than the average of 538 days in the high-income Organization for Economic Cooperation and Development (OECD) economies.

Both Saudi Arabia and Oman improved the most globally in the areas of ‘Registering Property’ and ‘Getting Electricity’, respectively. Saudi Arabia introduced a new computerized land registry system. It now takes an entrepreneur only six days to register property in Saudi Arabia, faster than in the Republic of Korea. Oman enhanced its measurements and tracking of power outages, making it is easier to assess the reliability of the electrical grid and its effect on the productivity of firms.

Economies in the region carried out the most reforms in the area of ‘Getting

Electricity’ (four reforms), followed by ‘Starting a Business’ (three), ‘Dealing with Construction Permits’ (three) and ‘Trading Across Borders’ (three).

Challenges, however, remain in a number of areas. For example, on ‘Starting a Business’, it costs an average of 26% of income per capita for local entrepreneurs to start their business, compared to three percent in the OECD.

This year’s ‘Doing Business’ report completes a two year effort to expand benchmarks that measure the quality of regulation, as well as the efficiency of the business regulatory framework, in order to better capture realities on the ground. On the five indicators that saw changes in this report – ‘Dealing with Construction Permits’, ‘Getting Electricity’, ‘Enforcing Contracts’, ‘Registering Property’ and ‘Trading Across Borders’ – Middle East and North Africa economies do not perform well. On ‘Getting Electricity’, for instance, the new dataset finds that several regional economies face either frequent outages or do not track them adequately.

Ranks of other large economies in the region are Algeria (163), Egypt (131), Iran (118), Morocco (75), Qatar (68), Saudi Arabia (82) and Tunisia (74).

Business reforms pick up in Middle East and North Africa

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On 14 September 2015 Patterson Pump Ireland - a world-leading manufacturer of fire protection pumps - commemorated the launch of a newly-built state-of-the-art manufacturing facility in Marlinstown, Mullingar with an Open House event. More than 100 industry experts and authorities gathered to celebrate the milestone achievement alongside the friends and families of Patterson Pump Ireland’s dedicated workforce.Two years in the making, the purpose-built facility, which is now sited on an IDA Business Park in Marlinstown, marks a new beginning for Patterson Pump Ireland and paves the way for the Company’s future growth.

Patterson Pump Ireland is a subsidiary of Patterson Pump Company – an internationally-renowned US-based manufacturer of commercial pumps. Since its formation in 1998, the Irish subsidiary has expanded strategically year-on-year, diversifying into the wastewater, municipal pumping and flood control markets and shipping to more than 60 countries across Europe and the Middle East.

This gradual expansion placed ever-increasing strain on Patterson Pump Ireland’s existing infrastructure however, leading to the creation of a new facility on a 40,000sq ft Greenfield site. Crucially, the

new location will allow Patterson Pump Ireland to realise its future aspirations and expand accordingly.

Two fully functional test facilities have been provided alongside a state-of-the-art training centre, which will enable the Company, its workforce and clientele to move forward together.

With tremendous growth anticipated over the next three to five years, the Company - which currently employs 37 skilled workers - also intends to hire an additional 28 operatives by 2020. This ambition underscores Patterson Pump Ireland’s valuable contribution to both the wider community and the local economy.

Speaking to those gathered at the Open House event, Rod Pelot, Managing Director of Patterson Pump Ireland, recognised the importance of local staff to the expansion of the current facility: “The growth of Patterson Pump Ireland is a fitting acknowledgement to the commitment shown by staff to standards of excellence. This has enabled us to grow as a company for five consecutive years throughout the recession. The creation of one manufacturing job generates additional jobs within the community; we hope the Midlands will continue to reap the benefits of our expansion.”

Those sentiments were echoed by Albert Huber, President of Patterson Pump Company: “Although we are proud of our new facility, it is not the buildings or equipment that makes a company successful but rather the people who come to work each day and strive to become better.”

Finally, Jeff Gorman, President and Chief Executive Officer of Gorman-Rupp Company - Patterson Pump’s parent company - concluded: “It has been gratifying to watch Patterson Pump Ireland grow over its relatively short life. Having the support of the local community has been an important element in our growth as proven by the investment in our new facility. To say that we are pleased with our investment in Ireland is an understatement!”With the facility now fully operational, Patterson Pump Ireland is back to manufacturing at the previous rate of over 60 pumps per month. The Company’s transformation is indicative of Ireland’s growing economic prosperity and the promise of great things to come.

For more information about Patterson Pump Ireland please visit the Company’s website: www.ie.pattersonpumps.com

Patterson Pump Ireland celebrate state-of-the-art manufacturing facility

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A landmark energy infrastructure project, intended to extend the benefits of natural gas to thousands of households and businesses across the west of Northern Ireland, is officially underway.

Considerable in scope, the sizeable ‘Gas to the West’ scheme represents the combined efforts of both the Northern Ireland Authority for Utility Regulation (NIAUR) and the Department of Enterprise, Trade and Investment (DETI). More than £200M will be invested as part of the network extension over the course of the next ten years and beyond, up to £32M of which is being provided by the Northern Ireland Executive (NIE).

Once complete, communities in Strabane, Derrylin, Enniskillen, Omagh, Dungannon, Coalisland, Cookstown and Magherafelt will finally be able to access clean, efficient and affordable energy.

Delivery of the much-anticipated infrastructure upgrade has been entrusted to license holders Mutual Energy Limited and SGN Natural Gas Limited. While Mutual Energy is now responsible for the high pressure pipeline, SGN Natural Gas Ltd will oversee the construction and operation of all low pressure infrastructure for the next four decades.

Crucially, both companies have demonstrated an aptitude for collaborative thinking – a consideration which may prove instrumental to the successful delivery of the project. Since the introduction of natural gas to Northern Ireland in 1996, Mutual Energy and SGN have established effective long-term working relationships. And with public disruption a very real possibility, such coordination is critical to delivering key infrastructure without impacting ongoing services unduly.

Logistically, ‘Gas to the West’ is a significant undertaking. An approximate 200km of pipeline will be needed to link all eight towns to Northern Ireland’s existing network. Additionally, 500km of gas mains and services will be required within the towns themselves.

Deciding the pipeline route has also proven problematic. While centres of population and significant environmental features were to be avoided at all costs, the route itself had to remain concise and above all cost-effective.

Gas to the West: Revolutionising energy infrastructure

Construction has now well and truly begun however, with a number of sections of pipeline currently being installed between Maydown and Strabane. This key milestone is being undertaken by McNicholas Construction on behalf of SGN Natural Gas Ltd. McNicholas Construction’s appointment is vital as it underscores the wider economic benefit that ‘Gas to the West’ will surely bring.

Around 200 jobs will be created as part of the construction phase, with Mutual Energy and SGN looking forward to working with local businesses throughout the project.

Danny O’Malley, Director of SGN Natural Gas, said the start of pipeline construction signalled a major boost to energy users throughout the west of Northern Ireland: “Working with Mutual Energy we were awarded the licences to extend the natural gas network into the west of Northern Ireland and we’re pleased work is now underway. The extension of the network means home owners and businesses in

and around Strabane will have access to an alternative form of energy. Customers will be able to take advantage of the gas network from late 2016.”

Mayor of Derry City and Strabane District, Councillor Elisha McCallion, added: “I’m delighted to see the work commencing on the Gas to the West project, which will result in a major improvement to the natural gas infrastructure for the district. This in turn will be of significant benefit to customers in terms of lowering energy costs and of course in addressing concerns about the impact of emissions on the environment. I look forward to seeing its successful delivery over the coming years.”

Strabane marks the most visible point of the ‘Gas to the West’ project so far. But with environmental impact assessments, planning approvals and land access consents ongoing, this will soon change. ‘Gas to the West’ is fast approaching and with it cleaner and more viable energy for generations to come.

Danny O’Malley (Director, SGN Natural Gas) with Elisha McCallion (Mayor of Derry City and Strabane), Mark H Durkan (Minister for Environment) and Cormac O’Donnell (Head of Northern Ireland Operations, McNicholas Construction).

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The Energy Efficiency Directive target of 20 per cent energy efficiency must be met in 2020, meaning Irish building managers are feeling the pressure to make significant operational changes. Transparency is key. By having a clear vision of how a building functions, managers can get a strong idea of how much energy is being used and where essential savings can be made. Joe Crawford, product manager of Schneider Electric Ireland, discusses how having all the correct information in one place can make a world of difference. Taking stock With such focus on improving our building’s energy usage, the tide appears to be turning in the uptake of smart technology. A recent report published by IDC Energy Insights revealed that the global smart buildings solutions market is expected to reach an impressive €9.4 billion by 2016. The prospect of installing smart or intelligent technology is still a daunting prospect for building managers. Budgets remain tight, meaning businesses are tasked with doing more, for less. In addition, a clear gap exists between the ability to extract and generate data to then translating it into actions. Ireland’s commercial building owners need to carry out an energy audit of their operations every four years starting in December 2015, under the Sustainable Energy Authority of Ireland’s Energy Auditing Scheme. Taking stock of a building’s energy consumption has never been more pertinent.

Bringing data together Many businesses monitor their building’s energy usage via a series of spreadsheets and disparate systems. This disjointed approach makes the whole process far more complex and time consuming than is necessary. The notion that building managers should be looking at each building application,

A holistic view into yourbuilding’s energy efficiency

such as HVAC and lighting, as separate from entities is one that Schneider Electric is keen to dispel.

The only way to truly become more efficient is to take a holistic view of your building by gathering all systems together on one platform. This enables the end-user to have a complete overview of functionality. To do this, data simply needs to be organised into relevant, actionable reports which are tailored to each particular user. Holistic management Today’s building management systems are able to draw information from all parts of the building, as well as from external and third party systems. This presents a truly integrated, holistic view at the touch of a finger tip. Traditionally, this level of integration has come at a premium cost meaning that only larger enterprises have adopted such solutions. However, even with significant investment, it hasn’t been possible to fully integrate it into all existing system. In order to address these challenges,

BMS systems for medium to large sized buildings, need to combine engineering, installation and services, ensuring that all facilities are energy efficient and easily manageable. Building systems must also include an easy-to-use interface. This allows data to be managed via a PC, smartphone or tablet, giving building managers complete control, even when they are away from site. A key feature of this, is to provide the valuable information to the right people at the right time, maximising energy savings by clearly indicating areas for improvement. These changes offer end-users the potential to optimise a building’s operational performance. They help to manage maintenance proactively, reduce energy bills and improve employee comfort. By connecting systems together holistically, users are able to create a complete picture of a building on one easy-to-use platform. This connectivity is crucial, as paired technologies help to reshape and automate all operations – giving building managers a single pane of glass through which they can view all procedures.

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