issue 43 - may 2012 - vinci construction uk

DELIVERING ESSENTIAL SERVICESThe CollaboraTive approaCh

FOCUS PROJECTNeT phase Two

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ISSUE 43 / May 2012

SHARING EXPERIENCE, INNOVATION AND SUCCESS

The viNCi CoNsTrUCTioN UK MaGaZiNe

CONTENTS

FOCUS PROJECTNeT phase Two

ChalleNGes HEALTH & SAFETy: RAISING THE bAR

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CreDiTs editor Melanie Mathews, Communications Director, VINCI [email protected] Copy Stratton CraigDesign VINCI Construction UK Design Team

01 CHAIRMAN’S wELCOME

02 DELIVERING ESSENTIAL SERVICES — COLLAbORATION

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

CoNTeNTs 02DELIVERING ESSENTIAL SERVICESThe CollaboraTive approaCh

Communiqué Issue 43

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.

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 stanionChairman & Chief Executive VINCI PLC

CHAIRMAN’S WELCOME

wELCOME TO THE laTesT eDiTioN of CoMMUNiqUé.

Communiqué Issue 43 01

The CollaboraTive approaCh

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.

DELIVERING ESSENTIAL SERVICES — COLLAbORATION



in conversation with Communiqué magazine, Managing Director andrew ridley-barker explains the thinking behind the company’s collaborative vision and culture.

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 levelOne 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 Ridley-barker 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 perMeableTo 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 Ridley-barker, “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.”

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GroUp-level CapabiliTy shariNGCollaboration 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.”

01Andrew Ridley-barker, Managing Director, VINCI Construction UK

02Collaboration with other Group Companies is reaping rewards for the energy business.

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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


The ChalleNGesCompetitive tenderThe 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 long-term 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 operationsworking 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.


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 solUTioNsstrong consortium approachIn 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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This model was designed to meet exactly and emphatically the local authority’s affordability criteria, and to ensure the project could be completed on budget, on target and on time.

planning and impact managementThe consortium also had to demonstrate its commitment to minimising the social and environmental impacts of the project. To this end, the team devised a detailed traffic management 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 and style.

Throughout the tender process, and now as the project gets underway, VINCI Construction UK’s planning and coordination expertise has very much come to the fore. Looking forward, the consortium will work hand-in-hand with Nottingham Council to ensure that the two parties’ needs and expectations can be integrated, and that construction milestones and delivery dates can be achieved.

As always, VINCI Construction UK is also aiming to extract maximum benefit for local communities during the construction period and beyond. Through the company’s partnership with the local community, it will provide

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employment to local people and businesses. Through its Stand Out! Make a Difference programme, working with the Prince’s Trust, the Duke of Edinburgh’s Award scheme and the Construction youth Trust, VINCI Construction UK will engage with young people in the community to provide opportunities for employment and development.

In this way, VINCI Construction UK will deliver lasting value and leave a positive, living legacy for the city of Nottingham.

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

01Martin Carroll, Project Director NET Phase Two

02Map of Tram Route

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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.

CHALLENGES — HEALTH & SAFETy

raisiNG The bar


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.

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.

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.

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

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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.

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Andy Sneddon, Health, Safety & Environment Group Director

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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.

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NEWS ROUND-UP

healThCare iNTeGraTeD healTh proJeCTsIntegrated 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:

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

west herts Nhs Trust

wrightington wigan & leigh Nhs foundation Trust

qUeeN eliZabeTh hospiTalVINCI 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.

eDUCaTioN brisTol life sCieNCes faCiliTyVINCI 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.

NoTTiNGhaM TreNT sTUDeNT aCCoMMoDaTioNThe 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.

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 CoMpaNyAn £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 villaGeLiverpool 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, CaMbriDGeVINCI Construction UK has been awarded 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 CoNsorTiUMThe 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 aCCoMMoDaTioNThe 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 aCCoMMoDaTioNVINCI Construction UK has won a contract from developers Cambrian Holst Ltd for the construction of a large student accommodation block in central Cardiff.

iNfrasTrUCTUreTraMliNK NoTTiNGhaMVINCI 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 UpGraDesTaylor 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

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.

CoMMerCialviNCi faCiliTies CoMpleTes lisTeD bUilDiNG worKA £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 esTaTeVINCI 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.

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 CoNTraCTsVINCI 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

resiDeNTialbarrow-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.

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

reTailTesCo, esToNVINCI 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 broMwiChThe 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.

CrabTree aND evelyNVINCI 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.

reGeNeraTioNNew CoveNT GarDeN MarKeTThe 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 faCiliTyConstruction 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.

weyMoUTh MixeD Use sCheMeVINCI Construction UK has been awarded 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.

TeChNoloGyTeChNoloGy CeNTre worKiNG wiTh bUilDiNG soUTh aT sTreaThaM hUb 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.

It has recently implemented improvements to its office heating system which it expects will achieve further reductions from 2012.


THE CITy FACTORy

The CiTy faCToryOwing 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.

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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 thought-leadership programme.

The faCTory opeNsThe 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

02explores 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.”

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 leGaCyIn 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.

“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.”

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.

viNCi leaDiNG The waySet 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.”

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.

“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.”

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THE CITy FACTORy

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.

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 decision-makers and aims to establish the requirements for effective citizen participation.

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Stade De France

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Remi Dorval, President of The City Factory

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Andrew Ridley-barker, Managing Director, VINCI Construction UK


EXPERTISE — bUILDING INFORMATION MODELLING

experTise: bUilDiNG iNforMaTioN MoDelliNG

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.

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-of-the-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,

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:

“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.”

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a phaseD-approaChIndustry 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.

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.

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.”

biM iN aCTioNAlready, 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.

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.

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EXPERTISE — bUILDING INFORMATION MODELLING

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A virtual city created using some of the Industry bIM Standards and bIM Team workflows.

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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 peopleThe 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



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 proJeCTsIn 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.

“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 DebaTebut 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.

“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 knowledge-sharing 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.

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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

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Dr Russell Matthews, Technology Centre Director

TeChNoloGy CeNTre aT The hearT of The KNowleDGe-shariNG revolUTioNVINCI 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.

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SPECIAL FEATURE

a repUTaTioN for exCelleNCe: CoveNTry UNiversiTy ColleGe hospiTal & sT Cross hospiTal rUGby

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.”

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SPECIAL FEATURE

bUsiNess CoNTiNUiTyVINCI 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 full-time staff as part of a PFI contract with the Queen Elizabeth Hospital in woolwich, South London. For CRHC, this experience was vital.

“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 CoMplexiTiesAwarded 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 fully-integrated 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:

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 NexUsOne 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.

“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.”

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:

“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 MaNaGeMeNTTaking 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.”


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 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

SPECIAL FEATURE

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Coventry University Hospital

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Paul Goodridge, Divisional Director, VINCI Facilities

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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.


COMMUNITy INVOLVEMENT

welsh asseMbly praises NewporT sKills proJeCT

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.

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.”

life sKills for UNeMployeD yoUNG peopleFrom 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.

priNCe’s TrUsT awarDs viNCi CoNsTrUCTioN UK ‘GeT iNTo’ GraDUaTesMichael 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 fUTUreVINCI 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.

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.


COMMUNITy INVOLVEMENT

woMeN iN properTyVINCI 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 1500The 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.

viNCi CoNsTrUCTioN UK MaNaGers beCoMe iNDUsTry aMbassaDors

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.

eNGaGiNG sChools wiTh iNDUsTryyear 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.


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.

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

Bronze Bishops Park & Fulham Palace

Bronze BSF Sheffield Bents Green School

Bronze Gatwick Airport Pier 2

Bronze Langford Equine Surgery

Bronze Whiston Hospital PFI – Phase 2

Bronze Ysgol Plasmawr

roaTh loCK sTUDios sUCCessVINCI 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 reCoGNiTioNAt 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 blooMSt 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 eMployerbuilding 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 iNvesTors iN DiversiTywe 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.

AWARDS AND ACCREDITATIONS

Working Towards

issue 43 - may 2012 - vinci construction uk

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