NeT phase Two - Taylor Woodrow

Transcription

THE VINCI CONSTRUCTION UK MAGAZINE
SHARING EXPERIENCE,
INNOVATION AND SUCCESS
ISSUE 43 / May 2012
DELIVERING ESSENTIAL SERVICES
The Collaborative
Approach
02
FOCUS PROJECT
NET Phase Two
06
CONTENTS
CONTENTS
01 Chairman’s welcome
02 DELIVERING ESSENTIAL
SERVICES — Collaboration
02
DELIVERING ESSENTIAL SERVICES
The Collaborative
Approach
06 FOCUS PROJECT —
Net Phase Two
10 CHALLENGES —
Health & Safety
14 NEWS ROUND-UP
17 The City Factory
20 Expertise —
Building Information
Modelling
22 BEYOND CONSTRUCTION —
Knowledge Sharing
25 special Feature —
Coventry University
College Hospital & St Cross
Hospital Rugby
28 COMMUNITY INVOLVEMENT
FOCUS PROJECT
Net phase two
06
CHALLENGES
Health & Safety:
raising the bar
10
CREDITS
Editor Melanie Mathews, Communications Director, VINCI PLC
[email protected]
Copy Stratton Craig
Design VINCI Construction UK Design Team
&%33&
Communiqué Issue 43
Welcome to the
latest edition
of Communiqué.
We live in challenging, but exciting times.
Challenging because we’re operating in tough
market conditions that show little sign of
easing. But exciting because I truly believe we
are entering a new age of construction where
opportunities will arise from emerging markets
and international economies.
Indeed, despite the bleak economic forecasts
in Europe, I would say the outlook for VINCI
Construction UK is overwhelmingly positive. In
the 12 months to December 2011, our turnover
increased to approximately £1.1 billion, and in
overall terms we achieved growth of 7.8%. We also
won £1.3 billion of orders, which is more than we
have ever recorded in a single year.
CHAIRMAN’S WELCOME
Among the projects awarded was the Nottingham
Tramlink, a £231 million construction contract and
the largest PFI contract signed in the UK in 2011.
Looking forward, we want to remain a business
which is highly devolved and autonomous, which
gives us entrepreneurial strength at a local level.
But we also want to think about global solutions
and operating to maximise the value available from
the skills-base of the wider Group.
John Stanion
Chairman & Chief Executive
VINCI PLC
Communiqué Issue 43 01
The Collaborative
Approach
DELIVERING ESSENTIAL SERVICES — Collaboration
Making the most of the
synergies within the VINCI
Group is a strategic priority
which distinguishes us from
many of our competitors.
It is an approach that is
being strongly endorsed
at VINCI Construction UK,
where connectivity and
collaboration is central to
the 2012 Business Plan
and strategy for growth.
In conversation with Communiqué magazine, Managing
Director Andrew Ridley-Barker explains the thinking behind
the company’s collaborative vision and culture.
01
VINCI Construction UK’s 2012 Business Plan sets out a clear
commitment, as part of a long-term strategic vision, to improve
the company’s collaborative capacity. “Increasingly”, it says, “[we]
will collaborate…to secure competitive advantages from scale and
benefit from technology transfer and knowledge sharing.”
As part of this commitment, there are four main areas of focus for
collaboration at VINCI Construction UK. The first is within the
company itself. The second is within the wider VINCI Group. The
third concerns customers, while the fourth centres on our supply
chain, external stakeholders and partners. “All of these areas are
important”, says Andrew Ridley-Barker, “but the most critical to
our strategy are the first two; collaboration within the company
and the Group. It’s here where connected thinking and skill sharing
can really enhance our commercial prospects.”
Improvements at company level
One of the core strengths of VINCI Construction UK is the
company’s decentralised divisional structure. The independence
of the divisions drives accountability and autonomy and
maximises entrepreneurial activity. This, as Andrew RidleyBarker explains, is a key factor in the company’s success:
“Our structure generates a sense of ownership which enables
individual units to thrive. This model is the driving force of our
business. At VINCI Construction UK we follow a decentralised
model at every level of our operations, and this releases innovation,
ownership and success.”
However, this model can inhibit the transfer of knowledge across
the company as a whole. With separate divisions, regions and
sub-regions the flow of information around the business can
be difficult. In the past this has led to unnecessary duplication
of effort whereas, in reality, as Andrew Ridley-Barker points
out, “challenges arising in one division can be easily met through
the application of knowledge that exists in another. We want to
avoid our teams investing time and money trying to fix a problem,
bringing in external consultants, only to find there’s a ready-made
solution in another part of the company.”
Making the walls more
permeable
To reduce the inefficiencies and waste these scenarios can create,
in 2012 VINCI Construction UK is implementing an innovative
internal collaboration programme. Delivered via the company’s
intranet, the aim of this initiative (described in more detail on
page 22), is to provide a platform for knowledge sharing between
the divisions and regions. The idea is that, if someone encounters
a technical problem on a project, they can request assistance and
assess capabilities before turning to external support.
“By making their walls more permeable”, says Andrew RidleyBarker, “our divisions can become connected while retaining
their autonomy, which means they’ll be better placed to help one
another. It’s a powerful proposition that will reduce costs, boost
efficiencies and improve our profit margins. Customers won’t just
have 20 people working on a project; they’ll have access to the entire
workforce. So essentially, we’ll have 4,000 people behind every job
we take on.”
The challenge ahead is to encourage staff to engage with the
knowledge sharing scheme, which will require a significant shift
in behaviour and outlook. Indeed, skilled professionals are often
disinclined to put up their hands and say “I need help” – but this,
according to Andrew Ridley-Barker, is exactly what needs to
happen:
“We need to create a culture that encourages people to raise a
flag; to admit when they’re stuck and need assistance. Secondly,
recipients need to be prepared to offer up their expertise – to
step out of their own line of responsibility for the overall good
of the organisation. Clearly, these behavioural and cultural
challenges will take time to overcome, but if we can achieve genuine
cross-divisional collaboration, it will make us a very powerful
organisation.”
02
Group-level capability sharing
Collaboration within the VINCI Group is also becoming
increasingly important. In March 2011, the Group celebrated
its tenth anniversary. Looking forward to the next ten years, the
Group leadership defined three key areas of focus. In addition to
internationalisation and social engagement, collaboration was
identified as a major strategic priority for the years ahead.
Like VINCI Construction UK, the VINCI Group is very diverse.
At Group level, however, the difficulty of knowledge sharing is
exacerbated by geography. In such a large global organisation,
keeping track of what is going on in – for example – La Réunion,
India or Australia, poses major logistical challenges. For this
reason, the Group is looking to increase its global collaboration
and knowledge sharing capabilities. And this presents a great
opportunity for VINCI Construction UK.
As part of the VINCI Group, VINCI Construction UK has access
to a wealth of global expertise. In line with the company’s 2012
Business Plan, Andrew Ridley-Barker and his team are looking
at how they can draw on the Group’s wider technical skills and
expertise to benefit UK operations. In particular, the aim is for
VINCI Construction UK to engage other Group companies at more
strategic junctures.
“We already do a fair amount of collaboration with the Group”,
says Andrew Ridley-Barker. “But it could definitely improve. We
collaborate on building work, in facilities and very heavily in civil
engineering. But often the collaboration is more transactional, for
example when we need to engage a contractor, such as Freyssinet,
on a specific technical solution. What we’re trying to do now is move
this collaboration further up the value chain, so that we’re working
with Group contractors at much more intimate levels during
preconstruction phases.”
Through Taylor Woodrow, however, VINCI Construction UK
has already developed an advanced framework for inter-Group
collaboration. With all-VINCI joint ventures in new nuclear,
offshore wind, energy from waste and rail, the company’s civil
engineering division has played a prominent role in shaping
the bigger VINCI offer. And according to Andrew Ridley-Barker,
“this is what customers want; the single global solution; the single
point of accountability. Through these joint ventures we offer local
and global knowledge and the ability to tackle projects of real
complexity and scale.”
The Group’s approach to collaboration is increasing and one thing
is absolutely clear. The more VINCI companies work together and
understand one another, the stronger they will be.
“The agenda is well set”, concludes Andrew Ridley-Barker.
“Collaboration within VINCI Construction UK and across the
wider Group presents a wonderful opportunity. Let’s make sure we
grasp it with both hands in the year ahead.”
01
Andrew Ridley-Barker, Managing Director, VINCI Construction UK
02
Collaboration with other Group Companies is reaping rewards for the
energy business.
The Right Side of
the Tracks
In 2011, the Tramlink Nottingham
Consortium, led by VINCI
Construction UK, won a high-profile
£232 million contract to construct
a major extension to Nottingham’s
central tram system. As the team
breaks ground on the project, VINCI
Construction UK is approaching its
work with characteristic discipline,
innovation and skill.
FOCUS PROJECT — Net Phase Two
FOCUS PROJECT — Net phase two
The Challenges
Competitive tender
The NET Phase Two Contract for the extension of the
Nottingham tram system involves expanding the existing city
network by 17.4 km. The two new lines will run south from
the city centre, extending to Toton (9.8 km) and Clifton (7.6 km)
and terminating in two new park-and-ride facilities. The aim of
the project is to deliver a world-class transport route that will
create substantial employment opportunities and deliver longterm value to the Nottingham economy.
Such a large project, however, inevitably involves a long,
complex and highly competitive bid process in line with strict
European procurement rules. VINCI Construction UK’s first
challenge, therefore, was successfully clearing the four tender
hurdles of Prequalification, Invitation to Negotiate, Final Tender
Consolidation and Preferred Bidder Status. This process would
involve hundreds of clarification questions from the client, as
well as the negotiation of numerous legal documents covering
the concession agreement and funding. Furthermore, unlike
standard projects, PFI schemes involve whole-life costing,
which would mean that capital, operational and maintenance
costs would have to meet rigid client affordability criteria.
Central operations
Working in a city centre environment also presents numerous
complications. Not least, the high visibility of the project means
that all works will be conducted under the watchful eye of the
citizens of Nottingham, with the reputation of the company
depending on minimising the impact of construction work on
their daily lives.
01
The potential for inconvenience is naturally a major concern on
such projects, which have to be carefully planned so as to cause
minimal disruption to local residents, traffic and business. The
Nottingham tram extension also requires £35 million of works
to divert gas, water and electricity services as the new routes
are laid, presenting significant management challenges to the
Joint Venture team.
Noise, dust, vibration and traffic nuisance
Social and environmental issues on a project of this size and
scope require careful management. For example, the new lines
will pass through Nottingham’s Queen Mary Hospital complex,
and noise, vibration and electromagnetic interference will all
need to be minimised so as not to disturb patients or interfere
with hospital equipment.
There are heritage issues to consider too, as the tramlines
will interface with existing historic buildings and bridges,
a mainline railway station and areas of archaeological
importance. Ensuring continuity of style in the design of
the new infrastructure will be critical if the new routes are
to integrate with, rather than impinge upon, the local built
environment.
The Solutions
Strong consortium approach
In order to meet the multiple challenges of the tender process, in
2008 VINCI Investments, with support from VINCI Construction
UK and Keolis, set about identifying suitable partners to form a
winning, world-class partnership. The result was the Tramlink
Nottingham Consortium, comprising VINCI Construction UK,
Alstom, Keolis, Wellglade, Meridiam and InfraVia; an alliance
designed to provide the perfect balance of technical expertise
and strategic financial thinking.
After months of research and planning, the consortium
launched its opening bid and, along with one other competitor,
successfully completed the prequalification stage of the
tender. Next, it had to complete the Invitation to Negotiate.
At this point in the process, close collaboration between all
parties was critical. The consortium established clear and
open lines of communication, and made efforts to ensure that
internal working relationships were underpinned by trust
and understanding. These core strengths would prove vital to
winning the final project contract.
Throughout the bid process, the consortium provided
competitive costs and went out of its way to meet all of
Nottingham City Council’s objectives. At all stages, it worked
to instil confidence in the Council that VINCI Construction
UK and its project partners were the right people to build and
maintain the two new tramlines. Affordability was crucial, and
the Tramlink Nottingham Consortium put together a detailed
financial model based on capital costs, operational costs,
maintenance costs and potential renewal costs as well.
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expertise has very much come to the fore. Looking forward, the
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The consortium also had to demonstrate its commitment to
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strategy to ensure the city does not become gridlocked during
construction. To limit the impact on local wildlife, VINCI
Construction UK and its partners also proposed to conduct
much of the heavy construction during winter months, thereby
avoiding disruption to avian breeding patterns. Conversely, it
will carry out the bulk of the service diversions during summer
months, when utilities such as gas and electricity are not so
critical to local communities. And to ensure continuity of design
in proximity to heritage buildings and bridges, the team have
committed to align their methods and materials to local usage
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FOCUS PROJECT — Net phase two
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PROJECT PERSPECTIVES
“Working across a large area of the south of the city, with
multiple stakeholder involvement, strong public interface
and inevitable service diversions, the Joint Venture faces
numerous technical and logistical challenges in the weeks
and months ahead.”
Martin Carroll, Project Director NET Phase Two
“To have secured financing arrangements before the end of
2011, despite the continuing economic climate, is testament
to the combined strength, expertise and determination of the
Consortium.”
Graham Stanley, Managing Director, Taylor Woodrow
01
Martin Carroll, Project Director NET Phase Two
02
Map of Tram Route
CHALLENGES — Health & Safety
Raising the bar
VINCI Construction UK is committed
to the highest standards of Health &
Safety. Seeking to provide a safe and
supportive working environment
for all its employees, clients and
contractors, VINCI Construction UK is
also working to promote and improve
Health & Safety among its suppliers
and across the industry as a whole.
Health & Safety is a huge issue for the construction
industry, with implications for the wellbeing of staff
and for the commercial viability of contractors. Here,
Andy Sneddon, Health, Safety and Environment
Group Director, tells Communiqué how VINCI
Construction UK is leading the way in driving change
and innovation in safety culture and procedures.
01
Jean Rossi, Chairman of VINCI Construction, has also spoken
out on this issue and believes management can provide the
impetus to make accident prevention a shared priority in
all our companies. Jean Rossi’s article last year in the Group
magazine 3600 was a rallying cry for management-led collective
responsibility on Health & Safety. In the article he says, and I
quote: “Of course we need accident prevention specialists... But we cannot
simply delegate responsibility; safety must be managed.” It is a view that
I and all of my colleagues subscribe to.
So, how is this shared responsibility promoted within
VINCI Construction UK?
Within VINCI Construction UK, engagement with Health & Safety
is promoted via Step-UP, our behavioural safety training package.
Standing for Safety Through Everyone’s Participation, Step-UP
was launched in 2008 as a two-day behavioural change course.
It raises awareness of vital safety behaviours and encourages
everyone who works for and with the company to make a deeper
personal commitment to safety.
Why is Health & Safety so important to VINCI Construction UK?
First and foremost, achieving high levels of Health & Safety
is part of our commitment to our people. Our employees and
subcontractors often work in safety-critical environments, and
their wellbeing is absolutely paramount. Our aim is to enable
those working on our sites, our clients and neighbours to go about
their business safely, without the risk of injury or mishap.
Secondly, safety is a business critical issue. A poor track-record on
safety would affect our business opportunities. It is not unusual
for pre-qualification rules to exclude contractors who have been
issued a Notice or suffered prosecution for previous Health &
Safety infringements.
Who is responsible for Health & Safety at VINCI
Construction UK?
We’re passionate advocates of the approach whereby everybody
takes responsibility for safety. It doesn’t just fall to a central
Health & Safety department; we all do our bit, particularly at
management level. This is the guiding philosophy of VINCI
Construction UK which has been endorsed by our Chairman
and CEO, John Stanion, and by our Managing Director,
Andrew Ridley-Barker, both of whom have championed the
notion that Health & Safety needs to occupy a central position
within our corporate culture.
In 2011 we undertook a major programme of work to improve
and refocus the Step-UP programme. For example, we’ve been
looking at how we make better use of available venues in which
to conduct Step-UP training. We’ve moved the sessions from
hotels to iconic sports venues, such as Wembley and The City
of Manchester Stadium. The idea is to engage staff and make
it a positive experience for them; not just a classroom course,
but a unique offsite event. We have also improved the quality
and duration of the courses provided to supervisors and site
operatives – it’s our way of demonstrating that, through all the
time, effort and money we’re investing, we’re taking these issues
seriously. So far, our efforts seem to be paying off. In 2011 we
reduced our Accident Frequency Rate (AFR) by over 40%, and the
number of accidents resulting in three days’ absence came down
from 0.31 to 0.18.
We’ve also tried to broaden and refresh the Step-UP brand, taking
it beyond a mere training product and using it to communicate
some of our core values. Step-UP has now become a tangible
reminder for all of the expectations and commitment to Health &
Safety of VINCI Construction UK.
How has Step-UP been improved on your project sites?
At site level, we’ve made an effort to improve communication
and consultation among our management, subcontractors
and operatives. We’ve introduced risk briefing-boards, site
feedback protocols, close calls and positive interventions
reporting processes. By giving our workforce and
subcontractors the opportunity to flag up any safety issues
they rectify, or any near-misses they experience, we have
begun to address some cultural barriers to improvement.
2011 has seen near-miss reporting increase more than
twofold over 2010, with more than 8,500 reports made.
There’s a need for a lot of communication around this
latter point, as we’ve needed a strong cultural shift around
perceived whistle-blowing. We’ve been working hard to
02
drive home the message that incident reporting is not about
telling tales, but is more importantly about improving
safety to ensure the people you work with aren’t injured.
We want to focus on recognition and reward for positive
action, rather than blame and consequence for failures.
To simplify basic safety controls on site we are looking for
opportunities to make safety systems visible on the ground. For
example, VINCI Construction UK has implemented an onsite
tagging system to show operatives whether or not equipment
is safe and suitable for use. The tags indicate which equipment
has been inspected, and which operatives are authorised
to use it. So now, rather than having to have a prolonged
conversation with a subcontractor or someone in an office
about which piece of kit is ready and who’s qualified to operate
it, this information is available and immediately visible.
And is Step-UP also promoted externally now?
Yes, another recent development has been the launch of our
Contractor Engagement Programme. This effectively extends our
Step-UP commitments to key suppliers we would like to work
with, but who we want to demonstrate a commitment to improve
their Health & Safety. Under the scheme, we give selected
subcontractors the opportunity to demonstrate their commitment
to enhancing their performance in Health & Safety over a
period of time. We help them identify where they can make
improvements and propose a cost-sharing, partnership approach
to achieving these goals.
While the programme requires the time and commitment
of subcontractors’ senior management, VINCI Construction
UK provides all the training, safety support and personal
sponsorship. It is a really innovative scheme and one of the first
to come under the HSE’s Partnership Working for Performance
Development initiative. With HSE, we will extend the
opportunity given to our own suppliers, to those that have no
commercial relationship with VINCI Construction UK.
Last year, HSE’s Chief Inspector of Construction, Philip White,
issued a challenge to larger Tier 1 companies to extend their
corporate responsibility remit to subcontractors. Through our
supplier engagement scheme, VINCI Construction UK has risen to
the challenge and is looking to replicate its own Health & Safety
improvements across the SME sector. This means engaging and
helping small and medium-sized subcontractors who might not
be part of our supply chain. We now have 40 of our own suppliers
signed up to the programme, and have agreed to support another
10 through the partnership with HSE – it’s a really exciting
development and a major USP for VINCI Construction UK. It
demonstrates our absolute commitment to Health & Safety, not
only in the context of our own operations, but across the wider
industry.
01
Andy Sneddon, Health, Safety & Environment Group Director
02
Safety was a major theme of a family event held at our King’s
Cross site. It was an opportunity to reassure the families of our
site team that we do everything possible to keep their loved ones
safe during their time with us. At the same time it brought home
to the team the responsibility they have to their families to return
home safely, every night.
NEWS ROUND-UP
HEALTHCARE
EDUCATION
Integrated Health
Projects
Bristol Life Sciences
Facility
Integrated Health Projects (IHP) is a joint
venture between VINCI Construction UK
and Sir Robert McAlpine which has been
in operation since the start of the NHS
ProCure 21 Framework in 2003. Under
this Framework, IHP were appointed on
52 projects with a total value of around
£440m. In 2010 IHP was chosen as one of
the six Principal Supply Chain Partners for
the ProCure 21+ Framework and has so far
been appointed on nine schemes worth a
total of circa £200m for the NHS Business
Services Authority and the following NHS
Trusts:
VINCI Construction UK has been awarded
the £54m contract to construct the new
state-of-the-art Life Sciences facility at
Bristol University. The main construction
works are scheduled for completion by the
end of 2013, enabling the building to be
fully occupied at the beginning of 2014.
Aintree University Hospitals NHS
Foundation Trust
East and North Herts NHS Trust
Epsom and St Helier University
Hospitals NHS Trust
Lancashire Care NHS Foundation Trust
Royal Liverpool and Broadgreen
University Hospitals NHS Trust
Nottingham
Trent Student
Accommodation
The Building Division has been awarded
a contract by UPP to construct two
multi-storey student accommodation
blocks for Nottingham Trent University.
Freyssinet, a subsidiary of VINCI
specialising in reinforced concrete, is
providing economical solutions to the
mezzanine decks of the new building.
The project follows VINCI Construction
UK’s successful completion of the
Clifton campus student residences at
Nottingham, also for UPP.
West Herts NHS Trust
Wrightington Wigan & Leigh NHS
Foundation Trust
Queen Elizabeth
Hospital
VINCI Facilities will be providing hard
facilities management services to the
Queen Elizabeth Hospital in Woolwich,
London for the next 20 years. The £70m
contract will involve 30 full time staff and
deliver a wide range of services.
Ludlow Health
Facility
VINCI Construction UK has been named
as a preferred bidder for the new £16m
Ludlow Health Facility by Shropshire
Community Health NHS Trust alongside
Amber Infrastructure and Aedas
Architects.
Just Learning
Just Learning, one of Britain’s largest
nursery providers, has contracted VINCI
Facilities to supply its 71 UK sites with a
24 hour helpdesk, emergency response
and planned maintenance.
Rambert Dance
Company
An £8.6m contract has been awarded
to VINCI Construction UK by Rambert
Dance Company for the construction of
their new flagship South Bank home. The
new building will include a single level
basement with five levels of dance studios
and ancillary facilities.
Liverpool’s East
Village
Liverpool based property development
organisation, Iliad, has selected VINCI
Construction UK as the preferred
contractor to design and construct a
multi-storey student accommodation
development in the Ropewalk area of
the city.
Leys School,
Cambridge
a £6.8m contract from The Leys and
St Faith’s Schools Foundation for the
demolition of the existing theatre and the
construction of a new state of the
art building. The new facility will be
situated in the middle of the 19th century
Leys School campus and will be five
storeys high.
London University
Purchasing
Consortium
The London University Purchasing
Consortium (LUPC) has appointed
VINCI Facilities as a service provider
to help member organisations reduce
their operating costs and meet carbon
reduction targets. VINCI Facilities
becomes the only contractor to have been
appointed in all three of the Mechanical,
Electrical and Fabric Maintenance
categories.
NEWS ROUND-UP
Bristol Cathedral
Student
Accommodation
The Building Division has been appointed
by Student Castle to undertake the
development of the former Bristol Pro
Cathedral site into high end student
accommodation. The £12m contract
involves the construction of a building
comprising a large concrete frame and the
part refurbishment of the existing Grade II
listed cathedral.
Cardiff Student
Accommodation
VINCI Construction UK has won a
contract from developers Cambrian Holst
Ltd for the construction of a large student
accommodation block in central Cardiff.
INFRASTRUCTURE
Tramlink
Nottingham
VINCI Construction UK, as part of a joint
venture, has been awarded a contract
to provide two new lines expanding the
existing Nottingham tram network by
17.5km. Read more about this on page 06.
London Underground
Depot Upgrades
Taylor Woodrow has been awarded
the contract to carry out the design
and construction of upgrade works
to London Underground’s Depots at
Ealing Common and Upminster to
service the new S7 train fleet.
Crossrail
VINCI Construction UK, VINCI
Construction Grands Projets and
Bachy Soletanche have been awarded
the Whitechapel Main Station Works
Crossrail contract, worth £110m, as
part of BBMV, a joint venture with
Balfour Beatty and Morgan Sindall.
The contract includes the demolition
of the existing station, construction of
a new ticket hall, platform upgrades
and the construction of a new station.
VINCI Construction UK and its
subsidiaries are already undertaking
significant works across London including:
Construction of the Liverpool Street and
Whitechapel Crossrail station tunnels
and associated works, the upgrade of
Tottenham Court Road Tube station which
includes a new Crossrail Eastern ticket
hall structure and the reconfigurement
of Victoria Underground Station.
Transport for
London and London
Underground
contracts
VINCI Facilities has been awarded
contracts for Transport for London and
London Underground. The two contracts,
totalling £18m, will last for five years
and include parts of the corporate
and operational estates providing
service desk, HVAC, M&E, building
fabric, soft and security services
RESIDENTIAL
Barrow-in-Furness
Housing
Barrow-in-Furness Housing has
awarded VINCI Facilities a contract
for repairs and maintenance. To win
the contract, the VINCI Facilities team
demonstrated its bespoke Maximo IT
system, which links to Barrow’s own
housing management technology.
Solon Housing
VINCI Facilities has been awarded a five
year contract by South West Housing
Association, Solon Housing, worth
£1.5m. The contract is for elemental
improvement works to be carried out to a
mixed portfolio of properties throughout
Bristol and the surrounding areas.
COMMERCIAL
VINCI Facilities
completes listed
building work
A £2.25m refurbishment and upgrade
of three Grade II listed buildings has
been completed by VINCI Facilities.
The work at Bloomsbury Publishing Plc
in Central London included restoring
original features and fitting new, energy
efficient heating and cooling systems.
BNP Paribas Real
Estate
VINCI Construction UK has been
appointed by BNP Paribas Real
Estate Property Development to
carry out preconstruction design
services at its King’s Cross office
development. VINCI Construction
UK is the preferred contractor for the
construction of the office building.
Flagship Housing
Group
Flagship Housing Group has appointed
VINCI Facilities to install water-saving
products and deliver advice in 4000 homes
in East Anglia over the next 18 months.
The project with Anglian Water will see
VINCI Facilities fit water saving devices
to properties as well as working with
residents to manage their water usage.
NEWS ROUND-UP
RETAIL
REGENERATION
Technology
Tesco, Eston
New Covent Garden
Market
TECHNOLOGY CENTRE
WORKING WITH
BUILDING SOUTH AT
STREATHAM HUB
VINCI Construction UK has been
awarded an £11.4m contract from Tesco
to undertake the enabling work for a
proposed store in Eston, Teesside.
Tesco, West Bromwich
The Building Division has been
awarded a £46m contract to design
and construct a new retail and leisure
development in the heart of West
Bromwich for Tesco Stores Limited.
Tesco Distribution
Centre, Reading
A £27m contract to design and construct
an ambient distribution centre for
Tesco in Whiteley, South Reading has
been awarded to VINCI Construction
UK. The environmentally aware
development will be completed to
BREEAM standards and will emit
34 per cent less CO₂ than the levels
imposed by 2012 building regulations.
The Covent Garden Market Authority has
selected VSM Estates, the Joint Venture
between VINCI PLC and St. Modwen, the
UK’s leading regeneration specialist, as
its chosen Development Partner for the
redevelopment of the New Covent Garden
Market in Nine Elms. The multi-phased
project involves a complete rationalisation
of the 57 acre site over a five year period.
Walthamstow
Central Station
Solum Regeneration have awarded VINCI
Construction UK a £16.5m contract
to design and build 69 affordable
homes, Travelodge and retail units at
Walthamstow Central Station in London.
Stoke-on-Trent Bus
Facility
Construction of a landmark bus facility in
Stoke-on-Trent has been awarded to the
Building Division. The modern structure
is the first phase of a £350m regional
shopping and leisure centre, known
as City Sentral, which will create a top
regional shopping destination in the city.
Crabtree and Evelyn
VINCI Facilities has been awarded a three
year planned and reactive maintenance
contract for luxury beauty providers
Crabtree and Evelyn. The contract will
see VINCI Facilities provide support for 39
of the company’s retail stores across the
UK as well as maintenance at the Crabtree
and Evelyn headquarters in London and a
number of their factory offices.
New Look
Fashion retailer New Look has awarded a
two-year contract to VINCI Facilities for
the provision of property maintenance at
270 stores in Northern England and Wales.
VINCI Construction UK’s Technology
Centre has recently been awarded
a commission to provide services
to the Streatham Hub project.
These include:
•
BREEAM Assessment
and consultancy
•
Code for Sustainable Homes
Assessment and Consultancy
•
Operating and Maintenance Manuals
Building Division - South, Project Director
Steve Diggines, commented, “it’s great
to be able to use in-house expertise on
this key project, self-delivery is a key
differentiator for VINCI Construction UK.”
TECHNOLOGY CENTRE
REDUCES ITS CARBON
FOOTPRINT BY A
MASSIVE 49%
The Technology Centre has taken a lead in
reducing its carbon emissions. The first
part of VINCI Construction UK to have its
energy management system certified to
BS EN 16001, it has reduced its emissions
by a massive 49% over the last 3 years.
This has resulted in cumulative total
reductions of over 520T/CO₂ and
savings in utility costs of over £105k.
Weymouth Mixed Use
Scheme
an £8.3m design and build contract for
a new mixed use scheme in the heart
of Weymouth. The project includes
the construction of a three-storey
head office building for New Look, the
construction of a new industrial unit and
extensive road improvement works.
It has recently implemented
improvements to its office heating
system which it expects will achieve
further reductions from 2012.
The City Factory
01
The City Factory
Owing to major demographic trends, ageing populations
and increasing urban sprawl, modern cities are
changing fast. Indeed, these developments have
radically transformed housing and impacted urban
mobility patterns. But what challenges do our shifting
metropolitan landscapes face? How do we ensure
urban strategies reflect citizens’ aspirations? And
what will our cities look like 50 years from now?
In order to answer such questions and stimulate
debate around these topics, in 2008 the VINCI Group
set up La Fabrique de la Cité, or The City Factory – a
think tank which brings together city experts and
stakeholders to identify the trends, issues and drivers
for change that are shaping our urban futures.
The City Factory
02
explores these themes in seminars and promotes the publication
of studies and research through partnerships with elite colleges
and universities. It also holds a large seminar every year in a
major European city on an urgent, city-related issue. As Remi
Dorval, President of The City Factory, explains:
“Each year we hold an event in a European capital. We work on
an invitation basis, usually aiming to attract around 80 people
who can bring something to the debate. The idea is to gain an
international view and to draw on the host city’s experience of the
subject under discussion. We don’t work just as academics – it’s
wider than that. We bring together a range of experts and public
and private decision makers – all those who can add some unique
insight into the future of our cities.”
Since 1950, urban populations have been increasing and
cities have been expanding, as confirmed by OECD forecasts
to 2027. More than 50 per cent of the world’s population is
now urbanised, and the urban populations of several major
cities, including Phoenix, Houston and Dallas in the US, and
Belgium and London in Europe, are growing at an average
rate of 1% a year. In western cities in particular, this growth
is being fuelled by the fact that people are living longer and
immigration is rising – trends which pose major challenges
in terms of social integration and infrastructure adaptation.
At a time when the major challenges of the twenty first century
– mobility, sustainable development, urbanism, employment
and diversity – are concentrated in our cities, the VINCI Group
is seeking to make a valuable contribution to the debate around
urban development, and to have a positive influence on the cities
of the future.
With expertise in construction, roads, telecommunications
networks, energy, transport and major infrastructure concessions,
the VINCI Group provides vital services to cities all over the
world. The Group is therefore well placed to generate debate
around the issues affecting urban centres. And four years ago
it saw an opportunity to develop a city-focused thoughtleadership programme.
The Factory opens
The City Factory began as a meeting in London in 2008 on
urban mobility. It brought together city stakeholders, experts
and academics to discuss this issue and identify future trends.
Since that initial meeting, The City Factory has evolved into a
fully-fledged, independent think tank and organises its activities
around three research areas: the adaptation of existing cities,
sustainable mobility and the urban economy. The City Factory
In 2009 the City Factory held its annual meeting in Copenhagen,
addressing the sustainable development of cities, as well
as smaller meetings in Paris where the subject was the
infrastructural requirements of the Great Paris Project. In 2010
the think tank converged on Hamburg, where delegates discussed
the drivers for change in urban environments. And last year, 2011,
Barcelona hosted a meeting on the role and evolution of public
spaces in city life.
Each year, key outputs include the published minutes of the
meeting, and related articles capturing the core debate and the
exchange of information and ideas. As Remi explains, the aim is
not to provide “a global and exhaustive study on the future of cities,
but to explore and communicate strong trends in urban evolution,
always with a specific focus.” The founding meeting in London in
2008, for example, looked at urban mobility generally, but also
considered London’s specific experience of transport and the
congestion charge.
Looking for Legacy
In January 2012, the City Factory returned to London for its
annual seminar, focusing on the city’s experience of the Olympic
Games. The event addressed the effect and legacy of sporting
infrastructure on our living and working environments and
brought together leading experts from the fields of construction
and stadia development. The key speakers were Bridget Rosewell,
Consultant Chief Economic Adviser of the Greater London
Authority, Kay Hughes, Principal Design Adviser of the Olympic
Delivery Authority, Richard Brown, Strategy Director of the
Olympic Park Legacy Company, Damien Rajot, Stadia Operational
Director at VINCI Concessions, and John Barrow, Senior Principal
and Architect at Populous, who came up with the master plan for
the 2012 Olympic Games.
“The focus on sporting stadia”, says Remi, “was fascinating. We
looked not only at the Olympics, which of course formed a backdrop
to this event, but discussed how all cities address the legacy issues
associated with large sporting infrastructure.”
The City Factory
The event considered how, in a time of budgetary constraints,
when cities have to devise ways of adapting to climate change
and enlisting the support of their citizens, it is essential to look at
sports infrastructure as a vital engine of overall urban renewal.
In this way, The City Factory is about developing thought
leadership for the general good of urban populations. Covering a
range of issues, it aims to play an active role in the cultural, social
and infrastructure development of cities throughout the world.
“This kind of infrastructure”, says Remi, “attracts massive
financial investment. Once it was designed for single-use events,
but not anymore. Now, the regularity of major sporting events
(Olympics, Winter Olympics, World Cup, European Championships)
poses the question, what will happen after? How can cities optimise
this investment and use this infrastructure in the future.”
Speakers and attendees at the meeting discussed a range of issues
relating to stadia legacy, including the long-term impact of sports
structures from an economic, social and urban development
perspective. During the debate, the work of London’s ODA and
OPLC, the organisations tasked with addressing the Olympics
legacy, were commended for their positive approach to legacy
management. Indeed, part of London’s success at the Olympic bid
stage was its plans for stadia flexibility and adaptation. To ensure
legacy, London planned viable post-Games venues and included
the deployment of ‘social infrastructure’ in its transformation
programme. It also arranged to integrate local communities into
the project as early as possible. These were the prerequisites to
make this regenerated urban area a visitor destination and an
attractive place to live and work.
“We heard how the aquatic stadium will be reshaped after the
games”, recalls Remi, “all in line with the wishes of the local
community. The big stadium will be reduced in capacity from
80,000 to around 25,000. Many decisions were made early on that
have influenced the design of the equipment; above all, it has had to
conform to the needs of the local people and environment.”
03
“We were absolutely delighted to bring this prestigious event back to
London in 2012, four years after it was launched here”, said Andrew
Ridley-Barker, “as a major global contractor we are at the heart
of urban development issues in the context of social and economic
infrastructure and sustainability. This event is just the beginning of
the dialogue we hope to continue with our stakeholders in London.”
The City Factory’s next meeting will be in
Amsterdam in August 2012, where it will consider
Building the shared city: how can we engage
citizens? The seminar will involve high-level
academics and public and private sector decisionmakers and aims to establish the requirements
for effective citizen participation.
Attendees also heard about the Stade de France in Paris, and the
challenge of making use of such sustainable infrastructure after
its primary function has been fulfilled. According to Damien Rajot,
Stadia Operational Director at VINCI Concessions, “stadia will
be the Agora of the twenty first century.” The entire area around
these sites, whether the event is an Olympiad or a single football
match, must offer leisure activities (parks, festivals, restaurants,
landmarks) that will continue to attract people and give the place a
new identity of its own.
To find out more about the issues raised during The City
Factory’s London 2012 Seminar, visit
www.thecityfactory.com, where you can also subscribe
to The City Factory newsletter.
VINCI leading the way
Set up and supported by the VINCI Group, The City Factory
is unique in the construction industry for its sheer breadth of
focus. “Sure, other construction companies do this”, says Remi,
“but always to support their own strategic interests. What’s
different about The City Factory is that we make our results public
– they are intended for a wide range of stakeholders. We address
broad, international issues relating to cities, and we are an open,
public-facing initiative. I think this speaks volumes about the VINCI
Group’s commitment to sustainable development and
public interest.”
01
Stade De France
02
Remi Dorval, President of The City Factory
03
Andrew Ridley-Barker, Managing Director, VINCI Construction UK
EXPERTISE — Building Information Modelling
Expertise:
Building Information Modelling
01
Building Information Modelling is fast-becoming the most talked about innovation in the
construction industry. And with good reason. By 2016, any supplier wanting to be involved
in public sector construction projects will need to be proficient in Building Information
Modelling processes, tools and techniques.
This announcement, made in 2011, is intended to enable
the Government to derive significant improvements in
cost, value and low-carbon performance through the use
of open and sharable asset information. And as ever, VINCI
Construction UK is leading the way in the development and
adoption of this pioneering way of working.
showing stakeholders what a project will look like in a few
months or a year’s time. This adds huge value at tender stage,
not to mention during planning and sequencing and, as Will
Hackney, VINCI Construction UK’s BIM Strategy Manager,
explains, BIM tools are increasingly playing a key role in the
construction process:
Building Information Modelling (BIM) is the process of managing
building data and demonstrating, digitally and sometimes
in 3D, the entire life cycle of a building – from site scoping to
construction through to facility management. VINCI Construction
UK’s BIM unit is responsible for developing and implementing the
company’s BIM strategy. They also support high-level tenders
and projects, linking 3D models to planning programme software
and providing interactive construction simulations. This state-ofthe-art technology enables clients and engineers to ‘walk around’
virtual sites and review project designs from any perspective.
The modelling technology can also be time-synched in 4D,
“BIM can influence and inform everything across a building’s life
cycle – from costing to groundwork to energy efficiency. You can use
it to analyse all site requirements – for example, how much earth
needs to be brought in, which helps to reduce waste and minimise a
project’s economic and environmental impact.” And if timescales
change or designs are revised, all information is automatically
captured and reflected in the modelling. As Will observes, “this
takes all the pain out of the process, enabling clear communication
with all stakeholders and making everything more efficient and
accessible. Including proactive maintenance of a facility. It’s a very
exciting area to work in and is becoming increasingly business
critical in winning and delivering work.”
EXPERTISE — Building Information Modelling
A phased-approach
BIM in action
Industry adoption and application of BIM is broken down into
three levels of maturity. Level 1 involves the use of 2D or 3D
information for all component items within a project. At level 2, all
project and asset information, documentation and data must be
electronic, while level 3 requires complete transparency of data for
each component.
Already, VINCI Construction UK is using BIM on a number
of key projects. For example, BIM formed a core aspect of the
procurement process for the Tottenham Court Road (TCR)
station rebuild in central London. VINCI Construction UK’s civil
engineering division, Taylor Woodrow, in joint venture with BAM
Nuttall, is delivering a six-year contract to build the station boxes,
connecting shafts and fit-out for the new TCR underground and
Crossrail stations. And given the levels of coordination required
between the consultant and construction teams, use of BIM
during procurement was an obvious choice.
In its announcement in 2011, the UK Government has mandated
fully collaborative BIM level 2 by 2016. This phased approach to
the trialling and pioneering of BIM technology has been welcomed
by many, including Will Hackney, who calls the push from
government “a great opportunity to map the way forward for the
industry.”
BIM level 1 is underpinned by the BS 1192:2007 standard, which
requires the early involvement of all project stakeholders to help
achieve agreement in the way we name and share information
via a Common Data Environment. Level 2 uses the same standard,
but with more sophisticated data about each component on
specification, vendor and operation, typically generated as Building
Information Models. According to Will, this element of level 2 will
require increased contractor training in BIM tools and techniques
and in the business and IT infrastructure behind it. However, he
considers the Government’s level 2 targets to be ambitious, yet
healthy and achievable. Uniclass is another Industry Standard
being redeveloped to accommodate object level classification
and NBS has recently just launched the National BIM Library
of components, which is also to be developed further to include
manufacturer BIM content for all to use.
From the outset, an open-BIM strategy was adopted on the TCR
job, with standardised IFC file formats allowing models that
originated with the various consultants to ‘talk’ to each other.
What’s more, the client, London Underground, made the data
available during the tender period, delivering improved value in
planning through the use of BIM. And as the construction side
of the contract draws to a close, the main 4D BIM model will be
passed to the fit-out team delivering the next stage of the project.
We’re helping the business to grow in its use, understanding and
implementation of BIM to further our large existing portfolio of
BIM implementation and expertise, established over many years.
VINCI Construction UK offers a wide spectrum of opportunities
throughout all its areas of operation and across the entire project
life-cycle to implement and adopt BIM and new ways of working.
“We’re very excited and prepared for the Government Mandate for
BIM from 2016 with initial pilots on selected Government Projects
due by 2013,” said Will Hackney.
02
By far the biggest challenge, says Will, is “to get the foundations
of level 1 correct – this involves a cultural change rather than a
technological one – we need to define collaborative standards and
look at how we name and share information. Once we get people into
the habit of sharing information effectively and efficiently, the rest
of the phased process should flow more smoothly.”
Industry-wide adoption of level 3, meanwhile, remains a long
way off. To achieve level 3, explains Will, “data will need to be
centrally served to all who need access to it. This means sharing
and capturing huge swathes of data from design through to
construction and handover. This will also require a review of issues
relating to ownership and legal implications.”
While this sounds like an enormous task, the use of Construction
Operation Building Information exchange, or COBie, is already
enabling progress in this area. As Will sees it, COBie “is a prelude
to Industry Foundation Classes (IFCs) developed by buildingSMART
for Design, Construction and Facilities Management data exchange.
So, even though not everyone can use BIM yet, they can all input into
COBie, which enables early capture of information and can interface
with FM databases and BIM models.”
01
A virtual city created using some of the Industry BIM Standards
and BIM Team workflows.
02
Will Hackney, BIM Strategy Manager
BEYOND CONSTRUCTION — Knowledge Sharing
BEYOND CONSTRUCTION:
Knowledge Sharing
VINCI Construction UK comprises a workforce of around 4,500 people. Spread across the
country in three separate divisions, regions and sub-regions, the company’s employees
encompass a wealth of technical expertise and skill. Linking these people and their project
experience is critical to VINCI Construction UK’s future growth. In 2012, an innovative
knowledge-sharing platform looks set to revolutionise internal company communications
and partnership working.
When Andrew Ridley-Barker was appointed Managing Director of
VINCI Construction UK, he issued a challenge to key divisions and
individuals to make the business more efficient and productive.
Critical to achieving these goals is the sharing of innovation and
best practice internally among VINCI Construction UK teams.
Since late 2011, a dedicated working group has been developing
an intranet-based programme to help connect people and projects
within the organisation, and to create a space for company-wide
discussions and debate.
Linking people
The main aim of the new programme is to provide a single
repository for information, but also to link the people behind this
information in a meaningful way. The idea is that if someone
within the organisation encounters a problem on a project, the
new platform will enable the quick-sourcing of a relevant expert
who can provide a solution. The user will type in a keyword, for
example ‘groundwater’ or ‘cladding’, and the system will help
them locate someone within the company who has specialist
knowledge in this area. The user can then issue a request for
help, advice or information.
“Technical problems are rarely unique”, says Tony Raikes,
Managing Director of VINCI Facilities, who is leading the
knowledge-sharing working group. “It is likely that issues that
arise have been dealt with somewhere else at some other time. So,
the knowledge-sharing platform identifies who has experienced
01
“We do this at present”, says Tony, “but in all honesty it’s a bit
disjointed. What we need is an entire and consistent project
database which is editable and maintainable by the project
teams. This kind of information would enable people engaged in
building works in the north to communicate with people involved
in comparable works in the south. It will facilitate the sharing of
experience, innovation, skills and best practice, which in turn will
boost our overall efficiencies and productivity.”
Driving debate
But what good is information without debate? To ensure the
new platform is a living and evolving entity, Tony Raikes and his
team are also looking to create a company-wide forum where
employees with similar interests can discuss projects and
exchange ideas. VINCI Construction UK’s workforce is made up
of skilled and enthusiastic individuals who have a lot to say on a
whole range of subjects, from modern methods of construction
to energy efficiency to nuclear decommissioning. Enabling these
people to ‘get together’ and discuss their work over the intranet is
a key strand of the knowledge-sharing programme.
similar problems, and who is qualified to help. This requires a
highly-advanced employee directory which goes beyond mere
contact details, showing someone’s current role and interests. The
aim is to link people to overcome technological challenges – and
if we can do that, the organisation will become more efficient and
more powerful in the marketplace.”
A programme of this nature involves a huge amount of data,
but is first and foremost a people-based initiative. Indeed, its
strength lies in the fact that employees will be able to edit, update
and control personal data and content. As part of the network,
each employee will have a designated My Site page and will be
encouraged to maintain the information that appears in this area,
as Tony explains:
“The project is people-driven, not data-driven, which gives us a
far better chance of success. Maintaining vast volumes of data is
logistically very challenging, but we want people to have ownership
and control of this which means the whole thing will run more
smoothly. It will also empower employees to take responsibility
for the information relating to their own experience and skills.
Of course, there will be some mandated fields, but the rest will be
updated on a more free-flow basis.”
Linking projects
In addition to the interactive people directory, the new
knowledge-sharing platform will host a dedicated project
database. With many projects taking place simultaneously
throughout the UK and beyond, it is clear that teams would
benefit from interaction and exchange with other teams engaged
on similar jobs elsewhere.
“If we can create the right environment where people can exchange
ideas”, says Tony, “it will enhance our problem-solving capabilities
and put us in a very strong position. The transfer of knowledge
around the company will become much easier. What’s more, there
will be no divisional or hierarchical boundaries to the programme;
it will work vertically and horizontally. Anyone will be able to use
the system and communicate at any level – be it to ask someone for
help, find a project or kick-start a conversation.” The challenge
now is to deliver the final technological solution to enable a
company-wide rollout of the programme.
The platform will be based on MicroSoft Sharepoint, which
already underpins the VINCI Construction UK intranet but
which, as Tony explains, “is not used internally to its fullest
capacity.” Tony’s working group is led from an IT perspective
by Ben Paddick, and also includes Amarpall Samby from VINCI
Facilities, Steven Tideswell from the Building Division and
Matthew Phillips from Taylor Woodrow. Together, they have been
developing the technology and trying to maximise its knowledgesharing potential.
“At the moment the technology is rugged”, says Tony. “We need to
refine the user experience and beautify the whole process. Once
it’s been rolled out to user groups, we will steadily introduce the
programme throughout the rest of the year. But the new platform
is coming, and I think it will be a very exciting development.”
As with any innovation, internal cultural change will be required
if the new programme is to be a success. However, once a few
passionate advocates have “picked up the new system and run
with it”, Tony is confident the rest of the company will follow.
Technology Centre at the
heart of the knowledgesharing revolution
VINCI Construction UK’s Technology Centre has been
given an enhanced remit to make VINCI Construction
UK more efficient and productive. A core part of
this process involves the dissemination of crucial
knowledge and expertise. The Technology Centre
is promoting innovation workshops at both bid and
project stage to challenge designs and specifications,
look for innovative solutions and pick up lessons learnt
from similar past projects.
For example, during a recent tender, the Technology
Centre proposed replacing the ETFE Barrell Vault
Roof section on the Waters Mass Spectrometry HQ
with Xtralite Specialised Glazing with Nanogel. This
material had previously been used on Tesco projects
and resulted in a tender cost reduction of c£180,000.
To underpin this area of work, Technology Centre
staff conduct site visits throughout the country to
capture project experience (both good and bad) and show people where relevant information exists within the company.
Communication is key, and Technology Centre Director Dr Russell Matthews is in the process of reinvigorating the
Knowledge and Innovation pages of the intranet to make top tips and case studies more accessible across the company.
02
Innovation Awards
Another way the company celebrates and promotes knowledge
sharing is through the VINCI Group Innovation Awards.
Encouraging people to put forward ideas, the awards call for
entries in five separate categories: materials, processes and
techniques; management; equipment and tools; marketing and
services; and dissemination. The final category, dissemination,
focuses on how previous award submissions have been shared
and communicated across the company and is in effect a
measure of the success of previous winners.
The Technology Centre is planning a campaign to encourage
entries in this important category in advance of the next
Innovation Awards competition in 2013.
01
Tony Raikes, Managing Director, VINCI Facilities
02
Dr Russell Matthews, Technology Centre Director
Special Feature
A Reputation for Excellence:
Coventry University College
Hospital & St Cross Hospital Rugby
01
On 1 December 2011, VINCI Facilities were appointed to take over a lucrative maintenance
contract at Coventry University Hospital and St Cross Hospital Rugby. The core maintenance
fee is £270m plus the opportunity to deliver an additional £100m of capital works over the
remaining term of the contract. Approached directly by the Coventry and Rugby Hospitals
Company Plc (CRHC), VINCI Facilities were asked to replace a facilities company that had
failed to meet core contractual standards. In a highly competitive market, the appointment
speaks volumes about VINCI Facilities’ reputation for excellence in asset management.
The original contract terms for the Hard Facilities Management
(FM) service at Coventry University Hospital was 40 years,
with 10-year benchmarking clauses. The scope of the contract
covered the provision of full maintenance and energy
management services, plus the availability, use and application
of office equipment, furniture and furnishings suitable for use
in a healthcare environment. After five years, however, the
original facilities services company reached the termination
threshold within their contract, having failed a comprehensive
performance audit. Considering itself and its operations to be
potentially at risk, CRHC approached VINCI Facilities on an
exclusive basis to take over the Hard FM services side of
the project.
As Paul Goodridge, Divisional Director at VINCI Facilities,
explains, VINCI Facilities’ track record and expertise in asset
management provided CRHC with the reassurance they needed
as they looked to rescue the project:
“Over the last 10 to 12 years we have built up a strong reputation
for delivering Private Finance Initiative (PFI) healthcare
contracts. Our ability to deliver contract requirements and create
open, robust and stable working relationships inspires confidence
in clients, health trusts and in investors. We’ve shown in the past
that we are able to successfully take over failed PFI schemes and
complete a transformation programme in a short space of time;
thanks to our comprehensive ability to understand and manage
statutory compliance and the associated risk profile.”
Special Feature
02
“We turn asset management planning and decision making
into a very simple and seamless process. This means that both
planned, reactive and capital expenditure is managed in a highly
co-ordinated, efficient and cost effective manner.”
V Nexus
One of VINCI Facilities’ core strengths in this area is its use of
V Nexus, a Maximo product from IBM, which VINCI Facilities
has customised to enable joined-up decision making and
delivery. VINCI Facilities use V Nexus to provide data to
project teams, linking it to the My Management Information,
or MyMi, system. MyMi then converts this data into
insights, informing decisions about how to drive project
improvements and efficiencies. Indeed, the system acts as a
management information hub for both VINCI Facilities and
VINCI Construction UK, storing drawings, energy data, capital
planning information and more. It also links with Microsoft
products to provide a fully integrated management tool.
Business Continuity
“The real benefit to clients”, says Paul, “is that they can use this
tool on an ongoing basis and gain real-time access to our systems.
This is a core part of our offer.”
VINCI Facilities have also delivered strong performance
outcomes under the Transfer of Undertakings (Protection of
Employment) Regulations – or the TUPE process, as it is known.
This was most recently demonstrated in the transfer of 30 fulltime staff as part of a PFI contract with the Queen Elizabeth
Hospital in Woolwich, South London. For CRHC, this experience
was vital.
Using V Nexus, VINCI Facilities are able to gather evidence to
deliver robust asset management plans. The software enables
agile control in asset management in terms of work orders and
is vital to helping VINCI Facilities manage planned and reactive
workloads. As Paul explains:
“We have shown”, says Paul, “that we are good at winning
round employees and protecting their TUPE and pension rights
in transfer situations. This is part of our business continuity
approach to asset management, which focuses on minimising
disruption to the client. And the fact that we are able to manage
transfers in short time frames reflects the quality of the VINCI
approach and support from our capable and dedicated HR team.”
Unravelling complexities
Awarded the residual 35 years of CRHC’s Hard FM contract,
VINCI Facilities will be looking after the 1,212-bed acute
Coventry University Hospital plus a retained estate at Rugby.
The contract involves managing and maintaining internal and
external building fabric, HVAC plant and services, medical
gases, electrical and mechanical distribution systems, grounds,
sterilisation equipment and alarm systems.
Approaching this project, VINCI Facilities will provide a fullyintegrated model of service delivery to enable its highly skilled
workforce to provide better outcomes for the client. It will also
be looking to unravel the complexities of asset management,
which is a key feature of VINCI Facilities’ success in projects of
this nature, as Paul Goodridge remarks:
“It gives us all the information we need for capital planning for
asset lifecycles, whereby we combine and harmonise long-term
capital expenditure on a building. It is also a unique system in
that it replicates PFI payment mechanisms, which can be really
difficult to manage. In fact, it provides information at the touch
of a button that would normally take weeks to collate. In this
way, we’ve taken a standard IBM programme and moved it on to
provide additional functionality.”
People management
Taking over incumbent project teams involves skilled people
management. “The first thing we do is demystify the TUPE
process, then demonstrate the benefits of working with VINCI
Construction UK,” says Paul.
A core part of this process involves enlisting VINCI Construction
UK staff who have transferred under previous TUPE
arrangements to act as company ambassadors. This creates
a powerful peer-to-peer message and, as Paul concludes,
“shows potential TUPE candidates that we have delivered on our
promises in the past, and that we can incorporate new people into
a winning facilities team.”
Special Feature
In this way, VINCI Facilities encompass the full range of asset
management capabilities, combining complicated scheduling,
financing and technical expertise with the ability to handle
delicate personnel issues. All these skills will prove vital as
Paul and his team take over the Hard FM contract in Coventry,
looking to resolve the complexities of the project’s past and pave
the way for future success.
Sustainability & Energy
Management
As part of the contract, VINCI Facilities take responsibility
for energy consumption. They have used their expertise and
experience to engage with the Trust to develop a joint approach
to reduce energy usage and promote a more sustainable
approach to the use and maintenance of the facilities.
As Victoria Hughes, Head of Sustainability for VINCI Facilities
explains:
“The Department of Health is insisting that all Trusts produce
a sustainability report from 2011/12 onwards, and each Trust
will require the full support of their Facilities Management
teams to deliver improvements in environmental, social and
economic aspects. Sustainability can often seem like a theoretical
concept, but in reality many Trusts are improving their
performance across the triple bottom line. Due to our work with
other Trusts, VINCI Facilities understand what sustainability
means to the NHS, and can prioritise our actions to maximise
positive outcomes.”
Recent surveys commissioned by the NHS have shown an
overwhelming positive response to make the NHS more
sustainable. 92% of the public interviewed said they wanted the
NHS to be more sustainable, with 33% saying it should be done
even if it would cost the health service money. Of course VINCI
Facilities have only a part to play in this vision, it requires a
fully collaborative approach across the whole supply chain. As
carbon is one of the most talked about environmental aspects,
and as NHS emissions have levelled out at 20 million tonnes per
year (equivalent to 10 years worth of all flights from Heathrow)
this is one of the first priorities at Coventry.
“Our asset management programme
is fundamental to delivering
sustainability through whole
life costs.”
Victoria Hughes,
Head of Sustainability, VINCI Facilities
In March, VINCI Facilities fully supported the Trust
during the UK NHS Sustainability Day at Coventry. The
key themes were energy efficiency, health and wellbeing
and sustainable travel. We engaged with patients,
visitors and staff to communicate how, as a partnership,
we will improve these aspects. To continue these themes
throughout the rest of the year we are supporting their
Outerspace project, delivering natural green space for
the benefit of staff, patients and the community, and
providing electric vehicle charging points, sub metering
and bicycle racks.
03
01
Coventry University Hospital
02
Paul Goodridge, Divisional Director, VINCI Facilities
03
Victoria Hughes, Head of Sustainability, VINCI Facilities
COMMUNITY INVOLVEMENT
Welsh Assembly praises
Newport skills project
Prince’s Trust awards VINCI
Construction UK ‘Get Into’
graduates
Michael Collins and Adrian Wilson, both recent graduates
from VINCI Constructions UK’s Get Into programme, have been
awarded for their work within the construction industry by The
Prince’s Trust. Both have been able to turn their lives around
with the help of VINCI Construction UK in partnership with The
Prince’s Trust. Michael, 24, from Nottinghamshire, walked away
with a commendation in the Young Builder Award category.
Meanwhile, Adrian earned the East Midlands Breakthrough
Award after forming a successful career in industry.
VINCI Construction UK
encourages engineers of the
future
Representatives of the Welsh Government visited The Stow Hill
Access Resources and Enterprise (SHARE) Centre in Newport
recently and heaped praise on the project. The scheme, in
partnership with VINCI Construction UK, works to help young
people gain the skills they need to find employment in the area.
VINCI Construction UK joined forces with the Construction
Youth Trust to offer 30 Year 12 students the chance to
experience the professional side of construction. The students
heard from young professionals about how they made their
way into the industry and enjoyed a three-day programme
aimed at helping them make informed choices about a career in
construction. The programme culminated in trips to the VINCI
Construction UK Technology Centre and the state-of-the-art
Circle hospital in Reading.
Thanking everyone involved in the project, Welsh Government
Minister Edwina Hart said: “I am thrilled that this project has
brought together VINCI Construction UK from the corporate
sector and SHARE from the voluntary sector in a brilliant project
to give young unemployed people the skills and training they need
to get a full-time job.”
In a separate project, VINCI Construction UK gave four students
the opportunity to undertake a six-month project designed
to give them a true taste of a career in construction. The
programme challenged the students with designing a system
to solve a genuine workplace task that would usually fall to an
on-site team.
Life skills for unemployed
young people
From November 2011, The Prince’s Trust and VINCI
Construction UK have been offering a two-week work
experience programme to give unemployed young people a taste
of working in the construction industry. The course aims to
give them a realistic view of the industry and supply them with
skills that can set them on the path to a great career.
COMMUNITY INVOLVEMENT
VINCI Construction UK
managers become industry
ambassadors
Women in Property
VINCI Construction UK has teamed up with The Association
of Women in Property (WIP) to show support for women in the
construction and property industry. VINCI Construction UK
will co-host and guest speak at the WIP event, which is being
held at King Edward VII School, Sheffield. VINCI Construction
UK project and contract managers will deliver a presentation at
the event to explain the management of complex development
schemes, such as the King Edward VII School.
Challenge 1500
Twelve managers from VINCI Construction UK have volunteered
to work with primary school pupils at the BUILD IT event in
June 2012. The managers will become approved STEM (Science,
Technology, Engineering and Mathematics) ambassadors and
will share their skills and knowledge with young children to
foster an interest in construction.
The seven members of the Duke of Edinburgh Awards
Programme were recently set a task to raise £1500 for charity
as part of “Challenge 1500”. The VINCI Construction UK team
exceeded their £1500 target and raised £4065 thanks to a raffle
and auction evening at Thurrock Hotel in Essex which donated
its function facilities free of charge.
Engaging Schools with
Industry
Year 12 students across the UK are to be given first-hand insight
into careers in construction thanks to VINCI Construction UK
and charity Construction Youth Trust.
Students were recently treated to an exclusive tour of the Welsh
Senedd - a ground breaking VINCI Construction UK project
famed for its innovative approach to design and sustainability.
They also had the opportunity to visit VINCI Construction UK’s
Adam Street student accommodation redevelopment and nearby
fire station.
Prior to the site visits the students had met with VINCI
Construction UK at the University of Glamorgan for an
interactive day of seminars, Q&A sessions and team building
exercises, introducing them to the industry and exploring the
wide variety of careers that construction has to offer.
The sessions culminated in students being interviewed by staff
from VINCI Construction UK for the opportunity to gain one of
five work placements available during the school break.
The event was one of Construction Youth Trust’s ‘Budding Brunels’ - an OCN accredited 3-day schools engagement programme
aimed at engaging and informing young students who are researching their higher education options and considering career paths.
Of the 32 students who benefited from the session, over 50% were female, eagerly challenging the stereotype of construction
offering careers only suitable for men. The programme is one of a series of eight Budding Brunels planned for 2012 between VINCI
Construction UK and the Trust.
Awards and Accreditations
Improving the construction
industry’s image
VINCI Construction UK excelled at this year’s Considerate
Constructors Scheme National Site Awards with 17 projects
being recognised for their excellent standards of considerate
practice towards the general public, the workforce and the
environment.
Six silver and eight bronze awards were collected at this
year’s ceremonies, including repeat recognition for sites such
as Bamford WTW, Whiston Hospital and Gatwick Airport.
The 2012 Awards were presented to the highest scoring 7.5%
of sites, selected from over 8,500 eligible projects.
Roath Lock Studios success
VINCI Construction UK’s scheme at the Roath Lock Studios in Cardiff has
been recognised as a BREEAM Outstanding project and is the first
industrial building in the UK to achieve an Outstanding certificate.
KING’S CROSS PROJECT AWARD
The King’s Cross Redevelopment project Package 6 has won the Institution
of Civil Engineers’ London Award for Re-engineering London. The high
profile judges, including the last Lord Mayor of London, visited site and
were conducted on their tour by Ian Fry of Network Rail, John McAslan of
JMP, John Turzynski of Arup, Mick Grainger of NG Bailey and Simon Jenks,
VINCI Construction UK Project Director.
National Apprenticeship Scheme
Recognition
Level
Project
Silver
BBC Roath Lock Studios
Silver
BSF Sheffield Bradfield School (PFI)
Silver
Clifton Campus Nottingham Trent University
Silver
Cochrane Building
Silver
Connaught Tunnel
Silver
King's Cross Station Redevelopment Programme
Silver
Langford Small Animal Surgery
Silver
Middlesex University Phase III (Hendon Campus)
Silver
Tottenham Court Road Station Upgrade
Bronze
Bagot Street Student Accommodation
Bronze
Bamford WTW - Works Order WO5
WORKING TOWARDS INVESTORS IN DIVERSITY
Bronze
Bishops Park & Fulham Palace
Bronze
BSF Sheffield Bents Green School
Bronze
Gatwick Airport Pier 2
We are committed to creating and sustaining a culture that values,
supports and promotes diversity in its broadest sense by giving every
employee the same opportunities. We want to be able to practically
demonstrate our commitment to equality, diversity and inclusion and
have committed to gain formal recognition to evidence this by working
towards the Investors in Diversity accreditation.
Bronze
Langford Equine Surgery
Bronze
Whiston Hospital PFI – Phase 2
Bronze
Ysgol Plasmawr
At a recent Apprenticeship Fair for Transportation and Engineering in
London, VINCI Construction UK was presented with a certificate by the
Deputy Mayor of London. This recognises our commitment and support as
an employer, to the training and skills development of our staff by offering
apprenticeships.
Northwest in Bloom
St Helens Hospital has won the best hospital grounds award in the Royal
Horticultural Society, North West in Bloom competition organised by
NewHosptitals. Sue Brandreth from NewHospitals commented, “This
recognises the hard work of all the VINCI Facilities team.”
VINCI Construction UK features as Best
Employer
Building Magazine’s Good Employer Guide included VINCI Construction
UK as its fourth best employer in the UK construction industry and the
only contractor to feature amongst the winners. The prestigious award
is based on key factors including diversity, leadership and employee
benefits.
Working Towards

NeT phase Two - Taylor Woodrow

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