Electrical 2 EPR

7/24/2019 Electrical 2 EPR

1/11

emonstration

of Competencies

Career Episode One

The University

Of

Westminster UoW), Little Titchfield Street

July 2011 - Present

The project

is

a refurbishment of the UoW Little litchfield Street Campus,

which mainly consists of creating a new 380 seat lecture theatre and a general

re-design to the layout of main floors. The project value is approximately

3.5M.

Gifford were appointed by The University Of Westminster via traditional

procurement

I took on the project as a lead Building Services Engineer from the start of

defining the scope of the project, with responsibility for developing the design

from Stage C to Stage E I tender - overseeing the production of all technical

information by the project team and ensuring all Q procedures were followed

and documented.

My

first involvement

on

the project was to meet with the Client representative

and Architect in order to develop an understanding of the key objectives and

goals

on

this project. I then produced a report identifying a number of options

for the scope of M E works, and also keys risks and opportunities for

assessment by the

Client and QS. In line with the UniversHy s aspiration of

providing a sustainable building; I proposed the use of LED lighting throughout

all

refurbished areas. I presented the M E strategy to the Client and design

team at the next meeting which met positive reviews, however some members

of the team were still unsure and had concerns whether this new tech

no

ogy

would be able to achieve the higher lux levels required

in

some of the rooms,

and

one team member thought that high frequency compact fluorescents

would

be

the best solution. I demonstrated via a lighting calculation that 500

lux average could

be

achieved

in

the double height lecture theatre with the use

of

high

output LED downlighters. I also explained, through a previous detailed

study produced by myself, that the use

of LED

technology combined with

appropriate lighting control would create an innovative, energy optimised

lighting solution

and

would have a short payback period. This strategy was

subsequently adopted.

I also requested a visit from the lighting manufacturer to a site where this

4

MCIBSE

Competence

Objective

C1,C3, C4

A1,A2, 82,

B3,C2, E2


2/11

specific type of luminaire is installed in order to for me to check the

performance

and

the achieved lux levels. The results were positive,

and

I then

carried my lighting calculations for all remaining spaces using Dialux lighting

software to ensure I was meeting the CIBSE

and

British Standard guidelines

for all different spaces.

One

significant technical challenge on this project was the lack of existing

record drawings

and

information. I overcame this by carrying out a detailed

photographic

survey,

and taking on site measurements of cable containment

routes. Also, at the start of the stage E design, I was informed that the

mechanical engineer will be off work for two weeks due to an illness, I

thereafter decided to commission a 3D photographic survey through the main

pinch

points, an exercise which was carried by

an

external company and

proved to be very useful to the mechanical engineer and ensured there was no

delay

to

the issue of our design.

Following the completion of the

M E

design, I took part in interviewing

tendering contractors

and

carrying out a technical and commercial review of

tender returns, identifying any non-compliances between the tender returns

and

the tender requirements

and

advising the client team

as

to quality of

tenders received against the client's assessment criteria.

Upon the completion of the first phase of works which was handed over to the

University last summer, I carried out all site visits, snagging and attended site

to witness the various electrical systems with the NICEIC electrical sub

contractor and once satisfied, I signed the necessary forms. I assisted in

preparing the Operation and Maintenance manuals with the contractor in order

to

reach

practical completion for handover.

I have been personally responsible for checking and documenting the quality

and technical accuracy of all project deliverables in line with Ramboll QA

policy.

This included hosting a technical review meeting before the tender

issue date with all the internal design

team

members. I took minutes

and

ensured it was logged onto our internal management system. I signed off all

the check certificates for all documents and drawings.

My other key responsibilities on this job include being the Gifford/Rarnboll

representative at all design team meetings as well

as

being the main point of

contact controlling all correspondence

and

technical output between our

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building services team, Client team, architect, quantity surveyor, contract

manager and . structural engineer. I have developed strong working

relationships with all parties.

Following the handover of the first

phase

I advised the universijy of

Westminster that they consider replacing the lighting wijhin the toilet areas

which

were not part of the refurbishment

works

with efficient LED lighting. This

was agreed with the Client and gave Rarnboll further work with the University,

and now Ramboll are part of a framework

signed

with the university for future

work.

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4/11

Career Episode Two

Venture

Victory

Academies Norwich

June 2012-Present

Both

projects have a combined value of approximately 30M and procured

under the National Academies

D B

Framework with Balfour Beatty. Victory

Ormiston Academy is in Norwich and will provide a new three storey brick

building, as

well as retaining the recently completed teaching block. Venture

Ormiston Academy is in Great Yarmouth; with works include the refurbishment

of existing building and building a new extension.

I took over the running of both these projects after the completion of the stage

0

due to both Electrical and Mechanical engineers leaving the company.

I

was

responsible for managing a junior engineer and a team of technicians to meet

the project requirements.

After reviewing the stage D proposals and drawings

on

Victory Academy, one

item came to my attention - the site-wide electrical servicing strategy was

based on the main sub-station feeding the switchboard

in

the new main

building which thereafter fed the surrounding existing blocks. Beartng in mind

some of the existing blocks were the other side of the sub-station in relation to

the new building. It was clear to me that this would cause major electrical

distribution problems due to the number and size cabling required to meet the

voltage drop limits and the problems terminating the cables onto the local

LV

panels within the mobile blocks.

I devised a new strategy, where a new customer switch kiosk was

to

be built,

from which new and existing blocks would be fed. After presenting the new

MCIBSE

Competence

Objective

C3

A2 81

proposed distribution strategy, the

QS

had concerns with the costs associated A1,81,82,01,

with building the new switchroom kiosk

and

the introduction of a new 02 03

switchboard, I then explained the new proposal will provide a saving

in

terms

of quantity and sizes of cables required. After further discussions with the

design team and academy, it was agreed that one of the existing building could

be used to accommodate the main academy switchboard, instead of the

customer switch kiosk originally proposed, this way I ensured there was no

increase

in

cost.

One

of the main challenges on Venture Academy was the diversion of

underground services due to the phasing and demolition works, as well as the

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new building being built in place of the part demolished existing, while linking

the retained element of the building either side . I was involved in regular on

site meetings and site walk-arounds with the contractor, the structural

engineer and the architect where we've agreed the best routes, whilst making

sure this wouldnt affect the running of the school.

I used Amtech software to create a model of the existing

LV

electrical

distribution network, and then modified the model to incorporate the new loads.

I was able to use this software to size all the new submains cables

&

final

circuits and discrimination of the protection devices.

Whilst designing the external lighting scheme for Victory, the architect pointed

out that further to discussions with planners and local residents, the car park

lighting would have to be controlled to avoid any spillage to the surrounding

residents areas in-order to comply with the ILE guide Guidance Notes For The

Reduction Of Obtrusive Light . Therefore, I specified lighting columns complete

with a back light shield which controls the light spillage.

During the design stage, I carried out a Designer's CDM risk assessment to

cover those aspects of the design which have risks attached and which a

competent contractor would not be aware of. These formed part of the growing

Healthy & Safety Plan being gradually compiled by the CDM coordinator. I then

took part

in

CDM workshops alongside the rest of the design team in order to

identify ways in which residual risks could be eliminated.

Another challenging aspect of the project was that Ramboll's fee for both

projects was very tight. As a result I have been reviewing the financial 'health'

of the job using our Maconomy financial reporting software. I've also set up

reviews with the Project Associate to flag up any potential issues

on

the job.

I also carried out the change process throughout the post-tender period using

the appropriate Change Request forms which I obtained from the company's

internal website. I was also involved

in

negotiating the value and programme

for delivery of the associated re-design works with the Client and PM.

With both projects running parallel to each other on site, significant demands

were placed upon y team as well as working to a compressed design

program. I overcame this by agreeing a phased delivery of drawings and

documents to meet their requirements while also negotiating an extension to

the design period.

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6/11

Career Episode Three

Thetford cademy

October 2 11 Present

Predominantly new build,

an

18M government funded scheme capable of

accommodating up to 2,050 pupils by tts completion in September 2013. This

project

is

one of four academies procured through the same D B framework

contract with Gifford appointed as Building Services and Sustainability

consultants by the Main Contractor (Balfour Beatty Construction Limited). The

end client is Norfolk County Council.

Works include the provision of new sports pitches and external games areas; a

public sports hall; a new sixth form centre; an entrance cafe/reception area

and an outdoor amphitheatre located next to the new drama and assembly hall

facilities. Low energy features include a biomass plant run on wood pellets and

a series of photovoltaic panels to convert sunlight into electricity.

On this project, our team had a new graduate engineer, Michael,

and

I decided

I would use this project

as

training for him, and at the same time try and make

use of his time to help me on the production of the design. I first started by

introducing him into all aspects of the design process. Thereafter I after I've

showed him on how to carry out cable sizing calculations; I assigned him with

his first task of calculating all lighting and power final circuits on the job, which

I've checked and carried our QA review in accordance with the company's

standards. I also asked him to complete a number of the drawings, this

exercise proved to be very effective, as it allowed me to focus

on

other

elements

of

the design such as report wrtting and producing schedules.

During the design stage and whilst drawings were being produced by the C D

team, I wasn't satisfied with the quality of the work which was given back

to

me. I suspected that in-house checking by the CAD team was not taken place.

Even though I was under pressure to meet deadlines, I refused to let drawings

go out with errors or bad presentation, so I exercised my usual professional

care at all times. To try and increase the quality, I spoke to the C D manager

and encouraged

him

to ensure his team evaluated and double checked their

work before passing back to the engineers. Once this checking had been

put

into place, I noticed considerably fewer problems.

9

MCIBSE

Competence

Objective

C1,C3

C2,C4,E1

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7/11

The architect

on

this project had a particular interest in the lighting scheme,

and alter the issue of our design, he's requested me to change a the proposed

linear light fitting on all stair cases to a circular 2D light, one's he's used on his

previous job. However, alter reviewing the performance of the proposed fitting,

it was clear

to

me that the efficacy figure (luminaire lumens per circuit watt) did

not

achieve the requirements as listed on part L2A. After reviewing a number

of other lighting manufacturers, me and the architect agreed on the use of an

alternative fitting, that he was happy with aesthetically and I ensured it met the

required performance.

A requirement imposed by the client and local council is to achieve BREEAM

rating of very good as well as a 10% carbon off

on

site via on-stte renewable

technologies.

One of the technologies outlined by the performance specification was the use

of a photovoltaic system

on

the roof to feed 50kWp into the academy's main

LV panel. This was the first time I encountered this technology and as a result I

had to carry out extensive research to understand the system via technical

reports and talking to manufacturers. I've also set up an in-house CPD on the

subject, which was very useful to the entire team as many of us haven't come

across this

on

their jobs.

Once the M&E installation had progressed sufficiently, I carried out snagging

inspections on stte by comparing what was designed against what was

installed, commenting

on

the qualtty of installation and progress against

programme, as well as taking photographic,evidence. One of the major snags

I noticed that the M&E sub-contractor hasn't provided cross equipotential

bonding between cable containment trays and trunkings, as well riser gratings.

This could have had serious consequences.

With the project handover approaching next month I contacted the Contractor

A2,E1,E3,D2,

D3

E3

A1,A2,E4

B3,D1,E2

well in advance of this date, and asked him to prepare

an

agenda so that I

C

could witness all the Electrical systems in one day, as tt talkes me the entire

day to visit site.

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8/11

Career Episode Four

69 Grosvenor Street London

November

2012

Present

My role

on

this project is the lead electrical engineer with the reasonabiltly of

overseeing the electrical design from RI8A stage D through

to

stage

ElF

including preparing a full package of tender drawings specifications

schedules and COM risk assessment.

One significant technical challenge on this job is working within the constraints

of the existing building whilst striving to maximise the leasable office space. I

overcame this by vistting site surveying and recording existing risers/voids

which could be re-used and encouraged the design team

to

have early stage

reviews of the electrical services implications.

I undertook detailed research and investigation into modern technologies to

ensure that the electrical distribution strategy was designed in such a manner

that there would be minimal space requirements for the electrical intake rooms

electrical risers and main

V

swttchroom. One main example

on

the current

available new technologies; was the specification of the main distribution panel

board in place of the classic switchboard an exercise which ensured at least

10m2 of floor area was available to be le t as part of an office.

MCIBSE

Competence

Objective

C1 E2

C2

A1 A2

During a design team meeting the client requested to install a number of floor 82 83 01 02

boxes within the proposed office spaces. This was a difficult exercise as I knew 3

that there will be no floor void provided within some of these rooms. I then

decided

to

use the complete 3D cloud model

lor

the building

in

order to

understand the floor build up where I managed to position the floor boxes in

between the existing floor joists.

However I explained

to

the design team that the existing depth within joists will

only be able

to

accommodate 65mm deep floor-boxes which are only capable

of using Cat. 5 structured cabling and not Cat. 6 due to the cable bending

radius test. Thereafter I recommended that the use Cat 6. Infrastructure will

maximise the flexibility and attractiveness of the office space to potential

tenant. Alter attending a number of workshops between myself the structural

engineer

and

the contractor it was decided to increase the floor void by

Bmm 81

in

order

to

installed the 85mm deep boxes via providing feather boards that sit

on

top of the joists.

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After the pre-tender cost plan had been prepared, the project appeared to be

over budget and I prepared some Value Engineering options for the Client to

choose from, and put together some estimated costs. As I had only provided

the

bare minimum requirements

in

the first place, this was quite a difficult

exercise. The Client eventually chose to reduce the CCTV coverage within

leasable office space, saving approximately 1 Ok

Whilst attending an accredited CIBSE seminar on circuit protection; the

speaker referred to a clause in BS 7671 regulation which requires all protective

devices to be connected to conductors intended to operate at a temperature

not exceeding

70

C. However, I knew that the standard maximum temperature

for XLPEISWA cables proposed

on

the job is

90

C. I carried further

investigation and obtained a specialist input from Schneider Electric

on

how to

ensure the above is achieved, and it was via reducing the rating of the circuit

protection to match the current carrying c p c ~ y of the cable

at 70 C

(instead

of

the current carrying capacity at the maximum temperature of

90

C).

Thereafter, I specified adjustable setting MCCBs, and issued a schedule

indicating the maximum required design current for

each

of

the

protective

devices.

I m also currently responsible for regular site inspections, attendance at

progress meetings, responding to technical RFis and checking and approving

installation drawings.

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General Work Practices xtra Curricular ctivities

I was chosen from Gifford (now Ramboll) to represent and attend the CIBSE

national conference

in

April

2011

in London. Following this; I gave a

presentation to y colleagues summarizing the

main

key notes discussed and

raised at

the conference using PowerPoint.

I have a keen interest

in

process improvement and regularly contribute

suggestions to our internal Best Practice team based upon my own

experience

and

innovation including various calculation

and

project

management tools.

I

always

try

and further

y

development

on

technical knowledge

and

keep

up

to

date wnh all new technologies out

in

the market. I do this by attending

regular technical seminars and speaking to fellow engineers and sales

representatives from various manufacturers. I also regularly read technical

magazines including the Building Services Journal magazine, lET magazine

and various others. This gives me

the

knowledge to speak to

y

clients,

architects, developers and other engineers about possible low carbon

technologies and sustainable solutions.

I

have been involved

in

training many engineers to become proficient

in

the

use

of Amtech Pro-Design

as

well as making a change in the format

and

the

way of issuing distribution board and sub-main schedules externally. This was

a battle at the start, when Gifford merged with Ramboll,

as

the more senior

Ramboll engineers used excel spread sheets for that, and

I

explained that a

complete LV model is built for the job as

it

should

be)

then this information can

be

exported directly from Amtech without the need for the excel spreadsheets.

This has now been agreed

and

used as

the

official way of issuing distribution

boards schedules externally.

During early stages of y career, I was

the

person responsible for organising

relevant

CPD

accredited seminars on a weekly basis.

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Training og

I have regularly attended CPO seminars and undergone the following

professional training:

I attended a 2 day external course on Health and Safety in

Construction Design and Management. (June 2008)

I attended a 1 day CIBSE seminar

on

LED lighting. (May 2009)

I attended 1 day external training course on the changes to the 17'

Edition, BS7671 :2008 (November 2008).

I attended a 1 day introductory training course on REVIT Building

Information Modelling. (July 2012).

I attended a 1 day seminar on risk assessment of lightning protection

in

accordance with

S EN

62305 (August 2009).

I attended a 1 day introductory training course on REVIT Building

Information Modelling. (July 2012)

I attended a 1 day training course

on

the use of AMTECH NES

specification software. (May 2013)

I'm also attending 1 hour seminars

on

regular basis, below is a sample:

Switchboards and forms of separation.

Use of Busbar trunking for LV distribution.

Lightning Protection risk assessment seminar.

Introduction to circuit breakers

Low voltage circuit protection.

Prysmian cable seminar (Cables for life safety systems).

Office Lighting.

Energy metering systems.

Medium Voltage Transformers and Switchgear

Emergency lighting by inverter system.

Protection study

I

discrimination on LV system.

KNX Building Management Systems.

Utility electrical distribution systems.

CIBSE Lighting Control & Daylighting

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Electrical 2 EPR

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