Nick Mann, Kier Build
Projects over £60m
GOLD: Nick Mann MCIOB, Kier Build
Project Sainsbury Laboratory, University of Cambridge
Value £65m
Contract NEC 3 option A
World-class building, architectural vision, superb standards, listed setting, intricate interfaces, complex M&E, numerous stakeholders. This project presented Nick Mann with the most daunting of parameters. But this considered and focused construction manager fulfilled all expectations, delighted the client and ran a happy site to boot.
He took the time to understand the client’s team and the project drivers. His vision and technical accomplishment were instrumental in translating the ambitious design aspirations for the exposed concrete frame into an impressive reality.
His leadership, communication skills and collaborative mindset meshed subcontractors, designers and consultants into a committed and enthusiastic team. Delivering a stunning building was so integral to the project culture that concrete finishers could be spotted stroking the walls as soon as the shutters had been removed.
Mann educated the team in the quality expectations by taking them to other sites designed by the architect. And while he ensured that eyes were attracted to the superb finish for the external cladding, joinery and GRG moulded ceilings, he unobtrusively integrated the extensive services. His offsite fabrication of large M&E modules maintained the programme and drove up quality. He even made savings without compromising the design detail and high quality of finish, introducing a facade engineer to realise the complex design through standard components.
In a comprehensive triumph, he brought this immensely challenging project in on budget, on time and to a breathtaking level of quality. Combined with a transparent management style, Mann’s stellar performance on this project won the complete confidence of the client and has helped Kier secure a subsequent project of a similar type and magnitude.
Phillip Clarke, Lend Lease
Gold
Phillip Clarke MCIOB, Lend Lease
Project One New Change, London EC4
Value £260m
Contract Construction Management
If ever a project needed a safe pair of hands it was this one. It found them in Phillip Clarke, who managed out the substantial risk on the £260m contract.
With 100 Lend Lease staff involved on site, as well as 35 subcontractors and numerous professionals, he set up clear lines of control and communication and established a respectful and non-adversarial culture that successfully mediated the inevitable clash of ideas.
He steered the project through a controlled process of value management whose fruits were extensive use of 3D design for the frame, the cladding and the M&E, and the decision to construct the basement top-down. His exemplary leadership in establishing the interfacing design principles for the ground source energy loops to be installed in the structural piles settled the big issues.
When late utility diversions, demolition hold-ups, an archaeological investigation and the introduction of piled caissons for the main cores left the project facing a 14-week delay, he threw himself into pulling the time back. He reprogrammed and resequenced energetically, resetting the cladding, M&E and fit-out.
Finalists
Alan Blewett MCIOB, Laing O’Rourke
Mint Hotel, London EC3
Matthew Cova MCIOB, Skanska
St Botolphs Building, London EC3
Steve Fennell, Lend Lease
Central Saint Giles, Centre Point, London WC1
Gary Hills, Sir Robert McAlpine
Eldon Square, Newcastle upon Tyne
Paul Lynchehaun, Laing O’Rourke
One Hyde Park, London SW1
Darren Pettitt, McLaren Construction
City of Westminster College, London W2
Adam Harding, BAM
Projects £30m to £60m
GOLD: Adam Harding ICIOB, BAM
Project West Herts College, Watford
Value £49.5m
Contract JCT 2005
With just one chance to create something special, this client had the good fortune to have Adam Harding as its construction manager. He committed to understanding the stakeholders’ aspirations and then delivered a stream of major client-led changes to deliver that special building.
His clear, no-nonsense communications quickly won the client’s confidence. And his command of the construction team was apparent in a tidy, well-ordered site that allayed the opposition of residential neighbours. Calm and responsive when meeting them, he repeatedly defused local criticism of the project.
His thorough understanding of his client allowed him to prepare for change before it arrived. Sensing the client was uncomfortable with a restricted courtyard space, he got the cladding subcontractor to create a door detail and so absorbed the variation when it came with ease.
He substituted a vast expanse of hard-to-maintain resin-bound gravel with equally attractive, but more cost-effective paving. He changed the cavity wall facade masonry to precast structural brickwork panels. The installation of 4,500m2 of brickwork cladding was achieved in 11 weeks with just six operatives and a crawler crane.
When the client revisited the signed-off internal design and layout, Harding’s rapid action and fine programme antennae halved the forecast 24-week delay. He cut the overshoot to six weeks for the 90% sectional completion that was critical for the client’s scheduled opening for the new academic year.
Mark Chamberlain, Willmott Dixon
Silver
Mark Chamberlain FCIOB, Willmott Dixon Construction
Project Aylesbury Waterside Theatre
Value £38m
Contract JCT 2005
It could all so easily have gone horribly wrong on Mark Chamberlain’s project.
To start there was considerable and constant media scrutiny amid huge public interest, a budget that demanded extensive value engineering, and the constraints of a town centre location.
What’s more, this iconic building was intended to kick-start the town’s regeneration. It also employed a specialist bespoke facade and other architectural elements that had never been market-tested. And the contract administrator was a powerful architect determined to deliver a superb design.
Chamberlain’s control of the substantial commercial risk was impeccable. He negotiated a way through the cost plan reconciliation sticking points. He used all his powers of persuasion to balance the architect’s concept against affordability, ensuring functionality and alignment with the client’s aspirations. He also deftly rounded the sharp and painful rocks of technical compliance. He built full-size facade and plinth sections to test airtightness before committing to fabrication, and the battery of acoustic tests included a full orchestra.
When it became clear that the design programme was problematic, he invested additional resource without seeking cost recovery. His reasoned approach was key to the successful relationships on site, and he patiently managed the international slew of specialist theatre suppliers.
Finalists
Tom Cornish, BAM
Roslin Institute Building, Easter Bush Research Centre, University of Edinburgh
Ian French, BAM
Severn Trent Centre, Coventry
Julian Goodliffe, Kier Longley
Bexhill High School, East Sussex
Kevin Lake, Simons Construction
St Catherine’s Walk, Shopping & Entertainment Centre, Camarthen
Mike Morris, Laing O’Rourke
Earth Sciences Building, Oxford University
Joe Murphy, Kier London
Whitmore High School, Harrow
David Sizer ACIOB, GB Building Solutions
William Wake House, Northampton
Jim Ward MCIOB, BAM
Riverside Museum, Glasgow
Duncan Mitchell, Sir Robert McAlpine
Projects £22m to £30m
GOLD: Duncan Mitchell, Sir Robert McAlpine
Project Cabot House, Bristol
Value £29m
Contract JCT 2005
Duncan Mitchell has set a daunting standard in a smooth delivery of a complex project that demanded diligence, planning, engineering know-how and team management.
With the site in a conservation area next to a grade I listed building, in front of the city planning office and close to the cathedral, his fruitful engagement with the local community was outstanding. He worked fast to build relationships that proved invaluable and he worked hard to keep them in good order.
The most telling moment occurred when, as work started on piling for one of the office blocks, the structural design was changed from concrete to steel. With the complete loss of programme commitments looming, Mitchell rallied his team. His clear understanding of how the design could be modified with least impact on operations already under way was a guiding light in maintaining site progress. Indeed, he took advantage of the early availability of the steel to step up the programme pace and complete significantly earlier than expected.
In the context of onerous financial penalties for not achieving exceptionally high sustainability scores, he had the confidence to extract the programme, buildability and cost advantages of a curtain window system in one office block. He then offset the sustainability loss by using a lightweight roof construction and bigger raised floors in lieu of concrete make-up.
Richard David, Willmott Dixon
Silver
Richard David MCIOB, Willmott Dixon
Project Phase 1, City Campus, University of Wales, Newport
Value £27.6m
Contract JCT 2005
With the contractor that had originally won the tender proposing unacceptable space and finish compromises to save £5m and bring the project back within budget, the client turned to Willmott Dixon and Richard David.
Faced with a client fearing another specification savaging, David put his mind to delivering the budget and the aesthetics. He took an open book approach to all value engineering to ensure savings were real and transparent. He retendered every single package and introduced products that enhanced quality at a lower cost.
The building’s soffits, for example, had been specified as a costly prefabricated panel system. David proposed a more affordable — and sustainable — larch cladding. Then, by substituting a metal frame with continuous timber strips, he was able to install 4,800m2 of red cedar cladding and still make big savings. Likewise, he used local furniture suppliers to cut the cost of fit-out.
Outstanding financial control was only half the story. He negotiated a daily road closure with the authorities that was essential for deliveries to the hemmed in site and overcame severe environmental restrictions — the riverbank site boundary is home to otters and no work could take place between 6pm and 8am when they were active, and care had to be taken to protect the natural path of fish in the river.
When the drainage works unexpectedly hit an old canal wall that scuppered the trajectory of connection to the trunk sewer, by installing an underground pumping station David was able to use an existing sleeve underneath the carriageway to make the trunk connection and rescue the programme.
Finalists
Michael Docherty MCIOB, Leadbitter Group
Hillingdon Sports & Leisure Complex, Middlesex
Ian Hazelton MCIOB, Willmott Dixon
Stoke Newington 6th Form & School: Media, Arts and Science College, London N16
Shaun Kearney MCIOB, Miller Construction
6th Form College, Stoke on Trent
Barry O’Hagan, Lend Lease
Modernisation Programme, South Lanarkshire Primary Schools
Roger Quew, Interserve Project Services
Torquay Community College
Craig Reason, Willmott Dixon
RSA Academy, Tipton, West Midlands
Shah Shahnavaz, Wates Group
1 Lancaster Circus, Birmingham
Andrew Young, Kier Northern
Woodchurch High School, Wirral
Matt Heshmati, Wates Construction
Projects £17m to £22m
GOLD: Matt Heshmati MCIOB, Wates Construction
Project Kentish Town Sports Centre, London
Value £21m
Contract JCT 1998
Matt Heshmati’s leadership of this extremely complex refurb on a tight footprint amid considerable local attention was superb.
Totally client-focused, committed and determined to excel, his management was exceptional and motivational. He put in the background reading that helped him understand a horribly complicated Victorian baths with nine roofs, and design the precise placement of 5.5 miles of scaffolding for access and a temporary roof, driving out considerable risk.
He used offsite fabrication of major pipework to avoid any damage to the century-old swimming pool from welding in-situ. Since he already had concrete on site, he decided to precast the pool manholes and drop them into place, a quicker and easier solution than the traditional methodology. Incredibly, Heshmati delivered 10 weeks early. The outstanding levels of construction and workmanship went well beyond the client’s expectations and he never once requested additional funds. It is absolutely no surprise that the client — and stakeholder English Heritage — has adopted the project as its best practice model for refurbs of listed buildings.
Shane Benson, Wates Construction
His honest and respectful approach set a positive tone on site and underpinned the trust that motivated the workforce to go the extra mile. He brought a historically difficult factory neighbour onside by keeping the firm constantly informed and making sure it always had access for deliveries. The regular meetings he organised between the designers and the subcontractors ensured the budget didn’t go a penny over. And he had the confidence not to follow the programme slavishly, but resequenced works to react to what was happening on site. By omitting the steelworks on one side of the workshops, for example, he was able to employ a scissor lift rather than scaffolding, saving time and money.
Finalists
Darren Chandler, Kier Southern
St George’s C of E School, Broadstairs, Kent
Raymond Clarke, Morgan Sindall
Alsop High School, Liverpool
Paul Field, Willmott Dixon
Holyport Manor SEN School, Maidenhead
Damien Froehlich MCIOB, Mansell Build
GMP Divisional Headquarters, Bury
Philip Galbraith MCIOB, Robertson Construction Lothians
Midlothian Community Hospital, Dalkeith
Clifford Kinch ICIOB, Leadbitter Group
Watts Building, The Hub, The Link and Aspire Building, Southampton City College
Sean McNicholas MCIOB, Willmott Dixon
Blaydon Primary Care & Leisure Centre, Gateshead
Robert Olley, Kier Eastern
The Open Academy, Norwich
Phillip White MCIOB, Kier Northern
Carmel College, St Helens, Merseyside
Simon Sutcliffe, BAM
Projects £11m to £17m
GOLD: Simon Sutcliffe, BAM
Project Carnegie Pavilion, Leeds
Value £14.7m
Contract NEC option C
Keeping one client happy is enough of a challenge for most construction managers, but Simon Sutcliffe had two for this landmark building — Leeds Metropolitan University and Yorkshire County Cricket Club. And although not a client, Sky TV also had to be accommodated with its specialist broadcast installation requirements.
The pressure was intense. With an anticipated potential TV test match audience of 500 million, the pavilion would be the most viewed building in Yorkshire, and programme deadlines, high quality of finish and making a build success of the dual functionality were all key.
Sutcliffe made sure the chosen subcontractors were of the highest quality. He paid a formidable degree of attention to quality control in the concrete and steel frames, the rainscreen cladding and the curtain walling. And he worked hard to keep the team’s focus on issue resolution and maintaining the programme.
Sutcliffe’s innovations resulted in considerable savings for his clients. He took an integrated programme approach. He changed the piling and frame methodologies. He used prefabricated steel framing for roof trusses and designed cast-in plates for interfaces between the concrete and steel frames. And he changed the brick and block construction to Metsec and cement board.
Wes Day, Dawnus Construction
Silver
Wes Day, Dawnus Construction
Project One Guildhall Square, Southampton
Value £14.2m
Contract JCT 2005
Tight budget, challenging timeframe, limited access, constricted site and a £1m fit-out variation towards the end of the contract. Wes Day’s project offered little comfort on the essentials. He transcended the difficulties through his command of innovation in build methods, excellent communication, solid organisation, motivational site leadership and accomplished management of client aspirations.
His value engineering brought big budget and buildability gains. He reverted from a traditional reinforced concrete frame to a post-tensioned frame with flat slab construction. It eliminated downstand beams, reduced building height and created a flat soffit for service installation. Instead of blockwork, he used prefabricated cladding panels externally and drylining for the partitions, which not only reduced wet trades, but accelerated construction.
Until that huge fit-out variation arrived, Day was a storming eight weeks ahead of schedule. He incorporated the £1m variation with only a three-week overrun of the contract period. Even more important, he handed the project over at an extremely attractive price and to the highest quality standards, with just 26 minor defects at practical completion.
Finalists
Steven Arthrell, Skanska
40 Bruton Street, London W1
Iain Bushell MCIOB, Skanska
St Bernadette Catholic School, Bristol
Mark Charlton MCIOB, GB Building Solutions
West End Extra Care Retirement Village, Stoke-on-Trent
David Files, Britannia Construction
Tesco Extra Risca, Newport, Gwent
Paul Hey, Wates Retail
M&S Gemini Retail Park, Warrington
Nick Hilton MCIOB, Morgan Sindall
Percy Gee Building, University of Leicester
Nick Howdle, BAM
The Arts Tower, Sheffield
Andy Knowles, Kier Eastern
Mersea Ward, Colchester General Hospital
Steve Wibberley ACIOB, Willmott Dixon
The James Hehir Building, University Quay, Ipswich
Paul Galloway, Morgan Sindall
Projects £7m to £11m
GOLD: Paul Galloway, Morgan Sindall
Project The Point, Lancashire County Cricket Club, Manchester
Value £10.8m
Contract JCT 2005
Early in the construction period, the client asked about the chances of allowing 50,000 people access through the site for a series of sell-out Take That concerts, as well as a bar within the site boundary. Paul Galloway didn’t hesitate — flexibility was the key attribute the client wanted of its construction manager, and he delivered what he had promised in the bid presentation.
It wasn’t the only example of Galloway’s clear understanding of the client’s perspective. Considered, calm and confident, he met requests that would have left many a construction manager fuming with his trademark can-do affability. Even in the project’s final months he was leading daily hard-hat tours so the client could show customers around the building, winning £1m of new business in the process.
And he married that client focus with technical vision and determination. He chose the steel subcontractor for the cantilevered building on the basis of confidence rather than cost, locking in best value by greatly reducing the risk of failure. The client believes there cannot be a better construction manager than Galloway anywhere in the north west.
Glyn Jones, Willmott Dixon
Silver
Glyn Jones, Willmott Dixon Construction
Project Gateshead Leisure Centre
Value £8.1m
Contract NEC option A
You’d never guess from Glyn Jones’s friendly, non-confrontational attitude just how high the stakes were. This was the first of five leisure centres to be built/refurbished, so decisions taken here would reverberate. And the client wanted to realise the architect’s inspiring vision.
Jones managed the huge expectations with tact and pragmatism. He built a team that worked hard at making the wish list happen rather than issuing vetos.
With limited finances and the true state of the 1930s building slowly coming to light, value engineering became a way of life. The slate-look floor tiles, ash doors and stainless steel barriers so dear to the client were kept, as Jones cut back on the M&E to fund them.
Finalists
John Bolton, Kier London
Barking Hospital Redevelopment
Mark Johnston MCIOB, Mansell Build
Aston Joint Service Centre, Sheffield
Paul Lacy, Willmott Dixon
Bournville Primary School, Weston-Super-Mare
Neil McKay MCIOB, Midas Construction
Project Star, Wimborne
Simon Neath MCIOB, Wates Group
Castle Wood School, Coventry
Michael Rolfe MCIOB, Higgins Construction
Latymer Upper School, Hammersmith
Chris Taylor, Kier Marriott
“Himalaya” Twycross Zoo, Atherstone
Darren Wisbey MCIOB, Kier London
Broadfields Primary School, Edgware, London
