Archives
St Michael’s CE Primary School
Project Background
New 2FE (420 place) primary school plus 60-place nursery school provision on greenfield site in Larkhill, Wiltshire. This project was part of the Army Rebasing Programme for the relocation of troops from Germany with 917 homes constructed by Morgan Sindall Group sister company, Lovell.
The Challenge
Challenging site access
The installation of the planned approach road to site (not undertaken by Morgan Sindall) was delayed and not in place for the start of works.
Complex topography and formation of terraced hard landscaping
The topography of the site involved a 15m gradient across the site.
Bringing the project to budget
A VE exercise was undertaken during the second stage to identify opportunities and suggest alternative products or rationalisation of the design, to bring the project to budget.
The Solution
Challenging site access
We had to utilise an alternative 2.5 mile redundant off-road ‘tank’ track. Prior to being able to use this route, appropriate UXO and archaeology certificates had to be obtained.
Complex topography and formation of terraced hard landscaping
The school building itself was positioned at the lowest part of the slope, with the courtyard and break-out areas to the rear on the same elevation. The first terrace was formed using a stone gabion retaining structure, leading to soft landscaping. The next level was formed with a timber crib local wall providing the Multi-Use Games Area (MUGA). The following terrace created a wild flower meadow, and finally the top level provided the sports pitches.
Bringing the project to budget
The VE exercise identified the following:
A Siniat Weather Defence Board was identified as an alternative product which reduces reliance on workmanship, providing a consistent quality finish and reducing the need for third-party quality checks, saving costs.
Omission of Brise Solei and adjustment to floor finishes, provided a £20k saving to the school’s life cycle costs.
Thickness of the ground floor slab was reduced from 200mm all over, to 150mm to all areas, except the plant room and main hall, saving £20k.
Composite windows were changed to aluminium, saving £50k. Aluminium windows offer the same BREEAM rating, achieve the same U value and are a more robust product.
The Results
We identified over £436k of savings through the VE exercise up to Gateway 3, an additional £10k to incorporate cycle storage, and a further £220k incorporated during the project (signed off at Gateway 4). We also successfully delivered the project to a delighted client who gave us a recommended score of 9/10.
£446,000k
Added Value
9/10
Client Satisfaction
Client Testimonials
Contractor Performance | Commitments
Fair
100% payment within 30 days terms
Aftercare
Soft landings for handover
Dedicated Morgan Sindall point of contact
On-line portal for notifying any defects with 3 priority categories for response times
Sustainability
100% timber responsibly sourced
Safe
Zero RIDDORs
Legacy
29 beneficiaries
Ofcom Riverside House
Ofcom Riverside House
London
Project Details
Client
OFCOM
Project Manager
Cushman & Wakefield
Architect
Spacelab
Contractor
Morgan Sindall
Value
£11.99m
Contract Period
51 weeks
Procurement Type
2-stage
Form of Contract
JCT D&B
Size
90,000 sqft
Apprentices
10
Project Summary
Overbury completed the full Cat A and B fit out over 6 floors (90,000 sq. ft.) for Ofcom at their current site within Riverside House, London. The works were undertaken to significantly modernise and improve their current working environment.
The project incorporated the installation of the entire CAT A and CAT B works such as new conference suites, cellular meeting rooms, new toilet areas, a restaurant, tea points and a new reception area. Also constructed was the installation of an interconnecting staircase between all floors which included joinery finishes and integrated feature lighting.
The building was fully occupied throughout so it was imperative that noisy works were carried out with full consideration to the building tenants. Security was paramount always and Overbury co-operated fully with the building facilities team ensuring all permits and security passes were in place always.
The building’s existing structural constraints were key to the final design, as such Overbury ensured a fully comprehensive survey along with the provision of additional detailed working drawings. Overbury carried out numerous workshops throughout which ensured procurement dates were always achieved on time. In addition, a recognised ‘Apprenticeship Scheme’ was implemented in accordance with a registered government scheme.
When undertaking these works site operatives were required to use the same loading bay as neighbouring tenants. The chilled beams (560 in total) were installed via a hoist on the outside of the building due to their length exceeding the perimeters of the goods lift.
Works were undertaken to a tight budget with no provisional sums. As a Government entity, Overbury’s accountability throughout the project was key from build to final account.
“Thank you for the time and effort invested in planning and coordinating the extensive phased transitions across 7 occupied floors in order to create the necessary swing space required to execute the fit-out works, and your consistent on-site review and update of the programme during the construction phase, with minimal disruption to the client’s employees and their business.”
Key Challenges
No disruption to daily business operations
Completing the works in a phased manor so as not to disrupt Ofcom’s daily business operations. A phased programme was devised where staff only had to relocate once. A new meeting suite was constructed on a differing level so that meeting continuity was maintained.
M&E Installations
Renewing all the on-floor M&E equipment without impacting on other floors. Temporary works were carried out on the BMS and fire alarm systems so that other floors operated as usual.
New 5-storey staircase
Installing a five-storey staircase through the heart of an occupied building. This was further complicated because it was delayed due to legal reasons between Ofcom and their new Freeholder. Install was achieved working from the bottom within the confines of the shaft.
Project Takeaways
Our Success
- The project was closely managed. Overbury implemented an experienced team to closely manage not only the project as typical of a fit-out, but dedicated specialised managers who took responsibility for each key issue personally. As a result, the project was extremely smooth and the experience was exceptional for not only our Employer but also our supply chain. Furthermore our site shared the courtyard with the HSE; we had no problems and didn’t give any cause to even warrant a visit.
Our Learnings
- Late agreement and out of sequence installation of the stairs.
Value Added
- Overbury and its supply chain throughout the project employed 10 trainees and apprentices which resulted in providing 158 weeks training weeks
- 3 work placements for work experience persons
- Renewable/sustainability advice was provided to ensure a regime was in place which resulted in circa 90% diversion of waste away from landfill
- Early Engagement of supply chain and involvement in design development to redesign the chilled beam system to achieve both better buildability and value engineering
- Early involvement of subcontractors in cost advice to ensure the budget was realised and delivered under budget
- Logistics advice on specific aspects, specifically where the removal of the existing façade and installation of bespoke hoist built to overcome delivery issues
- Value Management identified by project team at feasibility which was carried through the 2nd stage to ensure this was implemented
- Changed delivery times or sequencing to suit client activities and / or minimise disruption to neighbours
- Boost to the local economy by selection of contractors based in local area and use of locally sourced materials
KPI’s & Statistics
| Contract | Gateway 2 Planning | Gateway 3 Contract Agreement | Variation | Gateway 4 Handover | Variation |
| Cost | £12,536,750 | £11,991,833 | -4.4% | £11,991,88 | 0% |
| Time | 76 weeks | 60 weeks | -16 weels | 51 weeks | -9 weeks |
Arts University Bournemouth Student Accommodation
Project Background
New build 299-bed student accommodation delivered as part of continued investment into the university’s main campus which is central to AUB’s future aspirations to grow its reputation as a leading arts university. This project was unusual for a student accommodation project given the major focus on sustainability and design throughout to reflect the university’s core ethos. The accommodation is formed of 3 buildings spread across 11 blocks set around a landscaped courtyard.
The Challenge
Intumescent paint – To successfully apply the full system of intumescent paint, we required three days of good continuous weather at a good regular temperature. During construction, wet weather conditions meant we could not apply the paint as required, which resulted in programme delay.
Meeting client’s budget and design intent – One of the client’s key drivers was the visual impact of the new building. However, the original design intent did not meet the client’s budget.
Covid-19 pandemic – When the lockdown occurred in mid-March 2020, the project was ramping up at just under 200 operatives working on the scheme. It was peaking at our planned full production flow, both internally, on the fit-out, and on the external envelope in parallel.
Within a week, it became very apparent, as the Government made essential announcements, that the site set-up and logistics needed to change drastically to meet social distance and Covid-19 SOPs requirements. This was alongside daily concerns of whether there would be enough materials and PPE continuity, all having to be constantly micro-managed from one day to the next by the site team, supply chain and MS procurement structure.
Initially, there was no choice but to force a scaling down of the workforce to about a third, then look to progressively increase back to similar numbers with more managed productivity, as well as:
Re-assessing everything from turning our logistics plans on their heads
Implementing daily changes to site flow and plant segregation to prioritise pedestrian social distancing, in and around the building, to all active workfaces
Major changes at all workfaces themselves to ensure works could proceed in a safe, socially distanced manner, whatever the trade.
The Solution
Intumescent paint
We re-mapped the programme so we would get back on track with the start of enclosing the building and having trigger points for the internal trades which had slipped due to the issues with the paint. During this time, we also had the impact of Covid-19, which meant we had to comply with socially distanced requirements where only one trade was allowed per floor as opposed to having several trades working together on the same floor to catch-up with the programme.
Meeting client’s budget and design intent
We undertook a detailed Value Engineering (VE) process to collaboratively develop a solution which met both client’s budget and design aspirations. As part of the exercise, we looked at changing blockwork partitions to lightweight construction. In addition, we produced a ‘pick list’ of costed VE options for the Client to consider and held workshops with the Client’s team to present and review all options available; ranging from specification changes, to a full redesign of the scheme. The client took on-board the VE options which aligned with the aspects of the design which were important to them.
Covid-19 pandemic
To overcome this and be able to progressively return to strong productivity, we implemented a systematic one trade per floor social distancing requirement. This was particularly important with the sheer intensity of internal fit-out works inside the floorplates. On the envelope, the need to socially distance on the scaffold led to lowered numbers of operatives on any one elevation, however it meant an increase in numbers of active elevations at any one time.
From this scaled down position, we then progressively ramped trades back up as space, progress within zones, and materials supply continuity all gradually improved.
All of this still needed intense daily management and coordination, right through to completion and the team rose to the occasion.
Our relationship and strong support from AUB helped massively with provision of temporary space for welfare within the university, as well as increased ground space allocation during these difficult times to spread out our welfare arrangements. Each of our supply chain partners, alongside the entire Morgan Sindall team, encouraged manufacturers and suppliers to keep production high and supply channels open.
The Results
Despite the above issues, we managed to successfully complete this project in November 2020. All VE targeted across all design disciplines was realised without compromising the agreed design intent or quality. Everyone worked tirelessly to help the team on the ground to deliver this fantastic project successfully and to a delighted client who gave us a recommended score of 9/10. The project also received a Considerate Constructor’s Scheme Certificate of Excellence.
9
Apprentices
87.8%
SME Spend
£16,339,785
Added Value
9/10
Client Satisfaction
Client Testimonials
Contractor Performance | Commitments
Fair
100% payment within 30 days terms
Sustainability
BREEAM Very Good
94% waste diverted from landfill
100% timber responsibly sourced
Safe
Zero RIDDORs
CCS Score 44/45
Legacy
45 beneficiaries & 32 SMEs
22 jobs created, 724 trainee weeks & 224 students engaged
£9183.00 donations to charity & 114 volunteer hours
74% social value created
Aftercare
Handover & Aftercare Contractor Promise
Soft landings for handover
Dedicated Morgan Sindall point of contact
On-line portal for notifying any defects with 3 priority categories for response times
Calthorpe Park School
Project Background
Following Hampshire County Council’s investment to meet increased local demand to provide 300 new places for 11-16 year-old students over the next 5 years, this new extension block forms a two-storey building housing a dedicated maths department as well as two state-of-the-art ICT/technology classrooms. Additionally, there is a new specialist ceramics studio and communal dining area increasing facilities for community use. The project also enhances the existing campus by providing landscaped green social spaces for outside dining, teaching and a performance space with a new amphitheatre for outside productions.
The Challenge
Delivering a project in the midst of a worldwide pandemic
Changing guidance from the Government to the school meant they had to amend how they operated, which in turn meant we had to adapt our works accordingly.
Pressures on programme betterment
We made a collective decision as to whether the client required a temporary school as the original programme had a completion date of the end of September, which would be during term time and meant pupils would need alternative accommodation. We agreed the school would be handed over early, therefore eliminating the need for temporary school accommodation. The earlier completion date meant the client and school had an operational building ready for the new term time.
Late changes to design
Late changes were made to the servery downstairs. The servery was originally designed for cold food prep, however 12 weeks before handover this was to be changed to a hot food mini kitchen.
The Solution
Delivering a project in the midst of a worldwide pandemic
Due to the Covid-19 pandemic we had to re-programme our external works. In our original plan, we were going to work in larger areas at a time and hand each one over. However during the pandemic, the Covid management strategy meant there were changes to the movement of pupils around the school. To meet with this new strategy, we re-programmed our works during half-term periods to allow the school to manage their Covid processes.
In order to minimise any disruption, we worked closely with the school on a daily basis to understand their changing strategies with Covid and then manage our works accordingly. During the tender stage, we implemented more hoarding than originally planned, as the school asked for more segregation between our works and the school.
In addition, drainage works around the existing MUGA and existing fences had to be undertaken during half-term to minimise disruption to the school.
The science refurbishment works were undertaken in the summer holidays. This was a tight programme, however we managed to achieve this through early engagement with the supply chain and being open and honest with them about the programme from the start in order to gain buy in from them. Our engagement with the supply chain started in March, ready for the July start. Materials, labour and resources were also planned ahead so they were ready for the refurbishment phase. We also treated the refurbishment as a separate phase internally, so we could effectively manage the works and meet the timescales.
Pressures on programme betterment
We created an open and collaborative approach with our supply chain. From the outset we offered our supply chain to visit site the project before they started and had early conversations with them to get them on board, particularly with the early packages.
Late Changes to design
Initially there was only a small amount of M&E in the walls, therefore we changed these to suit a commercialised kitchen. We put these extra services in the wall ahead of any design and instruction, so we didn’t delay the programme. The client subsequently incorporated these services into their design.
The Results
We successfully finished the building four weeks early and to a delighted Client who gave us a recommended score of 9/10.
4
Apprentices
96%
SME Spend
£1,124,200
Added Value
9
Client Satisfaction
Client Testimonials
Contractor Performance | Commitments
Fair
100% payment within 30 days terms
Sustainability
100% waste diverted from landfill
100% timber responsibly sourced
37.35 tonnes carbon saved
Safe
Zero RIDDORs
CCS Score 42/45
Legacy
27 No of SMEs delivering, 14 beneficiaries, 2 jobs created, 198 trainee weeks
718 students engaged, £4742.60 donations to charity with 5 volunteer hours
78% social value created
Aftercare
Soft landings for handover
Dedicated Morgan Sindall point of contact
On-line portal for notifying any defects with 3 priority categories for response times
GPU – South Colonnade
Project Background
Part strip out and fit out of approx 50,000m2 for 10 individual tenants occupying 11 floors. Each tenant represented a government department relocating from various sites throughout London. The CAT B scheme was largely based around a flexible open plan working arrangement with cellular meeting rooms concentrated around central cores.
The Challenge
The main challenge centred around the multiple end users who all had their own design requirements and the 28 sectional handovers required to enable a progressive occupation of the building. The multiple sectional completions also had to accommodate dependencies from other workstreams within the building.
The Solution
To ensure programme delivery, Overbury agreed a vanilla scheme/cost for each client enabling the floors to commence. Running concurrently, Overbury agreed a detailed design release programme with the client and consultants which allowed the maximum time to fine tune the design while still achieving client move dates.
The logistical and operational challenges were managed by a detailed risk register which listed all the dependencies and highlighted risks to our client. This was updated on a weekly basis. The multiple handovers were managed through a minus 6 week detailed close out programme supported by a robust handover file and agreed procedures.
The Results
The agreed approach of vanilla design/cost followed by enhanced design resulted in a high number of change instructions, partially regarding day two items following occupation. Overbury allocated a dedicated change manager to the project which mitigated the programme.
The experience the client and consultants conveyed to Overbury was how interactive and collaborative they found working with the project team. This was partly due to the open plan working office environment they set up for the wider project team.
96.2%
SME Spend
£2.15m
Added Value
9/10
Client Satisfaction
Contractor Performance | Commitments
Fair
100% payment within 30 days terms
Sustainability
100% timber responsibly sourced
Safe
Zero RIDDORs
CCS Score 43/45
Legacy
20 No of SMEs
47 beneficiaries
Aftercare
Soft landings for handover
Dedicated Overbury Change Manager
On-line portal for notifying any defects with 3 priority categories for response times
Old Woking Sheltered Housing – Hale End Court
Woking
Project Team
Architects: HNW Architects
The Challenge
To emphasise independent living – to design and develop a high-quality, sustainable, and purpose-built living facility whilst providing aspects of extra care distinguishing the facility from a typical residential care facility.
Adapted construction working practices – construction commenced in August 2020 and handed over in October 2021
Maintaining cost predictability within budget allowances
The Solution
The apartments have been designed to exceed nationally described space standards provide familiar accommodation that can be adapted to each resident’s needs. Residents can enjoy living independently while also being supported when needed.
The Willmott Dixon team and its supply chain partners adopting Covid-19 safe working practices, as prescribed by the Construction Leadership Council to deliver the project during and throughout the pandemic.
Early contractor engagement created an integrated team, this approach promoted early supply chain who were able to explore options. These contributions identified cost pressures were explored prior to construction commencing early supply chain engagement ensures identified risks were mitigated and social value opportunities maximised.
The Results
Considered a total success, achieved handover on time, whilst working throughout Covid-19, completed with zero defects and completed on budget. This facility is now occupied and enjoyed by local residents helping ease a back log demand.
2
Apprentices
96.8%
Achieved locally
SME Spend
£1.9m
Added Value
10/10
Client Satisfaction
Client Testimonials
Contractor Performance | Commitments
Fair
99% of regular payments and did not exceed 30 days
Sustainability
Constructed from CLT (cross laminated timber), achieving a BREEAM ‘Excellent’ rating
Safe
Zero RIDDORs
CLOCS compliant
Legacy
WINNER for SECBE Awards 2022 for : Project of the Year over £10m award
LABC Regional Winners – LABC Building Excellence Awards 2022
Aftercare
SCF Handover & Aftercare Contractor Promise compliant
Institute of Technology, Exeter College
Project Team
Architects: AWW
Project Manager: SDS
The Challenge
This project was delivered as part of the wider South West Institute of Technology (SWIOT) to allow digital skills to be learnt and developed across the region.
Operating on a tight live city centre campus, the Willmott Dixon team needed to adhere to comprehensive logistic plans to minimise the impact on what is normally a busy campus. Comprising of a steel frame with precast planks, the building features a lecture theatre, triple height atrium space and feature staircase.
The Solution
Approached designed solution with a ‘kit of parts’ having underlying traditional construction. The façade is clad in ceramic rainscreen to mirror and enhance the local architecture. The principal elevation is made up of curtain walling, with bronze brise solei providing passive shading. Willmott Dixon also interfaced with and refurbished the existing ‘Hele Building’ to be a new home for Exeter College T Level syllabus.
The Results
The new building was completed on time and on budget with minimum disruption and the students were able to use this fantastic facility as planned.
The new Digital and Data Centre at Exeter College now provides industry standard facilities which will help plug the digital skills gap in the industry, as well as supporting employers in the region. The centre is a great addition to the local community and interfaces seamlessly with the existing ‘Hele building’ on the college’s Hele Road campus.
2
Apprentices
94.7%
SME Spend
£160,000
Added Value
10/10
Client Satisfaction
Contractor Performance | Commitments
Fair
99% fair payments made
Sustainability
Committed to embedding the principles of sustainable living and development
across the whole scope of activities
Safe
Zero RIDDORs
Legacy
477 professional hours spent supporting local people, Exeter College and local partnerships
Aftercare
Handover & Aftercare Contractor Promise
The London Screen Academy
Islington, London
The Challenge
London Screen Academy was a design & build project which involved the partial demolition of part of the central and southern section of the existing 4 storey plus basement building. The logistics of building within a building was the most challenging aspect of the project
One of the biggest refurbishment challenges to the non-studio part of the project was the sagging and heavily deflected floors that were in the existing building. The beam-and-pot floor construction had been filled with terracotta void formers but over time this has sagged by up to 60mm across the full extent of the floor.
While the structural condition of its primary frame was generally good, there were some wear and tear problems associated with cracked lintels and corroded steel reinforcement helibars within concrete.
The Solution
The refurbishment gives the building a major internal reconfiguration as well as adding a new steel frame structure which provides a three-storey film production studio and supporting facilities. The scope of works also included new windows and façade repairs to the existing building.
The existing 4 storey plus building was replaced with a 3 storey plus basement building and a third floor roof amenity space, provision of replacement doors and windows to include ventilation louvres, reinstatement of door on Highbury Grove frontage; provision of bicycle and bin storage and new fence along Kelvin Road frontage; new glazed roof on single storey extension to the south, and removal of the existing single storey structure on roof, extension of two existing stair cores and lift overrun, and provision of new balustrade, photovoltaic panels and a sedum roof at roof level in order to facilitate the use of the building as a specialist Class D1 sixth form school.
The Results
The former factory in Islington has been transformed into a new specialist sixth form-only free school for 1,000 16 to 19-year-olds, providing training in film and television, with specialist areas including editing suites and music and performance spaces.
The interiors team worked closely with the design team to deliver the project ready for the first intake of 300 students in September 2019, with the LSA expanding eventually to a capacity of 800-1000 pupils.
4
Apprentices
97.8%
SME Spend
£2.5m
Added Value
9/10
Client Satisfaction
Client Testimonials
Contractor Performance | Commitments
Sustainability
98% of waste diverted from landfill
A key aspect was a heating system that makes use of passive heat recovery, using outdoor air to cool the building where possible.
Further low carbon technologies include 100% LED lighting throughout the building, with additional daylight dimming functionality and presence detection.
Extensive electricity, water and gas metering was installed and is monitored by the Building Management System (BMS) so that data can be analysed to further optimise energy usage.
The building’s roof has a green area to enhance biodiversity, solar PV panels to generate renewable electricity and export back to the national grid, achieving cost savings, improving occupancy wellbeing and retaining the building’s existing character.
Fair
100% of payments made on time
Aftercare
Handover & Aftercare Contractor Promise
Paignton Community and Sports Academy
Paignton Community and Sports Academy
Paignton, Devon
Project Details
Client
Bay Education Trust
Project Manager
Torbay Development Agency
Architect
KTA Architects Ltd
Contractor
Midas Construction Ltd
Value
£2.4m
Contract Period
38 weeks
Procurement Type
Competitive tender – 2 stage
Form of Contract
JCT Intermediate Building Contract with Contractors Design 2016
Size
880m²
Apprentices
17
Project Brief
Supported by the Torquay Development Agency (TDA) and with capital funding secured via a Condition Improvement Fund from the Education and Skills Funding Agency, this project at Paignton Community and Sports Academy (part of the Bay Education Trust), saw construction of a single-storey, multi-use hall.
Delivered at the Academy’s live Borough Road campus, the new Events Centre provides a flexible working space suitable for a full range of sporting and extracurricular activities. The hall features retractable seating, a mezzanine level and dual-purpose lecture theatre/ performance space. The Centre includes a kitchen and dining area, entrance lobby and reception, and an external covered walkway.
Midas constructed the Events Centre following demolition of an outdated 1930s teaching block, further enhancing the Borough Road campus through groundworks, landscaping and improved car parking.
The project received a customer satisfaction score of 87% in the survey at practical completion.
“I have been at the Academy since 1986 and this has to be the best news I have ever received – it will give the students both now and in the ensuing years access to state of the art facilities.”
Key Challenges
Works took place on a live educational campus
- To manage works close to live school buildings, Midas secured the site with fencing developed a bespoke logistics plan, scheduling deliveries to avoid school drop off and collection times in accordance with the client’s instructions, to ensure access to the academy was not disrupted. The site employed a full time gate controller for the duration of the project; kept access gates closed and locked when not in use; fitted door closers to pedestrian access gates; enforced a one-way vehicle access system; and established a corral at the entry point to get deliveries off the main road. The team and completed all works, loading and unloading within site boundaries only. The Senior Site Manager met frequently with the Academy Head Teacher to discuss relevant aspects of the work, and liaised with the Academy’s Health & Safety Coordinator and caretaker with regard to programming and access.
The Academy took partial occupation of the building during the works
- Partway through the project and in agreement with the client, Midas moved the Academy’s office and canteen facilities to within the new Event Centre. The Midas team positioned pedestrian barriers in the corridors, to prevent unauthorised access and to direct site operatives, with access monitored by Midas and Academy staff. Midas risk assessed all activities with consideration for the proximity to pupils.
Challenging site containing several live services
- During the enabling works, Midas commissioned a ground penetrating radar survey of the site. The team identified routes of live services, using spray paint to colour code manhole covers for service type (blue for storm drains, red for foul drains and a red C for combined drains). Operatives worked under permits to dig and CAT scanned areas prior to excavation works. As the team brought new services onto the site Midas marked them up on service drawings, displayed routes on notice boards and attached to drawings to relevant permits.
Project Takeaways
Our Success
- The client appointed separate contractors to complete fit out works during our project. Midas ensured all operatives received a full site induction prior to accessing live areas of the site and ensured operatives followed site rules and restrictions, avoided restricted areas and followed noise and dust controls stated within the induction and specific risk assessment method statements. The Midas Site Manager controlled the process.
- To bring the works in line with the budget, Midas led a detailed best value review, with £390k of our proposed savings accepted by the client. Amendments included changing the design from three flexible classrooms to a hall, a better provision for the client’s needs; and working closely with the design team to deliver proposed solutions.
- The project successfully diverted 100% of waste from landfill, through measures including crushing and reusing hard materials from the demolished building as a piling mat. To further reduce the project’s carbon footprint and manage the limited parking availability, Midas actively encouraged the use of vehicle sharing, public transport, cycling or walking to site, providing public transport timetables in the site office.
Our Learnings
- The site had limited space for contractor parking, which presented a challenge outside of school holidays when contractors parked in nearby roads. The team implemented parking controls and advised contactors of local restrictions, with the Senior Site Manager delivering toolbox talks on restrictions and briefing contractors that anyone not adhering to site rules would be removed. Vehicles displayed a Midas notice with the Senior Site Manager’s contact information, to ensure any issues could be promptly addressed.
- Working closely with our specialist subcontractors and the client, Midas resolved an issue with availability of high-level cladding panels. With agreement from the client the team implemented a temporary cladding solution, fitting a sacrificial profiled metal cladding, which rapidly waterproofed the building and allowed the site team to progress with internal works. The Senior Site Manager worked closely with the design team and M&E subcontractor to incorporate design changes implemented part way through construction, coordinating services to mitigate potential delays and ensure on-time completion.
Value Added
- £390,000 (16.3% of project value) of savings offered to the client at Gateway 3, with £392,818 (16.4%) of savings delivered at Gateway 4 through a combination of best practice and added value measures. Midas delivered £75,000 of savings by rationalising the size of the kitchen; saved £50,000 through amendments to the cladding specification; and saved £100,000 through rationalisation of rooflines and building footprint.
- The project worked to the Employment and Skills Plan (ESP) and surpassed all agreed targets, hosting five work placements; creating two jobs with the National Skills Academy for Construction; attending 11 Construction Careers Information, Advice & Guidance Events; delivering 98 waged training weeks on site; supporting 18 workforce qualifications; and delivering seven training plans for subcontractors. The Midas Employment & Skills Coordinator and the Academy’s Mentor & Recruitment Manager spoke to approximately 300 students about careers in construction, as part of an assembly. Including those employed by the supply chain, the site supported 17 apprentices.
- The project employed 95.2% small and medium-sized enterprises (SMEs), with 95% of SMEs based within 30 miles of the site.
- The team donated timber offcuts and old pallets to a local scout group; supported the school’s construction curriculum; and Midas sponsored the school’s football kit.
KPI’s & Statistics
Apprentices: 17
Average AIR: 0.7
Average CCS: score 37
Waste diverted from landfill: 100%
Cost/m²: 2,874m2
Cost/m²: excl abnormals 2,189m2
Nuclear Decommissioning Authority, Oxfordshire
Nuclear Decommissioning Authority (NDA)
Didcot, Oxfordshire
Project Details
Client
Nuclear Decommissioning Authority
Project Manager
Avison Young
Architect
Avison Young
Contractor
Morgan Sindall (Overbury)
Value
£2.4m
Contract Period
32 weeks
Procurement Type
Design & Build
Form of Contract
JCT D&B
Size
1600 m2 GIFA
Project Brief
The West elevation of Building 329 was the subject of a CAT B fit out, on the ground floor this will include wings G,H,J & K, cores 2 & 3 and link 2. To the first floor fit out works were to wings J & K and core 3. The existing WC blocks on the ground floor and first floor, although within the site demise, were not the subject of any works.
Overbury took overall responsibility as principal contractor for the whole of the above areas and coordinated their works accordingly with adjacent tenants and the landlord contractors at the east end within building 77.
The floor plates included works to provide open office space complete with office desks and enclosed meeting rooms and offices; new comms and patch rooms to both floors. Existing carpet finishes remained in the majority of areas with new feature carpet to various walkways and offices. Decorations completed to all areas in line with finishes plan. Amendments to services were carried out to align with the new layout and occupancy levels. Kitchenette, and post room provided to the ground floor and a kitchenette to the first floor. Services included Access control, FA, CCTV, Intruder alarms and data to all areas.
The west elevation entrance was altered to accommodate new revolving entrance doors, with extended external paved landing and steps. Internally the entrance was fitted out with security speed lanes, reception desk, visitor WC and security office including ceramic floor tiles throughout.
All external windows had Anti Shatter clear film applied. The north of wing K had a sliding wall installed to provide a large conference room or 2 x smaller seating areas.
Due to the known presence of ACM, this required specialist attendance to accommodate removal of base build structures to facilitate the installation of services and finishes. Fixing of high and low level components were the subject of strict procedures to negate penetrating through the known ACM.
New service and drainage connections and ducting required both external and internal excavations.
Key Challenges
Extent of asbestos remaining within the building
This could not be removed as encased within the base build floor slabs across the entire area. We had to re-sequence all works and re-programme the works to allow the asbestos contractors to “deal” with installing our fixings and provide us with service penetrations before handing the areas back to us following air clearance certificates being issued.
Fixing methods of all components due to asbestos
This encompassed all services, specifically at high level. We achieved this by installing 4000 meters of Uni-Strut to suspend all services and ceilings from it. The Uni-Strut was fixed by our specialist Asbestos Contractor using circa 8000 fixing bolts. Fixing of components to floor was also problematical as limited to depth of fixing so we did not penetrate the Asbestos. Re-designed base units and fixings and depth gauges on drilling tools were used.
Security design and installation extremely sensitive and classified as “Official Sensitive” in all correspondence
This meant that we and our security contractor had to under go security clearance checks, with our security contractor being subjected to extensive checks by the NDA authorities.
Distribution of all security designs and drawings could only be carried out via a specific PC located within NDA premises. Displaying of any designs or drawings could only be done on any floors above 1st floor level, all items had to be removed at the end of the working day and placed under lock and key.
Project Takeaways
Our Success
- Overcoming all of the asbestos related issues and maintaining programme.
- Overcoming all of the security related requirements leading to maintaining an excellent relationship with our client.
- Assisting the client with communications between them and their landlord in resolving getting the LTA ( licence to alter) agreed, we did this as we had a very good relationship with the landlord from a previous fit out for them.
Our Learnings
- The extent of the external excavations became an issue, this was mainly attributed to obtaining information from 3rd parties which took some time. However, once received, we were able to reconsider our methodology and were able to overcome unforeseen issues within programme.
KPI’s & Statistics
| Contract | Gateway 2 Planning | Gateway 3 Contract Agreement | Variation |
|---|---|---|---|
| Cost | £2,105,632 | £2,105,632 | 0% |
| Time | 29 weeks | 31.3 weeks | +2.3 weeks |
