RIDERS DIGEST 2016 - RLBassets.rlb.com/production/2016/06/16074902/RLB-Riders-Digest-UK... ·...

Rider Levett Bucknall | Riders Digest – United Kingdom 2016 i

2016

RIDERS DIGEST

UNITED KINGDOMEDITION

Rider Levett Bucknall | Riders Digest – United Kingdom 2016Rider Levett Bucknall | Riders Digest – United Kingdom 2016 iiiii

Riders Digest is a compendium of cost data and related information on the construction industry.

RIDERS DIGEST2016 EDITION© Rider Levett Bucknall

For further information and feedback contact:

Rider Levett Bucknall UK Ltd 60 New Broad Street London EC2M 1JJ

Tel: +44 (0) 207 398 8300

Website: www.rlb.com

Email: [email protected]

Rider Levett Bucknall UK Limited, Registered Number - 465 3580:Registered in England: Registered Office - 15 Colmore Row, Birmingham B3 2BH

While Rider Levett Bucknall UK Ltd (“RLB”) has endeavoured to ensure the accuracy of the information and materials in this publication (the “Materials”), it does not warrant its accuracy, adequacy, completeness or reasonableness and expressly disclaims liability for any errors in, or omissions from, the Materials.

RLB shall not be liable for any damages, losses, expenses or costs whatsoever arising out of, or in connection with, the use or reliance on the Materials. The Materials are provided for general information only and should not be construed as costing, legal, tax, or any other professional advice.

Professional advice should be sought when utilising any information in this publication to verify its applicability to their specific circumstances. The Materials may not, in any medium, be reproduced, published, adapted, altered or otherwise used in whole, or in part, in any manner without the prior written consent of RLB.

Cost information in this publication is indicative and for general guidance only. All prices and rates are as at 1st Quarter 2016 and expressed in British Pounds unless otherwise stated. References to legislative provisions and regulations are as at 1st Quarter 2016. Changes after this period will not be reflected.

Please note that all figures exclude prevailing Value Added Tax (VAT).

Rider Levett Bucknall | Riders Digest – United Kingdom 2016Rider Levett Bucknall | Riders Digest – United Kingdom 2016 viv

CONTENTS

Rider Levett Bucknall | Riders Digest – United Kingdom 2016Rider Levett Bucknall | Riders Digest – United Kingdom 2016 viivi

2016 saw the beginning of a new approach at

RLB, with the launch of our sector strategy.

Six key sectors have been identified, covering

Sport, Commercial, Retail, Nuclear, Education

and Residential projects; creating a network

of experts uniquely placed to add value and

experience.

This strategy will be vital to our business in

2016 and beyond, as we continue to provide the

best advice focused on the cost, quality and

sustainability of the built environment.

We also continue to innovate the technical

service we offer. Our in-house mobile data

capture tool, RLB Field, has delivered a more

efficient and effective service to clients, on more

projects than ever.

2016 has also seen an increased emphasis on

wellbeing; a vital, yet too often neglected, part

of working life. Developers are hard at work

promoting flexible space in order to attract the

best talent and our experts have offered their

advice both in the press and at a project level.

At the start of the year we were delighted to

be ranked as the #1 preferred cost consultant

partner in the annual WA100 survey. The annual

World Architecture 100 rankings are compiled

FOREWORD

Welcome to the 2016

edition of the Riders

Digest; the essential guide

to the UK Construction

Industry.

by surveying 1,350 leading architecture practices

worldwide. The annual survey ranks the top

global 100 architecture firms in terms of annual

turnover in addition to the top cost consultant,

project manager, building contractor, service

engineer and structural engineers that these

architects prefer to work with.

We are also very proud that for seven

consecutive years our commitment to our staff

has been recognised by being named Britain’s

‘Top Employer’. In addition we've maintained our

Investors in People Gold Status for the sixth year

running. Rider Levett Bucknall is an employee-

owned company which we believe is key to our

success, as we all have the same common goal;

to maintain and grow a long term sustainable

business.

Finally, we have partnered with Birmingham

City University to launch the David Bucknall

Scholarship, in honour of our former Chairman.

This is aimed at helping students from

disadvantaged backgrounds develop a career in

construction and property.

We hope you enjoy the Riders Digest 2016. If

you have any feedback, please get in touch.

Ann Bentley

Global Chairman

Rider Levett Bucknall

Rider Levett Bucknall | Riders Digest – United Kingdom 2016 1 viii Rider Levett Bucknall | Riders Digest – United Kingdom 2016

UK CONSTRUCTION TRENDS

Rider Levett Bucknall | Riders Digest – United Kingdom 2016 3 2 Rider Levett Bucknall | Riders Digest – United Kingdom 2016

After ending 2015 on a robust note, the construction industry is showing signs of steady (albeit gradual) growth.

Construction industry output in the UK is expected to grow by 2.6% in 20161 and at an average annual rate of 2.5% over the 2016 to 2020 period.2

However, these predictions are made against a backdrop of political and economic volatility. Globally, economists agree that the slowdown in China, the world’s second largest economy, will have repercussions which will be felt throughout the rest of the world. Already the impact of this slowdown has been experienced through falling commodities prices. The Eurozone experienced a turbulent 2015 with a narrowly avoided Grexit, and this turbulence looks set to continue as the UK faces its own EU referendum.

The question of whether Britain should remain in the European Union means uncertainty is clouding the UK construction industry. The impact of a Brexit on UK construction would be felt in several ways, most notably through a potential skills shortage. CITB’s Construction Skills Network Forecast 2016-2020 reports that in excess of 230,000 new workers are needed over the next 5 years3 and if the UK votes to leave the EU this looks set to exaggerate an already

chronic labour and skills gap. The Brexit debate must also consider the impact on investment decisions – will the UK’s exit from Europe prompt a standstill of foreign investment, at least until a post-referendum UK stabilises?

For now the UK continues to attract foreign investment – as investors look for strong growth and high returns. The continued demand for premium space means rents are set to continue to rise in the Capital across all sectors. Areas outside of London are also drawing in investment. However, it is difficult to forecast how long this will continue.

The UKTI reports that between 2011 and 2015 there were 880 foreign direct investment projects in the Midlands region - investment in this region represents a quarter of all foreign direct investment coming into the UK.4 The Midlands is set to continue to be an investment destination - already 33 regeneration projects worth £14.4bn have been identified in the region.5

Investors are also being drawn to the development potential in the North of England. The Northern Powerhouse Initiative designed to redress the North/South divide, rebalance the national economy and attract significant investment into the North - in particular the city regions of Liverpool, Manchester, Leeds, Sheffield, Newcastle and Hull - is further boosting the property investment market. According to UKTI, a selection of investment opportunities worth £24bn and aimed at foreign investors are available in the North of England.6

Moving from a regional to a sector review, the commercial sector remains buoyant and looks set to experience sustained growth. The RICS has reported that “Yield is still higher here than in most other places”.7 In London, quality commercial space is in short supply, creating rental pressures, and encouraging investment to move beyond the capital. New office construction is set to increase by 7% in 2016 and 2017 owing to prominent developments in London as well as in Birmingham and Manchester.8

A similarly optimistic forecast surrounds the private residential sector, set to grow by 5% in 2016 and 2017.9

MARKET OUTLOOK 2016

UK CONSTRUCTION TRENDS UK CONSTRUCTION TRENDS


In contrast projections for the public housing sector look bleak – with a fall expected in 2016 – fuelled by the extension of the government’s Right to Buy policy which it is feared will exacerbate the shortage of affordable housing, as well as annual rent reductions.

However, with the government planning to release brownfield land to drive forward the biggest affordable house building programme since the 1970s,10 construction output should increase if the government is to achieve their target of 30,000 new “starter homes” by 2020 through the sale of public land.11

The most significant and positive growth is expected in UK infrastructure. As previous underinvestment is addressed, the infrastructure sector is set to be transformed through investment and implementation of various mega ‘game changer’ projects. With forecast growth of 56.9% by 2019, the infrastructure sector is set to propel the UK economy forward, owing to a long pipeline of projects including the £50bn High Speed 2 railway connecting London and Birmingham, High Speed 3 linking Manchester and Leeds, and the £28bn Crossrail 2.12 Additional proposed works include other rail improvements, road programmes and the expansion of London’s Heathrow airport. However, indecision and delay surrounding major projects such as Hinkley Point C does pose a risk to this projected growth.

Turning to Construction Pricing - the RICS’ Building Cost Information Service (BCIS) is forecasting that tender prices will increase 3.3% to the fourth quarter of 2016, and rise to between 4.5% and 5.5% every year until at least 2020.13 As workload continues to increase, supply and demand pressures will mean tender prices will carry on rising.

Differences in opinion mean it is difficult to predict what the short to medium term future will bring. Longer term, however, according to Global Construction 203014 the UK is set to become the world’s sixth largest construction market by 2030. However, this hinges largely on the implementation of mega projects already mentioned.


MARKET OUTLOOK 2016



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UK CONSTRUCTION TRENDSUK CONSTRUCTION TRENDS

UK CONSTRUCTION OUTPUT BY SECTOR


UK CONSTRUCTION MATERIALS MONTHLY AVERAGE PRICE INDEX


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Rider Levett Bucknall | Riders Digest – United Kingdom 2016Rider Levett Bucknall | Riders Digest – United Kingdom 2016 1514

UK CONSTRUCTION COST DATA


BUILDING COSTS

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1,3

50

1,670

1,0

41

1,69

3 1,1

53

1,46

0

1,213

1,5

37

1,273

2,

133

1,010

1,6

88

9

80

1,6

40

Ho

tels

; Mul

ti-

Sto

rey

Fiv

e S

tar

Rat

ing

GB

P/m

21,5

48

2,

113

2,10

0

3,0

00

2,

275

3,0

33

1,935

2,

64

1 2,

037

2,

780

2,

612

3,

516

2,

107

2,8

82

2,0

25

2,78

0

Ho

tels

; Mul

ti-

Sto

rey

Fo

ur S

tar

Rat

ing

GB

P/m

21,0

91

1,713

1,5

20

2,24

0

1,921

2,

426

1,3

64

2,

142

1,436

2,

255

1,96

5 3,

115

1,58

1 2,

474

1,5

00

2,

355

Ho

tels

; Mul

ti-

Sto

rey

Thr

ee S

tar

Rat

ing

GB

P/m

29

76

1,437

1,2

80

1,9

70

1,314

1,7

59

1,220

1,7

96

1,2

84

1,8

91

1,76

4

2,26

6

1,333

1,7

74

1,255

1,6

75

Ho

tels

; Mul

ti-

Sto

rey

Fiv

e S

tar

Rat

ing

GB

P/

Bed

roo

m10

9,10

6

217,

828

14

7,8

00

30

9,0

00

13

1,226

27

3,37

1 13

6,3

82

272,

285

143,

560

28

6,6

15

195,

48

4

390

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15

7,28

0

314

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14

9,6

00

29

9,0

00

Ho

tels

; Mul

ti-

Sto

rey

Fo

ur S

tar

Rat

ing

GB

P/

Bed

roo

m6

2,23

6

93,

355

76,2

00

13

4,3

00

8

7,4

51

142,

145

77,7

96

11

6,6

93

81,8

90

12

2,8

35

111,5

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166

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9,7

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134

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8

5,4

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128

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Ho

tels

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Sto

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Thr

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tar

Rat

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P/

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5,31

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8

9,3

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4

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98

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39

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1,451

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5,9

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58,6

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126

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9

4,14

6

42,

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8

7,70

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Car

Par

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Dec

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yG

BP

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246

4

88

35

0

675

4

04

8

09

30

7 6

10

324

6

42

424

8

48

33

3 6

67

324

6

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Car

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CB

DG

BP

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615

1,0

56

80

0

1,375

9

35

1,456

76

8

1,321

8

09

1,3

90

1,1

27

1,820

9

03

1,44

1 8

50

1,39

1

Car

Par

kB

asem

ent:

Oth

er

Tha

n C

BD

GB

P/m

24

69

9

34

629

1,2

77

86

9

1,158

58

6

1,16

7 6

17

1,228

1,1

06

1,7

30

88

1 1,3

54

639

1,2

88

Car

Par

kU

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cro

ft: O

ther

T

han

CB

DG

BP

/m2

311

780

4

18

1,06

7 4

65

1,213

38

9

975

4

09

1,0

26

547

1,38

5 4

52

1,128

4

23

1,06

1

Car

Par

kO

pen

Dec

k; M

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BP

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5,8

39

11,6

79

7,8

37

15,9

82

10,11

0

20,2

20

7,29

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14,5

99

7,

68

4

15,3

67

10,3

49

20

,69

8

8,4

14

16,8

27

7,9

31

15,8

62

Car

Par

kB

asem

ent:

CB

DG

BP

/Car

15,5

59

27,2

76

20,8

82

37,3

26

28,0

55

43,

675

19

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9

34,0

96

20

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,89

0

27,5

98

4

9,4

46

22

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39

,29

5 21

,115

37,0

80

Car

Par

kB

asem

ent:

Oth

er

Tha

n C

BD

GB

P/C

ar11

,679

23

,435

15

,674

32

,06

9

26,0

84

34

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14

,59

9

29,2

93

15,3

67

30,8

35

20,6

98

4

1,39

7 16

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33

,76

2 15

,86

2 31

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Car

Par

kU

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ft: O

ther

T

han

CB

DG

BP

/Car

7,79

9

13,2

54

10,4

67

18,13

7 11

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30

,330

9

,74

8

16,5

68

10

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0

13,7

99

24

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11

,239

19

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10

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9

18,0

25

Ind

ustr

ial

6.0

m t

o U

/S

Tru

ss

4,5

00

m2

fl. A

rea;

M

etal

Cla

dd

ing

GB

P/m

226

9

48

8

40

0

560

36

4

657

33

6

610

35

4

64

2 4

58

826

36

5 6

67

370

6

80

Bel

fast

Bir

min

gha

mB

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Car

diff

Ed

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Man

ches

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She

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d

Wo

rk

Typ

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Uni

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Low

Hig

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igh

Lo

wH

igh

Lo

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igh

Lo

wH

igh

Lo

wH

igh

Lo

wH

igh

Ind

ustr

ial;

att.

a/

c o

ffice

s 20

0m

220

0m

2G

BP

/m2

622

1,0

91

910

1,4

30

89

0

1,56

2 77

8

1,36

4

819

1,4

36

1,127

1,9

65

90

3 1,5

81

870

1,5

25

Ind

ustr

ial;

att.

a/

c o

ffice

s 4

00

m2

40

0m

2G

BP

/m2

546

1,0

10

84

0

1,40

0

784

1,4

46

6

82

1,26

3 71

8

1,329

9

82

1,84

2 79

6

1,46

2 77

0

1,420

Ag

ed C

are

Sin

gle

Sto

rey

faci

lity

GB

P/m

29

34

1,40

2 1,2

53

1,919

1,4

91

2,12

3 1,1

67

1,753

1,2

28

1,84

5 1,6

19

2,4

23

1,354

2,

020

1,3

18

1,98

5

Ag

ed C

are

Mut

i Sto

rey

faci

lity

GB

P/m

21,0

53

1,556

1,4

13

2,12

9

1,618

2,

376

1,3

16

1,94

5 1,3

85

2,0

47

1,820

2,

68

0

1,526

2,

246

1,4

91

2,20

5

Pri

vate

H

osp

ital

s;

low

Ris

e

45-

60

m2

flo

or

area

p

er b

edG

BP

/m2

1,40

2 1,7

90

1,8

82

2,4

50

1,99

7 2,

527

1,753

2,

238

1,8

45

2,35

6

2,4

23

3,0

92

2,0

20

2,57

9

1,979

2,

541

Pri

vate

H

osp

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s;

low

Ris

e

55-8

0m

2 fl

oo

r ar

ea p

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bed

; Maj

or

Op

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T

heat

reG

BP

/m2

1,556

2,

343

2,0

88

3,

207

2,24

9

3,39

7 1,9

45

2,9

29

2,0

47

3,0

84

2,

68

0

4,0

42

2,24

6

3,38

4

2,20

5 3,

308

Ret

ail;

Reg

iona

l S

hop

pin

g

Cen

tres

Dep

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ent

Sto

reG

BP

/m2

1,325

2,

343

1,78

0

3,14

0

1,89

1 3,

336

1,6

57

2,9

29

1,74

4

3,0

84

2,

289

4

,04

2 1,9

14

3,38

7 1,8

20

3,21

5

Ret

ail;

Reg

iona

l S

hop

pin

g

Cen

tres

Sup

erm

arke

t /

Var

iety

st

ore

GB

P/m

29

34

1,40

2 1,2

50

1,88

0

1,34

0

1,99

7 1,1

67

1,753

1,2

28

1,84

5 1,6

19

2,4

23

1,355

2,

022

1,2

80

1,9

25

Ret

ail;

Reg

iona

l S

hop

pin

g

Cen

tres

Dis

coun

t D

epar

tmen

t st

ore

GB

P/m

21,0

91

1,633

1,4

60

2,

190

1,5

67

2,32

5 1,3

64

2,

04

1 1,4

36

2,14

8

1,88

6

2,8

24

1,58

1 2,

355

1,50

0

2,24

5

Ret

ail;

Reg

iona

l S

hop

pin

g

Cen

tres

Mal

lsG

BP

/m2

2,0

32

2,8

43

2,72

0

3,8

10

2,73

0

3,8

42

2,54

0

3,55

4

2,6

74

3,74

1 3,

304

4

,64

5 2,

764

3,

88

2 2,

670

3,

755

Ret

ail;

Reg

iona

l S

hop

pin

g

Cen

tres

Sp

ecia

lity

Sho

ps

GB

P/m

21,1

68

1,7

13

1,570

2,

300

1,6

68

2,

452

1,4

60

2,

142

1,537

2,

255

2,0

21

2,9

59

1,68

8

2,4

74

1,60

0

2,35

5

Ret

ail;

Gen

eral

Sm

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hop

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d

Sho

wro

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sG

BP

/m2

64

5 1,2

14

870

1,6

30

86

9

1,64

3 8

07

1,517

8

49

1,5

97

1,06

1 1,9

88

8

81

1,66

7 8

55

1,60

0

Res

iden

tial

; G

ener

alS

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le a

nd D

oub

le

Sto

rey

GB

P/m

258

4

780

78

4

1,06

7 9

60

1,2

64

73

0

975

76

8

1,026

1,0

38

1,44

1 8

49

1,1

28

80

1 1,0

66

Res

iden

tial

; G

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to 3

sto

rey

unit

s; 8

5 -1

20m

2 p

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nit

GB

P/m

26

99

9

34

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1,2

90

1,0

11

1,314

8

74

1,16

7 9

20

1,228

1,2

73

1,730

1,0

10

1,355

9

70

1,28

0


Bel

fast

Bir

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Car

diff

Ed

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Man

ches

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She

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Wo

rk

Typ

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Low

Hig

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igh

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Lo

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Lo

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Lo

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igh

Lo

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igh

Res

iden

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; G

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alT

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uses

; 90

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20m

2 p

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nit

GB

P/m

278

0

1,014

9

40

1,3

50

1,06

2 1,3

65

975

1,2

68

1,0

26

1,335

1,3

85

1,84

2 1,1

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1,46

2 1,0

70

1,39

5

Res

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Sto

rey

GB

P/H

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50,7

11

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6

9,3

94

6

7,23

1 8

8,4

62

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6

3,38

9

46

,00

0

66

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6

3,24

5 16

6,7

37

50,3

63

73,0

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4

7,9

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6

9,5

24

Res

iden

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; G

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rey

unit

s; 8

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2 p

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nit

GB

P/U

nit

58,3

95

109

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77

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15

4,8

00

8

5,9

34

157,

714

72

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3 13

6,3

82

76,8

35

143,

560

10

3,4

92

195,

48

4

84

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15

7,28

0

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0

150

,00

0

Res

iden

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; G

ener

alT

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uses

; 90

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er u

nit

GB

P/U

nit

66

,078

11

6,7

89

8

4,6

00

16

2,0

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9

5,53

8

163,

780

8

2,59

8

145,

98

7 8

6,9

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153,

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12

0,7

41

212,

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9

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168

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9

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Res

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; M

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Sto

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Uni

ts

Up

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Sto

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t: 6

0 -

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nit

GB

P/m

21,2

22

1,325

1,5

10

1,78

0

1,719

1,9

46

1,5

27

1,657

1,6

07

1,74

4

2,0

77

2,4

23

1,68

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20

Res

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; M

ulti

Sto

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Uni

ts

Up

to

10

Sto

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w

ith

lift:

90

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nit

GB

P/m

21,3

25

1,713

1,6

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2,21

0

1,94

6

2,4

26

1,657

2,

142

1,74

4

2,25

5 2,

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2,

88

0

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2,

365

1,855

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290

Res

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; M

ulti

Sto

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Uni

ts

Up

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Sto

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GB

P/U

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70,0

74

93,

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106

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146

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8

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6,6

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92,

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122,

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6,4

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17

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Up

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Sto

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GB

P/U

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116

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9

195,

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17

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31

2,0

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Offi

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Go

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GB

P/m

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9

392

340

51

0

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55

6

336

4

90

35

4

516

52

4

69

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570

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Offi

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Fit

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Maj

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98

2 51

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9

762

Offi

ce

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So

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pen

Pla

nned

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P/m

24

99

9

99

6

70

1,36

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1 78

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1,2

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6

57

1,314

6

36

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Offi

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Fit

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Exe

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Ho

use;

Op

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BP

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538

1,1

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722

1,577

6

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1,09

7 6

72

1,44

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8

1,516

8

71

1,38

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76

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9

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9

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P/E

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Ho

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9,6

47

21,3

69

8

5,39

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9,3

35

15,5

59

12,5

29

21,2

91

13,2

95

22,14

1 11

,66

9

19,4

49

12

,28

4

20,4

73

17,2

48

28

,74

8

13,4

53

22,4

14

12,5

56

20,9

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Bel

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6,2

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9,4

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8,3

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12,8

80

8

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7,

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11

,76

5 8

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12

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5 11

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17,2

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13

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12

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ce

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GB

P/m

223

4

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31

5 1,0

67

339

1,1

12

293

975

30

8

1,026

4

35

1,38

5 34

3 1,1

28

335

1,08

7

Rec

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0

1,60

0

2,6

00

1,6

00

2,

60

0

1,60

0

2,6

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1,6

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1,60

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2,6

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1,6

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2,

60

0

Rec

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2,30

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4,8

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2,

300

4

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0

2,30

0

4,8

00

2,

300

4

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0

2,30

0

4,8

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2,

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4

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0

2,30

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4

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Ind

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23

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69

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8

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1,5

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1,273

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68

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38

1,59

8

1,213

1,8

20

874

1,4

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9

20

1,537

1,2

73

2,13

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P/m

546

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68

73

2 1,5

98

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59

1,80

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68

2 1,4

60

71

8

1,537

9

82

2,13

3 79

5 1,6

87

742

1,58

6

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halt

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and

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bs,

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ide

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P/m

780

1,5

56

1,04

7 2,

129

1,2

13

2,4

16

975

1,9

45

1,026

2,

04

7 1,3

85

2,76

9

1,128

2,

246

1,0

61

2,11

2


BUILDING COSTS



AVERAGE CONSTRUCTION PAYMENT DRAWDOWNThe tabulation in the next page is derived from the statistical average of a series of case histories, which will give an indication of the anticipated rate of expenditure when used for specific project types for preliminary budgetary purposes.

Construction periods exclude various extensions, including wet weather, industrial disputes, etc.

All data is related to the date of submission of contractors’ application to the client and not actual payment, which is generally one month later.

Half retention is assumed to be released at the end of the defects period and is excluded from the figures.

Contract Period % Contract Expenditure %

5 0.6

10 1.5

15 2.6

20 6.4

25 11.2

30 18.1

35 24.3

40 30.3

45 36.6

50 43.7

55 51.4

60 59.7

65 68.6

70 78.0

75 84.4

80 89.5

85 93.6

90 96.5

95 98.0

100 98.5

Half retention (1.5%) released after end of defects period

100

HOTEL SECTOR

UK CONSTRUCTION COST DATA UK CONSTRUCTION COST DATA

HA

LF

RE

TE

NT

ION

INDUSTRIAL SECTOR

5 15 25

35

45

55

65

75

85

95

120.0

100.0

80.0

60.0

40.0

20.0

0.0

HA

LF

RE

TE

NT

ION

OFFICE SECTOR

5 15 25

35

45

55

65

75

85

95

120.0

100.0

80.0

60.0

40.0

20.0

0.0

HA

LF

RE

TE

NT

ION

HOTEL SECTOR

5 15 25

35

45

55

65

75

85

95

120.0

100.0

80.0

60.0

40.0

20.0

0.0

CONTRACT PERIOD (%)

CO

NT

RA

CT

EX

PE

ND

ITU

RE

(%

)



5 4.4

10 9.0

15 13.9

20 18.5

25 23.8

30 31.1

35 38.4

40 45.9

45 53.8

50 60.8

55 66.7

60 72.5

65 78.1

70 83.1

75 88.3

80 91.8

85 94.8

90 96.9

95 98.2

100 98.5


100

OFFICE SECTORINDUSTRIAL SECTOR


5 3.4

10 6.5

15 9.8

20 14.3

25 19.2

30 25.1

35 31.2

40 37.4

45 44.6

50 52.8

55 61.1

60 69.2

65 76.3

70 82.3

75 87.6

80 91.5

85 94.8

90 96.9

95 97.8

100 98.5


100

UK CONSTRUCTION COST DATA UK CONSTRUCTION COST DATA

HA

LF

RE

TE

NT

ION

INDUSTRIAL SECTOR

5 15 25

35

45

55

65

75

85

95

120.0

100.0

80.0

60.0

40.0

20.0

0.0

HA

LF

RE

TE

NT

ION

OFFICE SECTOR

5 15 25

35

45

55

65

75

85

95

120.0

100.0

80.0

60.0

40.0

20.0

0.0

HA

LF

RE

TE

NT

ION

HOTEL SECTOR

5 15 25

35

45

55

65

75

85

95

120.0

100.0

80.0

60.0

40.0

20.0

0.0

HA

LF

RE

TE

NT

ION

INDUSTRIAL SECTOR

5 15 25

35

45

55

65

75

85

95

120.0

100.0

80.0

60.0

40.0

20.0

0.0

HA

LF

RE

TE

NT

ION

OFFICE SECTOR

5 15 25

35

45

55

65

75

85

95

120.0

100.0

80.0

60.0

40.0

20.0

0.0

HA

LF

RE

TE

NT

ION

HOTEL SECTOR

5 15 25

35

45

55

65

75

85

95

120.0

100.0

80.0

60.0

40.0

20.0

0.0

CONTRACT PERIOD (%) CONTRACT PERIOD (%)

CO

NT

RA

CT

EX

PE

ND

ITU

RE

(%

)

CO

NT

RA

CT

EX

PE

ND

ITU

RE

(%

)

AVERAGE CONSTRUCTION PAYMENT DRAWDOWN



CONSTRUCTION ELEMENTS

The following rates are indicative only and include an allowance for profit and overheads but exclude preliminaries. The rates are not valid for tendering or pricing of variations.

Item £ Unit

SUB-STRUCTURE

- Reinforced concrete pad footing (Grade 35) 455 - 560 m³

- Reinforced concrete slab on ground (Grade 35) 405 - 505 m³

COLUMNS

- Reinforced Concrete (600 x 600mm Grade 35) 195 - 255 m

- Reinforced Concrete (900 x 900mm Grade 35) 405 - 505 m

UPPER FLOORS (EXCLUDING BEAMS)

- 150mm reinforced concrete suspended floor slab (Grade 35) on holorib permanent formwork

65 - 85 m²

- 150mm precast concrete slab or beam and block floor with reinforced in situ concrete screed structural topping

85 - 105 m²

- 200mm reinforced concrete suspended slab with high quality formwork for exposed finish

90 - 135 m²

STAIRCASES

- 1050mm wide reinforced concrete stair with painted steel tube balustrade (average rise 3.70m) including two flights and one half space landing

3,050 - 4,050 Rise

Item £ Unit

- 1200mm wide reinforced concrete stair with painted steel tube balustrade (average rise 3.70m) including two flights and one half space landing

4,050 - 5,050 Rise

- 2000mm wide grand public stair with glass and metal balustrade (4.00m rise) including three flights and two quarter space landings

10,100 - 15,200 Rise

ROOF

- RC Slab (Grade 35) graded to fall and built-up roofing membrane

120 - 165 m²

- Structural steel, Purlins and insulated metal deck roof 40 - 50 kg/m2

100 - 135 m²

EXTERNAL WALLS

- Cavity wall construction, 102mm stock facing brick outer skin; insulated cavity; 140mm blockwork inner skin

120 - 155 m²

- Double glazed window unit (casement type) 280 - 455 m²

- Glass curtain wall system, capped stick built system 505 - 760 m²

EXTERNAL DOORS (INCLUDING IRONMONGERY)

- Single leaf solid core door 910 - 1,115 No

- Double leaf glazed door 1,315 - 1,520 No

- Double leaf automatic operating door 4,045 - 5,055 No




CONSTRUCTION ELEMENTS

Item £ Unit

INTERIOR WALLS

- 250mm reinforced concrete wall (Grade 35) 165 - 185 m²

- 100mm block wall 20 - 25 m²

- 140mm block wall 25 - 35 m²

- Plasterboard metal stud wall / single layer each side

35 - 45 m²

INTERNAL DOOR SET (INCLUDING IRONMONGERY)

- Single leaf solid core flush door 455 - 760 no.

- Single leaf half hour fire door 505 - 810 no.

- Single leaf one hour fire door 605 - 960 no.

INTERIOR SCREENS

- Laminated toilet partition 810 - 1,215 Each

- Fully glazed office partition full (2.8m) height, frameless joints

Single glazed 305 - 405 m

Double glazed 910 - 1,115 m

WALL FINISHES

- Plaster and emulsion paint 15 - 20 m²

- Plaster and vinyl fabric wallpaper 20 - 30 m²

- Cement render and ceramic tile 60 - 95 m²

- Granite tiles 80 - 155 m²

Item £ Unit

CEILING FINISHES

- Metal framed plasterboard ceiling painted

25 - 30 m²

- Exposed grid suspended ceiling with mineral fibre board acoustic ceiling

25 - 30 m²

- Hygenic suspended ceiling system 30 - 40 m²

FLOOR FINISHES

- Carpet tile 18 - 35 m²

- Ceramic tile 45 - 80 m²

- Raised Access floors standard duty 30 - 40 m²

SPECIALIST SERVICESSANITARY AND PLUMBING

- Average cost per plumbing point including fixture, soil waste and vent; excluding DOC M Pack

405 - 510 no.

- Average cost for storm water drains (site area) 15 - 18 m²

VERTICAL TRANSPORTATION

- Glass sided escalator (4m rise) 60,500 - 76,000 no.

- 13 passenger lift serving 4 floors 50,500 - 60,750 no.

- Hydraulic lift serving 2 floors 25,500 - 35,500 no.



ESTIMATING DATA


Life Safety Infrastructure, Sprinkler Pumps, tanks, risers, main fire alarm panels P Ï ÏFinishes to main entrances P Ï ÏFinishes to common areas P Ï ÏFinishes to Staircases fitted as part of shell and core P Ï ÏFinishes to lifts P Ï ÏFinishes to Common Toilets P Ï ÏSanitary Fit out of Common Toilets P Ï ÏSuspended Ceilings Ï P ÏRaised Access floors Ï P ÏExtension of Basic Mechanical and Electrical Services, Lighting, Heating, Cooling and ventillation systems including controls, from the riser across the lettable floor space.

Ï P Ï

Sprinklers, Fire Alarms and basic safety signage Ï P ÏOffice Carpets Ï P ÏDistributed power to each floor but not to each terminal point Ï P ÏInstallation of Cellular Offices Ï Ï PEnhanced finishes Ï Ï PConference / Meeting Room Facilities Ï Ï PIT and AV Installations Ï Ï PTea Point and Kitchen Fit Out Ï Ï PFurniture Ï Ï P

DEFINITION OF OFFICE FIT OUT CATEGORIES

REINFORCEMENT RATIOS

Building ElementShell and Core

Cat A Fit Out

Cat B Fit Out

Building Envelope P Ï ÏEmergency staircases P Ï ÏBalustrades and Handrails to Emergency stairs P Ï ÏAccommodation Stairs P Ï ÏBalustrades and Handrails to Accommodation stairs P Ï ÏFeature Stairs Ï P ÏBalustrades and Handrails to Feature stairs Ï P ÏLifts P Ï ÏBase Services, plant and equipment to edge of floor plates P Ï Ï

The following ratios give an indication of the average weight of high tensile rod reinforcement per cubic metre of concrete (Grade 35) for the listed elements. Differing structural systems, ground conditions, height of buildings, load calculations and sizes of individual elements and grid sizes will result in considerable variation to the stated ratios. For project specific ratios, a civil & structural engineer should be consulted.

Element kg/m3

Substructure

Pile caps 115 - 200

Bored Piles (compression) 30 - 60

Bored Piles (tension) 150 - 250

Raft Foundation 100 - 150

RC pad footings 70 - 150

Ground beams 200 - 300

Basement

Retaining Wall 150 - 250

RC Wall 75 - 150

Ground Bearing Slab 80 - 150

Edge Beams 220 - 300

Lift Pits 100 - 200

Above Ground

Columns 150 - 450

Beams 180 - 300

Slab 90 - 200

Walls (core) 75 - 200

Lift Core 125 - 200

Stairs 130 - 160

ESTIMATING DATA ESTIMATING DATA


The information provided is a summary from the RICS new rules for measurement effective from 1st May 2009.

These rules are intended as a brief guide only and the full RICS Code of Measuring Practice17 should be consulted if required. Advice regarding net lettable areas used for calculating revenues should be given by the client’s commercial property agent.

METHOD OF MEASUREMENT OF BUILDING AREAS


Note from the 1st January 2016 a RICS Professional Statement (PS)18 came into effect. The purpose of the statement was to change the rules for measurement for offices only from the standard RICS Code of Measuring Practice (6th edition). NOTE the RICS Code of Measuring Practice (6th edition) still applies to all other building types. The PS affects GEA, GIA and NIA in respect of offices.

Gross external area (GEA)The area of a building measured externally (i.e. to the external face of the perimeter walls) at each floor level. The rules of measurement of gross external floor area are defined in the RICS Code of Measuring Practice (6th edition)

Gross external area (GEA)The area of a building measured externally (i.e. to the external face of the perimeter walls) at each floor level. The rules of measurement of gross external floor area are defined in the RICS Code of Measuring Practice (6th edition) – adjusted below to reflect the implications of the RICS Professional Statement (PS) as applicable to offices only. Please refer to the RICS Professional Statement for a full definition.

RICS Code of Measuring Practice (6th edition) applicable to all buildings except offices.

RICS Professional Statement (PS) effective from 1st January 2016 which affects the measurement of offices. Identified changes are highlighted in Red.

ALL BUILDINGS EXCLUDING OFFICES OFFICES ONLY

INCLUDING EXCLUDING INCLUDING EXCLUDING

Definition provided: the external area of basements is calculated by extending the exterior plane of the perimeter walls at ground floor level downwards, or by estimation of the wall thickness if the extent of the basement differs from the ground floor level.

Perimeter wall thickness and external projections

External open-sided balconies,covered ways and fire escapes

Perimeter wall thickness and external projections

Fire escapes and open external stairways not being part of the structure

External open-sided balconies,covered ways – now included but must be stated separately

Areas occupied by internal walls and partitions

Canopies Areas occupied by internal walls and partitions

Canopies

Columns, piers, chimney breasts, stairwells, lift-wells, and the like

Open vehicle parking areas, roof terraces, and the like

Columns, piers, chimney breasts, stairwells, lift-wells, and the like

Open vehicle parking areas, non- accessible roof terraces, and the like

The two tables below are designed for comparative purposes





Accessible rooftop terraces – now included but must be stated separately

Atria and entrance halls, with clear height above, measured at base level only

Voids over or under structural, raked or stepped floors



Open light wells upper level voids of an atrium - definition added in PS

Open light wells upper level voids of an atrium - definition added in PS

Internal balconies Greenhouses, garden stores, fuel stores, and the like in residential property

Internal balconies also called covered galleries are included but must be stated separately as different interpretations may have been applied regarding their inclusion

Greenhouses, garden stores, fuel stores, and the like in residential property

Structural, raked or stepped floors are to be treated as a level floor measured horizontally

Patios, decks at ground level - definition added in PS


Patios, decks at ground level - definition added in PS

Horizontal floors, whether accessible or not, below structural, raked or stepped floors

External car parking, equipment yards, cooling equipment and refuse areas - definition added in PS

Horizontal floors, whether accessible or not, below structural, raked or stepped floors


Mezzanine areas intended for use with permanent access

Other ground level areas that are not fully enclosed - definition added in PS

Mezzanine areas intended for use with permanent access


Lift rooms, plant rooms, fuel stores, tank rooms which are housed in a covered structure of a permanent nature, whether or not above the main roof level


Outbuildings which share at least one wall with the main building

Outbuildings which share at least one wall with the main building

Loading bays Loading bays

Areas with a headroom of less than 1.5m


Pavement vaults Pavement vaults

Garages Garages

Conservatories Conservatories



Gross internal floor area (GIFA) (or gross internal area (GIA)) The area of a building measured to the internal face of the perimeter walls at each floor level. The rules of measurement of gross internal floor area are defined in the RICS Code of Measuring Practice (6th edition).

Gross internal floor area (GIFA) (or gross internal area (GIA)) The area of a building measured to the internal face of the perimeter walls at each floor level. The rules of measurement of gross internal floor area are defined in the RICS Code of Measuring Practice (6th edition). – adjusted below to reflect the implications of the RICS Professional Statement (PS) as applicable to offices only. Please refer to the RICS Professional Statement for a full definition.

RICS Code of Measuring Practice (6th edition) applicable to all buildings except offices




Definition added – the sum of the areas of each floor of an office building measured to the internal dominant face reported on a component–by-component basis for each floor of a building.

The internal dominant face is the inside finished surface comprising 50% or more of the surface area for each vertical section forming an internal perimeter.

Areas occupied by internal walls and partitions projections

Perimeter wall thicknesses and external projections

Areas occupied by internal walls and partitions projections

Perimeter wall thicknesses and external projections

Columns, piers, chimney breasts, stairwells, lift-wells, other internal projections, vertical ducts, and the like

External open-sided balconies, covered ways and fire escapes

Columns, piers, chimney breasts, stairwells, lift-wells, other internal projections, vertical ducts, and the like

Open external stairways not being part of the structure e.g. fire escapes

External balconies often referred to as external open sided balconies – included but stated separately

Enclosed walkways or passages between separate buildings – definition added in PS



Canopies Atria and entrance halls, with clear height above, measured at base level only

Canopies






Areas occupied by the reveals of windows when measured and assessed as the internal dominant face - definition added in PS

Internal open-sided balconies, walkways, and the like


Internal open-sided balconies, walkways, and the like - included but stated separately


External balconies often referred to as external open sided balconies – included but stated separately

Accessible rooftop terraces – normally excluded

Accessible rooftop terraces - included but stated separately





Horizontal floors, with permanent access, below structural, raked or stepped floors

Patios, decks at ground level not forming part of the structure – definition added in PS

Horizontal floors, with permanent access, below structural, raked or stepped floors

Patios, decks at ground level not forming part of the structure - definition added in PS

Corridors of a permanent essential nature (e.g. fire corridors, smoke lobbies)


Corridors of a permanent essential nature (e.g. fire corridors, smoke lobbies)


Mezzanine floor areas with permanent access


Mezzanine floor areas with permanent access




Service accommodation such as toilets, toilet lobbies, bathrooms, showers, changing rooms, cleaners’ rooms, and the like

Service accommodation such as toilets, toilet lobbies, bathrooms, showers, changing rooms, cleaners’ rooms, and the like






Projection rooms Projection rooms

Voids over stairwells and lift shafts on upper floors

Voids over stairwells and lift shafts on upper floors

Loading bays Loading bays


Areas with headroom of less than 1.5m - refer to PS rules. The internal dominant face is the inside finished surface comprising 50% or more of the surface area for each vertical section forming an internal perimeter.

Pavement vaults Pavement vaults

Garages Garages

Conservatories Conservatories




Net internal area (NIA)The usable area within a building measured to the internal face of the perimeter walls at each floor level. The rules of measurement of net internal area are defined in the RICS Code of Measuring Practice (6th edition).

Net internal area (NIA)The usable area within a building measured to the internal face of the perimeter walls at each floor level. The rules of measurement of net internal area are defined in the RICS Code of Measuring Practice (6th edition) – adjusted below to reflect the implications of the RICS Professional Statement (PS) as applicable to offices only. Please refer to the RICS Professional Statement for a full definition.

RICS Code of Measuring Practice (6th edition) applicable to all buildings except offices




Atria with clear height above, measured at base level onlyexcluding common areas

Those parts of entrance halls, atria, landings and balconies used in common

Atria with clear height above, measured at base level onlyexcluding common areas

Those parts of entrance halls, atria, landings and balconies used in common

Entrance halls excluding common areas

Toilets, toilet lobbies, bathrooms, cleaners’ rooms, and the like

Entrance halls excluding common areas

Toilets, toilet lobbies, bathrooms, cleaners’ rooms, and the like

Notional lift lobbies and notional fire corridors

Lift rooms, plant rooms, tank rooms (other than those of a trade process nature), fuel stores, and the like

Notional lift lobbies and notional fire corridors

Lift rooms, plant rooms, tank rooms (other than those of a trade process nature), fuelstores, and the like

Kitchens Stairwells, lift-wells and permanent lift lobbies

Kitchens Stairwells, lift-wells and permanent lift lobbies

Built-in units, cupboards, and the like occupying usable areas

Corridors and other circulation areas where used in common with other occupiers

Built-in units, cupboards, and the like occupying usable areas

Corridors and other circulation areas where used in common with other occupiers

Ramps, sloping areas and steps within usable areas

Permanent circulation areas, corridors and thresholds/recesses associated with access, but not those parts that are usable areas

Ramps, sloping areas and steps within usable areas

Permanent circulation areas, corridors and thresholds/recesses associated with access, but not those parts that are usable areas

Areas occupied by ventilation/heating grilles

Areas under the control of service or other external authorities including meter cupboards and statutory service supplypoint

Areas occupied by ventilation/heating grilles

Areas under the control of service or other external authorities including metercupboards and statutory service supplypoint






Areas occupied by skirting and perimeter trunking

Internal structural walls, walls enclosing excluded areas, columns, piers, chimneybreasts, other projections, vertical ducts, walls separating tenancies and the like

Areas occupied by skirting and perimeter trunking

All internal walls and columns

Areas occupied by non-structural walls subdividing accommodation in sole occupancy

The space occupied by permanent and continuous air-conditioning, heating orcooling apparatus, and ducting in so far as the space it occupies is rendered substantially unusable

Areas occupied by non-structural walls subdividing accommodation insole occupancy

The space occupied by permanent and continuous air-conditioning, heating or cooling apparatus, and ducting in so far as the space it occupies is rendered substantially unusable

Pavement vaults The space occupied by permanent, intermittent air-conditioning, heating or cooling apparatus protruding 0.25m or more into the usable area

Pavement vaults The space occupied by permanent, intermittent air-conditioning, heating orcooling apparatus protruding 0.25m or more into the usable area


Areas with a headroom of less than 1.5m – now included but may be stated separately as a limited use area

Areas rendered substantially unusable by virtue of having a dimension between opposite faces of less than 0.25m

Areas rendered substantially unusable by virtue of having a dimension between opposite faces of less than 0.25m.

Vehicle parking areas (the number and type of spaces noted)

Vehicle parking areas (the number and type of spaces noted)

The common wall with adjacent occupier - the floor areas is taken to the centre line of the common wall, so the area includes half the width of the common wall - definition added in PS








Areas occupied by the reveals of windows when measured and assessed as the internal dominant face

External open sided balconies used exclusively – included but stated separately

Accessible rooftop terraces – normally excluded

Accessible rooftop terraces – included but stated separately

Open external stairways not being part of the structure e.g. open framework fire escapes

Open external stairways not being part of the structure e.g. open framework fire escapes







Open light wells upper level voids of an atrium

Open light wells upper level voids of an atrium

Source: RICS19




UK CONSTRUCTION INFORMATION


The RIBA Plan of Work 2013 organises the process of briefing, designing, constructing, maintaining, operating and using building projects into eight Work Stages (RIBA).

RIBA (Royal Institute of British Architects) Work stages are the stages in which the process of designing building projects and administering building contracts are usually divided.

The RIBA Outline Plan of Work summarises the deliverables required under each RIBA work stage, setting out a logical structure for building projects. The Procedures identify the responsibilities of the design team at each stage of design and contract administration.

In 2013, RIBA undertook a comprehensive review of the RIBA Plan of Work 2007; a review which remains the definitive UK model for the building design and construction process.

The review helped ensure alignment with best practice from all specialists within the integrated construction team, and provided a new framework which helps “to deliver better capital and operational efficiencies, carbon reductions and better briefing and outcomes.” (RIBA)20

As well as addressing concerns with the 2007 Plan of Work, the 2013 Plan targeted several key issues that had arisen since the last review. These included:• Integrating sustainable design• Mapping BIM processes• Providing flexibility around planning procedures• Addressing changes in the way building services

design is delivered• Responding to the recommendations of the UK

Government Construction Strategy• Providing straight forward mapping and flexibility for

all forms of procurement.

Develop Project Objectives, including Quality Objectives and Project Outcomes, Sustainability Aspirations, Project Budget, other parameters or constraints and develop Initial Project Brief. Undertake Feasibility Studies and review of Site Information.

Prepare Concept Design, including outline proposals for structural design, building services systems, outline specifications and preliminary Cost Information along with relevant Project Strategies in accordance with Design Programme. Agree alterations to brief and issue Final Project Brief.

Prepare Developed Design, including coordinated and updated proposals for structural design, building services systems, outline specifications, Cost Information and Project Strategies in accordance with Design Programme.

Prepare Technical Design, in accordance with Design Responsibility Matrix and Project Strategies to include all architectural, structural and building services information, specialist subcontractor design and specifications, in accordance with Design Programme.

Offsite manufacturing and onsite Construction in accordance with Construction Programme and resolution of Design Queries from site as they arise.

Handover of building and conclusion of Building Contract.

Undertake In Use services in accordance with Schedule of Services.

Identify client’s Business Case and Strategic Brief and other core project requirements.

RIBA Plan of Work - Core Objectives

0

Strategic Definition

1

Preparation and Brief

2

Concept Design

3

Developed Design

4

Technical Design

5

Construction

6

Handoverand Close Out

7

In Use

UK CONSTRUCTION INFORMATION UK CONSTRUCTION INFORMATION

RIBA OUTLINE PLAN OF WORK

“


The OJEU is the Official Journal of the European Union.

All contracts from the public sector which are valued above a certain financial threshold according to EU legislation must be published in the OJEU. The legislation covers organisations and projects that receive public money, and includes organisations such as Local Authorities, NHS Trusts, MOD, Central Government Departments and Educational Establishments.

THRESHOLDS

European Directives and UK Regulations set out detailed procedures for contracts whose value equals or exceeds various financial thresholds. These thresholds are set in Euros, and every two years the European Commission publishes the equivalent values in pound sterling.

The current financial thresholds are shown below - these apply from 1st January 2016 until the end of 2017.

Supply, Services

and Design Contracts

Works Contracts

Social and other specific services

Central Government

£106,047Û135,000

£4,104,394€Û5,225,000

£589,148Û750,000

Other contracting authorities

£164,176€Û209,000

£4,104,394Û5,225,000

£589,148Û750,000

Small Lots£62,842Û84,000

£785,530Û1,000,000

N/A

GUIDE TO THE REGULATIONS

The Public Contracts Regulations 2015 came into effect on 26 February 2015.

There are five types of contract award procedure:• Open• Restricted• Competitive Dialogue• Competitive with Negotiation• Innovation Partnership

OJEU PROCESS


OJEU21

There are no restrictions on the use of the open and restricted procedures. However, the competitive dialogue, competitive with negotiation and innovation partnership procedures can only be used in certain circumstances.

CHOOSING A PROCEDURE

OPEN • this is suitable for straightforward procurements

where requirements are clearly defined• there is no pre-qualification of bidders so anyone can

submit a tender

RESTRICTED • this is a two stage procedure used to pre-qualify

bidders based on financial standing and technical/professional capability

COMPETITIVE DIALOGUE AND COMPETITIVE WITH NEGOTIATION• used for more complex procurements, where:

• needs cannot be met without adaptation of readily available solutions;

• requirements include design or innovative solutions;

• the contract cannot be awarded without prior negotiation;

• the technical specifications cannot be established with sufficient precision;

• open/restricted procedure procurement has been run but only irregular or unacceptable tenders were submitted

INNOVATION PARTNERSHIP• allows for R&D and purchase within the same

procurement process


Ad

vant

ages

• C

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lien

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ad

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Selecting the correct procurement route for a project is fundamental to its success, and will affect its cost, programme, quality and team relationships for the lifespan of the project. Procurement strategy should be considered fully at the earliest opportunity and consideration should be given to the hierarchy of client and project requirements.

We can advise on an appropriate route to best meet these requirements, and we have highlighted some of the main features of the more common routes available on the following pages.

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Team

Mai

nC

ontra

ctor

Clie

nt R

ep

Trad

eco

ntra

ctor

s

Sup

plie

rs

Brie

fD

esig

n

Tend

er

Con

stru

ct

Clie

nt

Des

ign

Team

Con

stru

ctio

nM

anag

er

Clie

nt R

ep

Trad

eC

ontra

ctor

s

Brie

fD

esig

n Tend

erin

g

Con

stru

ct

Co

nstr

ucti

on

Man

agem

ent

Clie

nt

Des

ign

Team

Man

agem

ent

Con

tract

or

Clie

nt R

ep

Trad

eC

ontra

ctor

s

Co

nstr

ucti

on

Man

agem

ent

Brie

fD

esig

n Tend

erin

g

Con

stru

ct

Clie

nt

Des

ign

Team

(pos

tno

vatio

n)

D&

BC

ontra

ctor

Clie

nt R

ep

Trad

eC

ontra

ctor

s

Des

ign

Team

(pre

nova

tion)

Des

ign

& B

uild

Brie

fD

esig

n

Tend

erin

g

Con

stru

ct

Clie

nt

Des

ign

Team

(pos

tno

vatio

n)

D&

CC

ontra

ctor

Clie

nt R

ep

Trad

eC

ontra

ctor

s

Des

ign

Team

(pre

nova

tion)

Dev

elo

p &

Co

nstr

uct

Brie

fD

esig

n Tend

erin

g

Con

stru

ct

Seq

uenc

e

Ad

vant

ages

• E

nab

les

qu

icker

start

• M

ain

co

ntr

acto

r can

be

en

gag

ed

earl

ier

to a

dvis

e

on

‘bu

ildab

ility

’, se

qu

en

cin

g

& s

ub

-co

ntr

acto

r se

lecti

on

• E

nco

ura

ges

a m

ore

co

llab

ora

tive a

pp

roach

• G

reate

r clie

nt

invo

lvem

en

t in

th

e p

re-s

ele

cti

on

an

d

ap

po

intm

en

t o

f s/

c’s

• A

bili

ty t

o t

ran

sfer

gre

ate

r d

eg

ree o

f d

esi

gn

ris

k t

o t

he

co

ntr

acto

r

Ad

vant

ages

• Q

uic

k m

eth

od

of

pro

cu

rem

en

t -

allo

ws

earl

y s

tart

wit

h d

esi

gn

an

d c

on

stru

cti

on

overl

ap

pin

g•

CM

Clie

nt

facin

g –

co

llab

ora

tive

ap

pro

ach

• E

arl

y a

dvic

e f

or

desi

gn

, p

rog

ram

min

g a

nd

bu

ildab

ility

• F

inis

hes

/ fi

t o

ut

can

be

desi

gn

ed

late

r in

pro

cess

wit

h

less

sco

pe f

or

ch

an

ge

• P

rog

ram

me (

inc d

esi

gn

) &

co

st

pla

n a

gre

ed

wit

h c

lien

t an

d

Desi

gn

Team

befo

re w

ork

sta

rts

• C

lien

t re

tain

s co

ntr

ol o

ver

desi

gn

• D

irect

clie

nt

rela

tio

nsh

ip w

ith

Tra

de C

on

tracto

rs –

can

im

pro

ve

perf

orm

an

ce

Co

ncer

ns /

Co

nsid

erat

ions

• P

ote

nti

al ‘a

bu

se’ o

f n

eg

oti

ati

ng

po

siti

on

du

rin

g

2n

d s

tag

e –

qu

est

ion

mark

o

ver

ob

tain

ing

th

e b

est

p

rice

• P

ote

nti

al fo

r co

st s

ho

ck

at

en

d o

f 2n

d S

tag

e –

p

art

icu

larl

y o

n larg

e a

nd

co

mp

lex s

ch

em

es

• S

co

pe c

han

ge a

nd

desi

gn

cre

ep

mu

st b

e a

vo

ided

/

min

imis

ed

to

secu

re a

re

alis

tic a

nd

ach

ievab

le

lum

p s

um

co

ntr

act

• L

oss

of

Clie

nt

Desi

gn

C

on

tro

l

Co

ncer

ns /

Co

nsid

erat

ions

• C

lien

t ta

kes

pro

gra

mm

e

an

d c

ost

ris

k•

Lack o

f co

st c

ert

ain

ty f

or

clie

nt

• C

on

tract

an

d p

aym

en

t ad

min

istr

ati

on

of

dir

ect

ord

ers

betw

een

clie

nt

an

d

Tra

de C

on

tracto

rs•

Po

ten

tial ‘p

ost

bo

x’

scen

ari

o•

Req

uir

es

hig

her

deg

ree o

f C

lien

t in

vo

lvem

en

t•

No

sin

gle

po

int

of

resp

on

sib

ility

PROCUREMENT OPTIONS



Clie

nt

Des

ign

Team

Mai

nC

ontra

ctor

Clie

nt R

ep

Sub

-co

ntra

ctor

s

Sup

plie

rs

Trad

itio

nal L

ump

Sum

Brie

fD

esig

nTe

nder

Con

stru

ct

Two

Sta

ge

(bas

ed o

n tr

adit

iona

l)

Clie

nt

Des

ign

Team

Mai

nC

ontra

ctor

Clie

nt R

ep

Trad

eco

ntra

ctor

s

Sup

plie

rs

Brie

fD

esig

n

Tend

er

Con

stru

ct

Clie

nt

Des

ign

Team

Con

stru

ctio

nM

anag

er

Clie

nt R

ep

Trad

eC

ontra

ctor

s

Brie

fD

esig

n Tend

erin

g

Con

stru

ct

Co

nstr

ucti

on

Man

agem

ent

Clie

nt

Des

ign

Team

Man

agem

ent

Con

tract

or

Clie

nt R

ep

Trad

eC

ontra

ctor

s

Co

nstr

ucti

on

Man

agem

ent

Brie

fD

esig

n Tend

erin

g

Con

stru

ct

Clie

nt

Des

ign

Team

(pos

tno

vatio

n)

D&

BC

ontra

ctor

Clie

nt R

ep

Trad

eC

ontra

ctor

s

Des

ign

Team

(pre

nova

tion)

Des

ign

& B

uild

Brie

fD

esig

n

Tend

erin

g

Con

stru

ct

Clie

nt

Des

ign

Team

(pos

tno

vatio

n)

D&

CC

ontra

ctor

Clie

nt R

ep

Trad

eC

ontra

ctor

s

Des

ign

Team

(pre

nova

tion)

Dev

elo

p &

Co

nstr

uct

Brie

fD

esig

n Tend

erin

g

Con

stru

ct

MA

NA

GE

ME

NT

CO

NTR

AC

TIN

G

Key F

eatu

res

• M

an

ag

em

en

t C

on

tracto

r ap

po

inte

d o

n a

fix

ed

m

an

ag

em

en

t fe

e (

usu

ally

a %

of

pri

me c

ost

) p

lus

sup

erv

isio

n /

pre

lim c

ost

s (t

hese

can

be f

ixed

)•

Sin

gle

co

ntr

act

betw

een

Clie

nt

an

d M

C w

ith

Tra

de C

on

tracto

rs c

on

tracte

d t

o M

C•

Pro

ject

pri

me c

ost

est

imate

d a

nd

up

date

d a

s d

esi

gn

pro

ceed

s an

d w

ork

s p

ackag

es

are

let

Clie

nt

Des

ign

Team

Mai

nC

ontra

ctor

Clie

nt R

ep

Sub

-co

ntra

ctor

s

Sup

plie

rs

Trad

itio

nal L

ump

Sum

Brie

fD

esig

nTe

nder

Con

stru

ct

Two

Sta

ge

(bas

ed o

n tr

adit

iona

l)

Clie

nt

Des

ign

Team

Mai

nC

ontra

ctor

Clie

nt R

ep

Trad

eco

ntra

ctor

s

Sup

plie

rs

Brie

fD

esig

n

Tend

er

Con

stru

ct

Clie

nt

Des

ign

Team

Con

stru

ctio

nM

anag

er

Clie

nt R

ep

Trad

eC

ontra

ctor

s

Brie

fD

esig

n Tend

erin

g

Con

stru

ct

Co

nstr

ucti

on

Man

agem

ent

Clie

nt

Des

ign

Team

Man

agem

ent

Con

tract

or

Clie

nt R

ep

Trad

eC

ontra

ctor

s

Co

nstr

ucti

on

Man

agem

ent

Brie

fD

esig

n Tend

erin

g

Con

stru

ct

Clie

nt

Des

ign

Team

(pos

tno

vatio

n)

D&

BC

ontra

ctor

Clie

nt R

ep

Trad

eC

ontra

ctor

s

Des

ign

Team

(pre

nova

tion)

Des

ign

& B

uild

Brie

fD

esig

n

Tend

erin

g

Con

stru

ct

Clie

nt

Des

ign

Team

(pos

tno

vatio

n)

D&

CC

ontra

ctor

Clie

nt R

ep

Trad

eC

ontra

ctor

s

Des

ign

Team

(pre

nova

tion)

Dev

elo

p &

Co

nstr

uct

Brie

fD

esig

n Tend

erin

g

Con

stru

ct

Seq

uenc

e

Clie

nt

Des

ign

Team

Mai

nC

ontra

ctor

Clie

nt R

ep

Sub

-co

ntra

ctor

s

Sup

plie

rs

Trad

itio

nal L

ump

Sum

Brie

fD

esig

nTe

nder

Con

stru

ct

Two

Sta

ge

(bas

ed o

n tr

adit

iona

l)

Clie

nt

Des

ign

Team

Mai

nC

ontra

ctor

Clie

nt R

ep

Trad

eco

ntra

ctor

s

Sup

plie

rs

Brie

fD

esig

n

Tend

er

Con

stru

ct

Clie

nt

Des

ign

Team

Con

stru

ctio

nM

anag

er

Clie

nt R

ep

Trad

eC

ontra

ctor

s

Brie

fD

esig

n Tend

erin

g

Con

stru

ct

Co

nstr

ucti

on

Man

agem

ent

Clie

nt

Des

ign

Team

Man

agem

ent

Con

tract

or

Clie

nt R

ep

Trad

eC

ontra

ctor

s

Co

nstr

ucti

on

Man

agem

ent

Brie

fD

esig

n Tend

erin

g

Con

stru

ct

Clie

nt

Des

ign

Team

(pos

tno

vatio

n)

D&

BC

ontra

ctor

Clie

nt R

ep

Trad

eC

ontra

ctor

s

Des

ign

Team

(pre

nova

tion)

Des

ign

& B

uild

Brie

fD

esig

n

Tend

erin

g

Con

stru

ct

Clie

nt

Des

ign

Team

(pos

tno

vatio

n)

D&

CC

ontra

ctor

Clie

nt R

ep

Trad

eC

ontra

ctor

s

Des

ign

Team

(pre

nova

tion)

Dev

elo

p &

Co

nstr

uct

Brie

fD

esig

n Tend

erin

g

Con

stru

ct

DE

SIG

N &

BU

ILD

Key F

eatu

res

• Te

nd

er

(Em

plo

yer'

s R

eq

uir

em

en

ts)

no

rmally

b

ase

d o

n o

utl

ine d

esi

gn

bu

t can

be a

t sc

hem

e

desi

gn

sta

ge

• D

&B

Co

ntr

acto

r m

akes

pro

po

sals

an

d a

do

pts

(a

nd

co

mp

lete

s) t

he d

esi

gn

• Te

nd

er

pri

ce c

an

be s

ing

le a

cti

on

or

neg

oti

ate

d

(usu

ally

th

rou

gh

tw

o s

tag

e)

Clie

nt

Des

ign

Team

Mai

nC

ontra

ctor

Clie

nt R

ep

Sub

-co

ntra

ctor

s

Sup

plie

rs

Trad

itio

nal L

ump

Sum

Brie

fD

esig

nTe

nder

Con

stru

ct

Two

Sta

ge

(bas

ed o

n tr

adit

iona

l)

Clie

nt

Des

ign

Team

Mai

nC

ontra

ctor

Clie

nt R

ep

Trad

eco

ntra

ctor

s

Sup

plie

rs

Brie

fD

esig

n

Tend

er

Con

stru

ct

Clie

nt

Des

ign

Team

Con

stru

ctio

nM

anag

er

Clie

nt R

ep

Trad

eC

ontra

ctor

s

Brie

fD

esig

n Tend

erin

g

Con

stru

ct

Co

nstr

ucti

on

Man

agem

ent

Clie

nt

Des

ign

Team

Man

agem

ent

Con

tract

or

Clie

nt R

ep

Trad

eC

ontra

ctor

s

Co

nstr

ucti

on

Man

agem

ent

Brie

fD

esig

n Tend

erin

g

Con

stru

ct

Clie

nt

Des

ign

Team

(pos

tno

vatio

n)

D&

BC

ontra

ctor

Clie

nt R

ep

Trad

eC

ontra

ctor

s

Des

ign

Team

(pre

nova

tion)

Des

ign

& B

uild

Brie

fD

esig

n

Tend

erin

g

Con

stru

ct

Clie

nt

Des

ign

Team

(pos

tno

vatio

n)

D&

CC

ontra

ctor

Clie

nt R

ep

Trad

eC

ontra

ctor

s

Des

ign

Team

(pre

nova

tion)

Dev

elo

p &

Co

nstr

uct

Brie

fD

esig

n Tend

erin

g

Con

stru

ct

Seq

uenc

e

UK CONSTRUCTION INFORMATIONA

dva

ntag

es•

Qu

ick m

eth

od

of

pro

cu

rem

en

t -

allo

ws

earl

y s

tart

wit

h d

esi

gn

an

d

co

nst

ructi

on

overl

ap

pin

g•

Earl

y a

dvic

e f

or

desi

gn

, p

rog

ram

min

g a

nd

bu

ildab

ility

• F

inis

hes

/ fi

t o

ut

can

be d

esi

gn

ed

la

ter

in p

rocess

wit

h less

sco

pe f

or

ch

an

ge

• P

rog

ram

me (

inc d

esi

gn

) &

co

st p

lan

ag

reed

wit

h C

lien

t an

d D

esi

gn

Team

b

efo

re w

ork

sta

rts

• C

lien

t re

tain

s co

ntr

ol o

ver

desi

gn

• C

on

tractu

al (a

nd

paym

en

t) lin

e

betw

een

Clie

nt

an

d M

C c

reate

s m

ore

pro

gra

mm

e /

perf

orm

an

ce

ow

ners

hip

• S

imp

ler

/ fe

wer

co

ntr

actu

al lin

es

Ad

vant

ages

• S

ing

le p

oin

t re

spo

nsi

bili

ty•

Tra

nsf

er

of

specu

lati

ve r

isks

to

the C

on

tracto

r•

Earl

ier

start

on

sit

e –

desi

gn

can

ru

n in

para

llel (s

ub

ject

to level o

f d

esi

gn

use

d f

or

ten

deri

ng

)•

Co

st c

ert

ain

ty a

t o

uts

et

• P

rog

ram

me r

esp

on

sib

ility

wit

h

D&

B C

on

tracto

r (s

ub

ject

to

po

st c

on

tract

Clie

nt

dri

ven

ch

an

ge)

• P

oss

ible

to

ach

ieve a

g

uara

nte

ed

maxim

um

pri

ce

(GM

P)

• Tri

ed

an

d t

est

ed

• O

rig

inal d

esi

gn

team

can

b

e n

ovate

d f

or

co

nti

nu

ity /

se

cu

rity

of

desi

gn

Co

ncer

ns /

Co

nsid

erat

ions

• C

lien

t ta

kes

pro

gra

mm

e

an

d c

ost

ris

k•

Lack o

f co

st c

ert

ain

ty

for

Clie

nt

• P

ote

nti

al ‘p

ost

bo

x’

scen

ari

o•

Req

uir

es

hig

her

deg

ree

of

Clie

nt

invo

lvem

en

t•

No

sin

gle

po

int

of

resp

on

sib

ility

• N

ot

as

mu

ch

su

pp

ly

ch

ain

in

terf

ace a

nd

tr

an

spare

ncy

Co

ncer

ns /

Co

nsid

erat

ions

• L

on

ger

pro

cu

rem

en

t an

d o

vera

ll d

evelo

pm

en

t p

rocess

(co

mp

are

d t

o

CM

/ M

C)

• H

igh

er

ten

deri

ng

co

sts

for

co

ntr

acto

rs

– can

in

flu

en

ce a

nd

lim

it t

he e

xte

nt

of

‘co

mp

eti

tiven

ess

’ of

bid

s•

D&

B C

on

tracto

r p

rices

desi

gn

ris

k•

Clie

nt

lose

s in

flu

en

ce o

ver

desi

gn

co

ntr

ol –

Em

plo

yer'

s R

eq

uir

em

en

ts

need

to

be p

recis

e, c

lear

an

d d

eta

iled

• Q

ualit

y o

f d

esi

gn

an

d e

nd

pro

du

ct

need

s to

be c

lose

ly m

on

ito

red

• N

ovati

on

arr

an

gem

en

ts c

an

cre

ate

a

co

nfl

ict

on

in

tere

st•

Po

st c

on

tract

ch

an

ges

can

be m

ore

exp

en

sive t

han

tra

dit

ion

al co

nta

cts

wit

h

bill

s o

f q

uan

titi

es

• M

ore

in

flexib

le r

ou

te t

o a

cco

mm

od

ate

ch

an

ge


PROCUREMENT OPTIONS


Clie

nt

Des

ign

Team

Mai

nC

ontra

ctor

Clie

nt R

ep

Sub

-co

ntra

ctor

s

Sup

plie

rs

Trad

itio

nal L

ump

Sum

Brie

fD

esig

nTe

nder

Con

stru

ct

Two

Sta

ge

(bas

ed o

n tr

adit

iona

l)

Clie

nt

Des

ign

Team

Mai

nC

ontra

ctor

Clie

nt R

ep

Trad

eco

ntra

ctor

s

Sup

plie

rs

Brie

fD

esig

n

Tend

er

Con

stru

ct

Clie

nt

Des

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UK CONSTRUCTION INFORMATION UK CONSTRUCTION INFORMATIONA

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PROCUREMENT OPTIONS


Our Responsible Management approach recognises the links between a customer’s built assets, their carbon emissions, and the impact on corporate responsibility. RLB offers customers a turnkey solution to the challenge of sustainable development.

Drawing on our strong background in surveying and cost management, we identify commercially effective improvements, which we can convert into deliverable solutions with triple bottom line benefits.

Through the commercialisation of sustainability we enable our customers to spend less whilst enhancing environmental performance.

This is achieved via a suite of services applicable to the whole estate life cycle.

Maintain & Operate

Dispose / Adapt

Maintain & Operate

Acquisition / Construction

Refurbish

EPC

BREEAM

BIM & Soft Landings

Total Cost Managem

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UK GOVERNMENT CONSTRUCTION TARGETS FOR 2025:• 33% lower costs• 50% faster delivery• 50% lower emissions

The drivers for improved corporate sustainability show little sign of diminishing. Research shows that regulation is the primary motivating factor and the market no longer sees sustainability as just a ‘nice to have’.

With the UK legally bound to reduce national Greenhouse Gas (GHG) emissions by 80% by 2050, a regulatory approach looks set to continue.

For the construction sector a target of reducing GHG emissions in the built environment by 50% by 2025 will prove challenging. However, for those who act, rising to the challenge will prove rewarding.

The main benefits from building green include:• Asset value: Increased marketability, easier to attract

tenants, command greater rental premiums (up to 17.3%) and higher sale prices

• Operating costs: Reduced costs (up to 30% lower) through reduced energy and water consumption as well as lower long-term operation and maintenance costs

• Workplace productivity and health: Research shows that green design attributes improve worker productivity and occupant health and well-being, leading to bottom line benefits

• Risk mitigation: Inefficient buildings are increasingly being legislated against through Building Regulations Part L and Minimum Energy Performance Standards.


SUSTAINABILITY: RESPONSIBLE MANAGEMENT

UK GOVERNMENT LEGAL POLICY:• 2014: Mandatory GHG Reporting• 2015: Mandatory Energy Audits for large

organisations (non-public)• CRC: increase to £16/tCO

2

• 2018: Minimum Energy Performance Standards


WHICH BUILDINGS NEED AN EPC?

An EPC is required for new builds or when a building is rented or sold. A building will need an EPC if it has a roof and walls and has heating, air conditioning or mechanical ventilation. The building can either be a whole building or part of a building that has been designed or altered to be used separately. If a building is made up of separate units with individual heating systems, each unit will need an EPC.

WHICH BUILDINGS DO NOT NEED AN EPC?

The following buildings do not need an EPC when they are built, rented or sold:• Places of worship • Temporary buildings• Stand-alone buildings with a floor area of less than

50 square metres• Industrial and agricultural buildings with low energy

requirements• Protected buildings, where compliance with energy

efficiency requirements would unacceptably alter their character or appearance

• Rented dwellings that continue to be occupied by the same tenant since before 1 October 2008

• Buildings that are suitable for demolition

COMMERCIAL BUILDINGS

EPCs have to be provided by owners of commercial buildings when their premises are sold or let. Prospective buyers or tenants must receive an EPC before they buy from a seller, let or sublet. Owners of newly built or refurbished business property must receive an EPC before they accept a property from a builder. EPCs are needed for buildings with multiple tenancies and let for different uses, e.g. with a mixture of retail, office and/or residential accommodation.

EPCs are not needed for:• Lease renewals or extensions • Compulsory purchase orders • Sales of shares in a company where buildings remain

in company ownership • Lease surrenders


EPCs are used to provide information on a buildings energy use and carbon dioxide (CO

2) emissions. They

also include a recommendation report giving advice on how to reduce the amount of energy used and lower the level of CO

2 emissions in a building.

EPCs carry ratings that compare the current energy efficiency and carbon dioxide emissions with potential figures that could be achieved. Potential figures are calculated by estimating what the energy efficiency and CO

2 emissions would be if energy saving measures

were put into place.

The rating measures the energy and CO2 efficiency of

a property using a sliding scale from ‘A’ (very efficient) to ‘G’ (least efficient). All properties of the same type are measured using the same calculation. This allows a comparison of the energy efficiency between different buildings.

EXAMPLE OF AN EPC

EPC - ENERGY PERFORMANCE CERTIFICATES



The requirement for Display Energy Certificates (DECs) came into effect on 1 October 2008 and affects large public buildings.

They show the energy consumption of a building, the Operational Rating, and its efficiency compared with other buildings, based on results from gas, electricity and other fuel meters. DECs are accompanied by an Advisory Report that lists cost effective measures to improve the energy rating of the building.

WHAT COUNTS AS A ‘LARGE PUBLIC BUILDING'?

A ‘large public building’ is a building which is occupied by a public body, frequently visited by the public, and has a total useful floor area in excess of 250m2. This threshold was reduced from 500m2 as of 9th July 2015.

EXAMPLE OF A DEC

DEC - DISPLAY ENERGY CERTIFICATES


RESIDENTIAL BUILDINGS

Developers must provide an EPC for any property they build. For developers selling houses off-plan a Predicted Energy Assessment (PEA) is usually required.

Private residential landlords are legally required to provide an EPC when renting out a home to new tenants. They are only required for self-contained properties. They are not necessary when a tenant rents a room and shares facilities.

Private landlords who pay income tax can offset up to £1,500 of spending for certain energy efficiency measures (per dwelling, not per building) under the Landlords Energy Saving Allowance (LESA). The measures are loft, cavity, floor or solid wall insulation, draught proofing and hot water system insulation.

WHO PRODUCES EPCS?

EPCs can only be produced by energy assessors who are members of a government-approved accredited scheme for that type of building, and who have the appropriate qualifications or experience. A domestic energy assessor is not qualified to conduct surveys relating to commercial property. This requires a Commercial Energy Assessor, classified as non-domestic energy assessors (NDEA).

HOW LONG IS AN EPC VALID FOR?

EPCs are valid for 10 years.


EPC - ENERGY PERFORMANCE CERTIFICATES


DEC THRESHOLD IMPLICATIONS

Gas and electricity consumption data for a 12 month period is required to produce a DEC and whilst supplier invoices can be used the potential inaccuracy from estimated reads can lead to inaccurate DEC ratings.

Further problems arise when quarterly invoices – typical for smaller sites – are supplied as the 12 month consumption period may fall between invoice cycles, meaning further estimation of consumption for the required 12 months.

The sub-metering, recording and verification of metered consumption is the only true method by which accurate consumption data for individual buildings of an auditable quality can be obtained to ensure the accuracy of a DEC.

PREMISES THAT DO NOT NEED A DEC• Premises of private organisations that share a

building with a public authority or institution that needs a DEC, irrespective of how much of the building they occupy

• Premises operated by businesses• Restricted access buildings - such as research labs

on campuses

HOW LONG IS AN DEC VALID FOR?

Where the building has a total useful floor area of more than 1,000m2, the DEC is valid for 12 months. The accompanying advisory report is valid for seven years.

Where the building has a total useful floor area of between 500m2 and 1000m2, the DEC and advisory report are valid for 10 years. They are needed whether or not the building has an Energy Performance Certificate (EPC), and in addition to air conditioning checks.


WHICH PREMISES NEED A DEC?

START

YES

YES YES

YES

NO

NO Are you an institution providing a public service to a large

number of people?(See box 2)

1. Public Authorities

Public authorities include:• Central and local

government• NHS trusts• Schools – maintained and

community• Police• Courts• Prisons• Ministry of Defence• Army• Executive agencies• Statutory regulatory

bodies

Consider for each of your buildings (a building also includes a part of a building designed or altered to be used separately)

Is the total useful floor area of the building more than 500 square metres?

Are you an institution providing a public service to a large number of people?(See box 2)

Consider for each of your buildings:Is this building frequently visited by members of the public?(See boxes 3 and 4)

You are affected(See box 5)

Are you a public authority?(See box 1)

2. Public service

An institution providing

a public service is one

providing a service

traditionally associated

with local – or national

government

3. Affected buildings

Examples of buildings which may be affected include:• Schools• Leisure centres (but

not private clubs)• Hospitals• Municipal golf

clubhouses• Public libraries • Museums and art

galleries provided by public authorities

4. Buildings unlikely to be affected

Examples include:• Missile base• Air base• Restricted research

establishment

5. What to do if you have an affected building:

1. You must place a Display Energy Certificate on display: – in a prominent place – clearly visible to members of the public in each building

2. You must be in possession of an advisory report on ways of improving energy performance

3. Both of these documents must be produced by an accredited energy assessor

Source: Department for Communities and Local Government22

NO

NO


You are unaffected in that building

You are unaffected

You are unaffected

DEC - DISPLAY ENERGY CERTIFICATES


ESOS - ENERGY SAVINGS OPPORTUNITY SCHEME


The deadline for ESOS compliance was 29th January 2016. If compliance was to be reached via ISO5001, this was to be by 30th June 2016.

The Environment Agency (EA) now believes that around 70% of businesses covered by the scheme are compliant, with almost 6,000 firms having complied by the deadline.

Possible sanctions for non-compliant companies include fines of up to £50,000 with an additional £500 for each working day they do not comply for a maximum of 80 days – however, the EA has said it would issue fines in only the most serious cases and would use enforcement notices to encourage firms to comply.

MEES - MINIMUM ENERGY EFFICIENCY STANDARD


LEGISLATION

From April 2018, commercial and domestic properties with an F or G EPC rating will not be able to be leased for new leases or re-leases. This will apply to all leases from 2023.

Under the Energy Act 2011, from April 2018, it will be unlawful to let properties that fail to achieve a prescribed minimum energy performance standard (MEPS) until qualifying improvements have been carried out. This minimum standard will be equivalent to an Energy Performance Certificate (EPC) rating of E.

IMPACT

As a result of MEES, owners of properties with EPC ratings of F or G will, in some circumstances, no longer be able to let these properties until their energy efficiency has been addressed. The valuation of these properties will also be affected, with associated implications for secured lending.

With nearly 75,000 commercial premises having EPC certificates rated F or G (~19% of certified units) and a further 65,000 with an E certificate, this policy has the potential to have a significant impact on levels of investment in the energy efficiency of existing buildings.

Office and retail look to be the most affected by the changes, due to the office sector having the highest proportion of F and G certified units, and retail having the highest total number of F and G certified units.

HOW RLB CAN HELP• Advise on implications of the legislation• Produce up to date Energy Performance Certificates• Discuss the upgrades available to your property• Find suitable contractors through tendering• Oversee the works carried out• Provide a new EPC after upgrades demonstrating

compliance



The Site Waste Management Plans Regulations placed obligations on the client and the Principal Contractor for any construction project with an estimated cost of more than £300,000.

However, following a comprehensive government review of the regulations, Site Waste Management Plans (SWMP) are no longer compulsory for construction projects in England (from 1 December 2013).

They may still be required for BREEAM assessments or by the local planning authority, and may be considered an environmentally responsible initiative by the main contractor or by the client.

Site waste management plans attract points when assessing projects to sustainable standards, such as Building Research Establishment Environmental Assessment Method (BREEAM), and are a requirement by government and major private clients in attaining their waste management goals.

“Construction” is deemed to be any building, civil engineering or engineering construction work, including renovation, demolition, installation, dismantling and maintenance.

SITE WASTE MANAGEMENT PLANS

The fit-out and refurbishment of a new or existing property represents a valuable opportunity for an asset owner to make significant environmental and cost savings. Many are using Ska rating as a basis for making changes quickly, cheaply and effectively.

The Ska rating system was developed by RICS to help landlords and tenants assess commercial fit-out projects against a set of sustainability focused criteria.

It involves measuring a number of impacts including; energy and CO

2 emissions, waste, water, materials,

pollution, wellbeing and transport.

It is seen as an alternative to other measures and tools, such as BREEAM, because it provides results which are more relevant, particularly when applied to existing buildings, and is quicker to carry out.

To secure a Ska ‘Gold’ Rating the building has to achieve a score of at least 75% across all identified Good Practice Measures within the system.

LEADING SKA DEVELOPMENT

During 2015, Rider Levett Bucknall worked with the RICS to develop the Ska HE tool as Lead Supporter and carried out a number of test projects on behalf of University of Liverpool and University of Manchester.

The Ska HE tool has been developed to address the needs of space specific to universities including laboratories, classrooms, auditoriums, IT cluster points and sport facilities.

By working with RICS and our clients we have been able to ensure that the new HE tool matches the needs of the sector. It helps to rank items in order of environmental significance and focus efforts in the areas that will make the best gains and improvements across measures including energy, water, waste, materials, transport, pollution and wellbeing.

Assessments are made at three stages; design, handover and occupancy. The latter involves reassessment one year on from handover and certification and is best practice as it allows checks to be made comparing proposed improvements against ‘in-use’ analysis.

SKA RATING



“Building Information Modelling is a digital representation of physical and functional characteristics of a facility creating a shared knowledge resource for information about it forming a reliable basis for decision making during its life cycle, from earliest conception to demolition” (NIBS)23.

In simple terms, it displays a visual representation of a building and its various elements to help with design decisions and develop understanding of a building, which benefits users throughout the lifetime of the asset.

BIM covers geometry, spatial relationships, light analysis, geographic information quantities and properties of building components.

BIMs are based on three dimensional objects rather than AutoCAD’s two dimensional lines. This produces a sophisticated construction model with intelligence. This allows clash detection, quantity extraction, specification, phasing and the ability to view the model from any angle.

It has been used in other industries, such as aerospace and car manufacturing, for over twenty years. The software has matured and the hardware is now affordable. The UK Government has also set a target for Level 2 BIM to be used on all public projects by 2016.

BUILDING INFORMATION MODELLING (BIM)


The aim of the SWMP is to improve resource efficiency, reduce fly tipping, help demonstrate compliance with existing waste legislation, and raise and maintain standards.

They also support the wider initiatives of Environmental Impact Assessment (EIA), Environmental Management Systems (EMS) and Corporate Responsibility (CR) as well as the Government Sustainable Construction Strategy.

HOW RLB CAN HELP

Rider Levett Bucknall’s SWMP advisers assist clients by offering the following services:• Agreeing the ethos and requirements for the

project with respect to sustainability and site waste management

• Advising Designers on what they can do to help with waste reduction and management

• Establishing with/from Designers, throughout design, decisions that can help reduce/manage waste

• Obtaining from Designers, throughout design, estimates of types and quantities of waste

• Compiling “pre-construction” Site Waste Management Plan information

• Advising on the competence of potential SWMP Principal Contractors and of Site Waste Management requirements at Principal Contractor selection


SITE WASTE MANAGEMENT PLANS


RLB offers direct take off from BIM models, for production of Bills of Quantities or Cost Plans and models.


BUILDING INFORMATION MODELLING (BIM)


WHAT ARE THE BENEFITS?

BIM is a collaborative tool. All the information is stored within one file. The design team use the same data which therefore reduces the risk of uncoordinated design.

Clash detection ensures that mechanical duct work fits under structural slabs and above architectural ceilings. The contractor can add phasing and temporary works to the design. The supply chain can contribute fully detailed sub-assemblies.

The major benefit of BIM is that the client / end user has a comprehensive model of the completed facility. This allows furniture and fitting layouts to be adapted.

Facilities managers can walk through the model and click on an object and all associated information is displayed. This could include call out numbers, web addresses, spare parts references, health and safety information or replacement cycles.

RLB AND BIMRLB has invested in BIM development including:• The purchase of Autodesk “Revit” licences• All UK Technical Staff have mobile workstations

capable of working with BIM models• Software for Quantities take off from BIM models• Training• RLB is part of the RICS BIM working group

REVIT Structure

REVIT Architecture

Coordination

Main Contractor

Client FM

Specialist sub contractor

REVIT MEP



KING’S COLLEGE, LONDONCHAMPION HILL RESIDENCES REDEVELOPMENT

Read more online www.rlb.com

The £40m project consisted of the redevelopment of the Champion Hill site in south London to provide 720 new student residences for King’s College, London, including social and support accommodation on an existing site. The project involved the demolition of a number of blocks to enable the construction of the new facilities. It also included the refurbishment of a Grade 2 Listed 19th Century Manor House to provide student hub and social facilities. The development is set into landscaped grounds and achieved BREEAM Outstanding. The project also delivered to the college a Level 2 integrated BIM model.

RLB delivered 6 key improvements:• Fully compliant Level 2 BIM model at handover (PAS

1192:Part 2) as a 3D Design model and a separate Data model.

• Soft landings strategy including the Commissioning, Handover and Training of the systems by using the BIM Data model as the validation mechanism.

• A fully populated CAFM model with all asset data and PPM schedules which are linked to the electronic O&M manual. The COBie format will be used as one of the data transfer medium between the BIM model and CAFM system.

• An extended Defects Liability Period and Maintenance support for 2 years post PC.

• BMS system providing reports on energy usage versus design usage to ensure optimum performance.

• BREEAM outstanding Campus, with EPC/DEC achieving an A Rating.

GOVERNMENT SOFT LANDINGS (GSL)


Rider Levett Bucknall is delivering numerous projects utilising Government Soft Landings.

GSL’s aim is “to champion better outcomes for our built assets during the design and construction stages through GSL powered by a Building Information Model (BIM) to ensure that value is achieved in the operational life cycle of an asset” (BIM Task Group)24.

The key is that by understanding client needs at the commencement of a project, better outcomes are achieved for the eventual user of the building.

A GSL approach saves time and money, delivers higher quality building operations and ensures that whole life costs have been considered from the onset of the design process.

RLB’s experience in GSL includes:• Guidance on GSL processes and systems• Strategic consultancy advice on operational

outcomes• Project Management and delivery• Collaborative approach to stakeholder management• Strong low carbon and sustainability capability

Rider Levett Bucknall delivered GSL and BIM modelling on Champion Hill for King’s College, London. The project is explained further in the case study opposite.

CHAMPION HILL RESIDENCES REDEVELOPMENT

http://www.rlb.com


BENEFITS• Carbon neutral• Renewable Heat Initiative grants and/or capital

allowances (although due to be suspended in Northern Ireland in 2016)

• A renewable fuel• Low capital cost per kW when compared to other

renewable alternatives• Mature and tested technology• Range of boiler suppliers from single boiler to a

power station• Can be coupled with suitable plant to produce

chilled water• Can be coupled with suitable plant to be a

Combined Heat and Power (CHP) System

LIMITATIONS• Capital cost higher than for conventional gas

boilers• Higher maintenance cost than equivalent gas

boilers• Footprint of boilers is larger than gas and the

addition of fuel storage could reduce lettable areas

• A secure source of fuel is required• Planning issues could be a problem due to the

clean air act • Ash needs to be disposed of • Biomass systems are more management intensive

and require expertise in facilities management


CONVENTIONAL CENTRAL GENERATIONAverage efficiency 30%

67% waste heat

100% fuel

Power plant

3% line losses

30% delivered electricity

There are a great number of sustainable technologies that can be optionally applied to buildings. They can be added for any combination of the following:• Reduction of carbon emissions• Reduction of power consumption• Reduction of running costs• Self-sufficiency (power or water)• As a substitute for mains supply• Improving internal environment

BIOMASS BOILERS

Most UK biomass (timber fuel) is produced as a by-product of timber manufacturing and is consumed as woodchip. High efficiency combustion based on wood pellets can reach generation efficiencies of up to 92%, but volumes of biomass required can be large.

A conventionally insulated house required more than 10m3 of biomass a year – with significant implications for transport and storage. As a result the technology is better suited to highly-insulated homes with lower heating requirements. As a fuel, biomass is virtually carbon neutral: net emissions only relate to transport and pellet production. Consequently, the availability of local supplies is an important factor in minimising carbon impacts.

HOW DOES IT WORK?• Biomass fuels can be waste, residue or energy crops

grown specifically for use as wood, or oil fuel• The fuel is transported to the site and stored in a

suitable area• Fuel is delivered by conveyor or pumping systems to

the boiler• Fuel is burned to produce hot water in the same way

as coal or oil fired boilers• The fuel is considered carbon neutral since the CO

2

emissions during combustion are considered to have been captured during the growing cycle


SUSTAINABLE CONSTRUCTION TECHNOLOGIES


• Heat can also be used to provide cooling via absorption chillers. CHP is applicable on a variety of scales, from city-wide development down to individual buildings. Steady heat and power loads will improve the economics of CHP and so systems should be designed to allow a suitably sized engine to run at or near maximum capacity for as much of the day as possible.

• Micro-CHP refers to small scale CHP, which is most commonly used for individual buildings. Units are becoming smaller and quieter and can be used in place of traditional boilers within homes.

BENEFITS• Reduction of CO

2 emissions

• Energy cost savings• Good quality CHP qualifies for climate levy

exemption• Contribution toward compliance with building

and renewable energy regulations and can be powered using biofuels

• Generating at point of use negates transmission losses

• Reduced dependency on electricity supplier• An alternative to purchasing a new or additional

boiler

LIMITATIONS• Capital cost, plant and construction if not funded

by an ESCo• Maintenance costs are likely to be higher than

conventional plant• There may be environmental issues due to plant

noise and flue gases• Requires predictable and relatively constant loads

for optimum performance• Requires full use of generated heat for optimum

efficiency• Loss of net lettable area• Provision for flues


COMBINED HEAT AND POWER

Combined Heat and Power (CHP) is a heating boiler and electricity generator combined. The heat produced generating power is used to heat the building rather than exhausted in cooling towers. The 2015 Digest of UK Energy Statistics published by the Department of Energy and Climate Change records “good quality” CHP capacity in the UK at 6,118 MWe which corresponds to 6.4% of all electricity produced in the UK.


The fuel used by CHP is also making a move towards renewable sources rather than the more common natural gas.

HOW DOES IT WORK?

CHP is the production of electricity and useful heat from a single plant close to the point of use. Conventional electricity generation from large scale power stations is very inefficient as only a small part of the input energy is converted to electricity (on average 33.5%), with the remainder lost via cooling towers or transmission lines.

Gas CHP’s typically convert the input energy to 50% thermal and 40% electrical with 10% losses.

A typical CHP system conventionally comprises:• A diesel or gas turbine engine• A generator (alternator)• Heat recovery jackets on the engine carcass and

exhaust system• Metering, control and distribution systems for the

generated heat and electrical power


COMBINED HEAT AND POWER (COGENERATION)Average efficiency 73%

100% fuel

27% waste heat

40% thermal energy

33% delivered

Heat recovery boiler


Extracted water is normally passed through heat exchangers and used for heating, cooling or a combination of both. Extracted water could be used on site, re-injected through a borehole or discharged to a water source such as a river.

Closed Loop Vertical/ Horizontal/ Piles: The installation consists of one or more holes bored into the ground, down which the pipework loops are fed and grouted in place.

It is closed loop so no water is extracted from the ground; in effect the pipework acts as a simple heat exchanger with the soil, rejecting or collecting heat depending on the time of year and internal conditions.

BENEFITS• A source of renewable energy• Constant temperature water source• Low operating costs (pump energy)• No contamination from ground or ground water

(closed loop)• Combined with heat pump can provide heating

and cooling• A low cost supply of water (open loop)• Loops can be installed within building piles saving

drilling costs

LIMITATIONS• Initial bore costs will vary dependent on the

geological structure• A licence to extract water is required from the

relevant statutory body (Environment Agency). This can be time consuming (open loop)

• Site access (possibly crane) is required to remove pump for maintenance

• Back up chillers / boilers may still be required• Provision for flues

UK CONSTRUCTION INFORMATIONUK CONSTRUCTION INFORMATION

GROUND SOURCE HEAT PUMPS

This is a system of drawing heat from the ground using either a vertical borehole or a series of coiled pipes laid a few meters below the surface.

The sun heats the ground below the surface, protected from extremes of heating and cooling by the mass of earth above, so the temperature remains at around 10-12°C. This heats the water and antifreeze mixture in the coil and is transferred to the heating system by a heat exchanger.

In a good system, every unit of electrical energy input will yield three or more units of heat energy. To be efficient a heat pump must have a ‘coefficient of performance’ of about three (COP 3). A poor COP rating may mean the system is not as green as a gas boiler as it would give off more CO

2.

Heat pumps can also be used above ground with air and under water in ponds and lakes, and in some instances can be reversed to provide cooling.

HOW DOES IT WORK?

There are two types of ground source heat pumps:

Open Loop: The installation consists of one or more holes bored into the ground, with a pump lowered into the hole to extract ground water that will be more or less at a constant temperature all year.



BENEFITS• Up to 30% reduction in water consumption

(reduces water bills without changing the user’s behaviour)

• Grey water recycling systems can be used for saving water in homes as well as workplaces

• Wide range of water filtration techniques available

LIMITATIONS• Requires water filtration and treatment before

use• Installation and maintenance costs may not justify

savings• Pumps, filters and sensors require regular

maintenance to prevent health risks• CO

2 saving low

• Grey water must not be stored for more than 24 hours untreated and no more than three days after treatment

• More suited to new installations than retrofit• Providing sufficient grey water storage capacity

HOW DOES IT WORK?• Reuses waste water (bathing, hand washing and

laundry) for toilet flushing, irrigation and non-potable uses.

• Grey water can be direct-fed from a packaged filtration and storage unit and pumped to the water outlets. Alternatively indirect fed, where the grey water is supplied from a packaged filtration and storage unit and pumped to high level storage tank to gravity feed the outlets.

• There are several methods of treating the recovered water for non-potable use which include; sand filters, membrane filters and biological treatment. Passive biological treatment in the form of reed beds can also be used.


GREEN ROOFS

The term ‘Green roof’ is used to describe roofs that are planted with living plants or vegetation. The two types predominantly used in the UK are:• Intensive green

roof - requires labour intensive maintenance, often with irrigated low growing vegetation e.g. a mown lawn.

• Extensive green roof - consists of low maintenance, low growing vegetation (sometimes called a bio diverse roof) e.g. Sedum.


BENEFITS• Biodiversity credit• Aesthetic• Cools in summer via evaporation

LIMITATIONS• Extra load on roof

GREY WATER

The term grey water refers to re-used waste water from domestic activities such as dishwashing, bathing and laundry, and it accounts for up to 80% of domestic water usage. The reused water is ideal for landscaping.

Water demand in buildings can be reduced by substituting mains water for rainwater or grey water in certain applications, such as toilet flushing. If the building mains water supply is metered this may produce cost savings for the building’s owner or operator.



PHOTOVOLTAIC

Photovoltaic (PV) cells are an established technology and have been in production for 40 years. Monocrystalline panels generally have 20% efficiency but newer technologies are approaching 40%.

It is not currently cost effective without Feed In Tariff (FIT) which reduces the payback period. Another major problem is that power generation is not synchronised with peak demand which necessitates selling back to the grid. Although PVs do not face the economy of scale issues of wind, there is a constraint on PV output related to available roof area with a suitable aspect and pitch. Even for the most efficient monocrystalline panels, 8m2 of PVs are required to generate 1kWp – an output that will typically contribute about a fifth of annual household electricity consumption.

HOW DOES IT WORK?• Photovoltaic materials, commonly known as solar

cells, generate direct current electrical energy when exposed to light. Solar cells are constructed from certain semi-conducting materials that absorb solar radiation; electrons are displaced within the material, thus starting a flow of current through an external connected circuit, converting solar energy into electrical power.

• Cells are grouped together to form ‘PV modules’ that may in turn be arranged in ‘solar arrays’ which are referred to as solar panels.

• The best way to utilise PV cells is to use them as a direct replacement for an element of the building. For example PV cells could be used as roofing or shading elements on south facing roofs, as facade panels on the south face or as an architectural feature integrated within the glazing.


RAINWATER HARVESTING

There are two uses of harvested rainwater; potable and non-potable. Non-potable supplies can be as simple as drain pipes into a water butt. Systems can provide toilet flushing and irrigation; washing machines can be supplied but may lead to problems involving odour and discolouration.

HOW DOES IT WORK?

Rainwater is collected and can be used for several applications such as toilet flushing, irrigation, washing machines and car washing.

There are indirect pumped systems which collect rainwater in a tank and then pump it to a high level header tank which provides a head of water to gravity feed the outlets. Direct pumped systems feed the outlets without the need for a header tank.

BENEFITS• The use of rainwater for toilet flushing and other

non-potable uses reduces the consumption of treated mains water

• Saves water supply costs• Can help to reduce surface water run-off and risk

of flooding

LIMITATIONS• Requires water filtration and treatment• Roof materials may affect the quality of harvested

water• Cleaning should be regular and debris removed to

prevent water contamination• Installation and maintenance costs may not justify

savings• Pumps, filters and sensors require regular

management and maintenance• Providing sufficient water storage capacity may

present a problem• CO

2 saving low



BENEFITS• Preventing water pollution• Slowing down surface water run-off and reducing

the risk of flooding• Increases water table• Providing habitats for wildlife and green space in

urban areas

LIMITATIONS• Extra cost

SUSTAINABLE DRAINAGE

Sustainable (Urban) Drainage Systems (SuDS) delay rainwater going directly to the drainage system, acting as a buffer to prevent flooding.

They are designed to replicate the natural drainage patterns of the site and include; pervious surfaces, filter drains, filter strips, swales, basins, ponds and wetlands, soakways, infiltration trenches, pipes and accessories, rainwater re-use and green roofs.

They are fast becoming a popular option for surface water handling, supported by planning guidance, building regulations and organisations such as the Environment Agency and the Scottish Environment Protection Agency.


BENEFITS• A source of renewable energy which can be grid

connected• Feed In Tariffs replaced government grants in

2010 and have since been notably reduced. Rates vary depending on the date of installation so check the Energy Saving Trust website (www.energysavingtrust.org.uk) for the latest details or contact our team at RLB to find out more

• The system produces no noise or harmful emissions

• No moving parts, leaving minimal operational or maintenance costs

• Does not require direct sunlight, but care must be taken to avoid overshadowing

LIMITATIONS• Initial costs are high but may be partly offset if

integrated with building fabric• Planning issues could be a problem• May have implications for load capacity of roof or

building structure• May have implications for availability of plant

space on roof• PV panels may require regular cleaning




• With direct systems, water is heated as it is passed directly through the collector, and flows to the dwelling where it can be used for bathing, washing etc. Direct systems can have higher efficiencies than indirect systems but will have higher running costs as the potential for scaling and corrosion of the internal surfaces can lead to increased servicing and maintenance.

• A basic solar thermal collector comprises a translucent cover, an absorption plate, and the heat transfer system. There are two main types of collector, known as flat plate and evacuated tube. Flat plate consists of an insulated metal box with a glass or plastic cover and a dark or black coloured absorber plate. Evacuated tube collectors consist of rows of parallel transparent glass tubes, each containing an absorber tube covered with a selective coating.

BENEFITS• The system produces no noise or harmful

emissions• Minimal operational or maintenance costs• Does not require direct sunlight, but care must be

taken to avoid overshadowing• Grants available

LIMITATIONS• Planning issues could be a problem• May have implications for load capacity of roof or


space on roof


SOLAR THERMAL

Solar Thermal collectors are used to generate higher levels of heat from solar energy than can be achieved by passive measures. The main objective is to heat domestic hot water, although heating systems can also be supplemented. A typical domestic solar hot water system of 1,000 to 2,000kWh can provide about 70% of annual hot water needs, saving about 0.2 to 0.4 tonnes of carbon per annum.

Systems based on the circulation of liquids and air are both available, with the most efficient and expensive based on an evacuated tube system similar to vacuum flask technology.

HOW DOES IT WORK?• In a typical system, a heat transfer medium

(generally a water/ antifreeze mixture) travels through a series of heat conducting tubes known as a heat collector. During its circulation through the tubes, the fluid picks up heat which is transferred to the domestic hot water supply.

• Commercially available systems are either indirect (closed loop) or direct (open loop). With the more common indirect system, circulating fluid flows through the collector and transfers the heat to a hot water tank.




• Turbines can range from small domestic turbines producing a single KW of energy to large offshore turbines with a capacity of 5MW and a diameter of 100m.

• While horizontal axis wind turbines (HAWTs or ‘propeller type’) are the most common, there is growing interest in vertical axis wind turbines (VAWTs) particularly in urban locations where they are thought to be able to cope with more turbulent winds.

• Turbines can be free standing, mounted on a tower, mounted on a building structure or, in the case of new buildings, integrated within the buildings structure.

• Wind velocities are the key factor in the location of wind turbines. Care must be taken with site selection, particularly for large turbines. A feasibility study should take into account wind speed and turbulence and constraints such as radar stations, airports, landscape designations and proximity to special wildlife areas or bird migration corridors.

BENEFITS• A source of renewable energy• Feed In Tariffs available• The system produces no harmful emissions• Highly visible demonstration of renewable energy

LIMITATIONS• Planning issues could be a problem• May have implications for load capacity of roof or


space on roof• Substantial foundations required• Electricity generation dependant on wind speeds• Noise is an issue if sited on or close to the

buildings


WIND TURBINES

The UK is the windiest country in Europe with an average wind speed of 6m/s. Most housing however is in sheltered areas, so average wind speed will be about 3 or 4m/s. It is recommended that an average wind speed of 5m/s is needed for a turbine to be viable.

Even though turbines are multi-directional, wind in towns is often affected by turbulence, the wind in one direction may fall below 3m/s leaving the head turning aimlessly trying to find wind, leading to a decreasing life expectancy of the turbine.

Wind increases with height, making a rooftop the ideal place for a turbine; however this may lead to added structural costs.

A wind turbine will generate noise typically two or three decibels above the background noise, so proximity to living spaces should be avoided. A turbine moving in fast winds is likely to cause resonance through the building.

HOW DOES IT WORK?• Wind turbines convert the power in the wind into

electrical energy using rotating wing-like blades which drive a generator. This can be connected to the national grid to export electricity, used directly for electricity or used to charge batteries for on-site use.




BENEFITS• Fuel cells have very few moving parts and

consequently require minimal maintenance• Offer high reliability in a continuous power supply• Their efficiency does not vary with their size• Very quiet mode of operation• Negligible emission of pollutants: in an ideal case,

just water vapour• They can produce electricity at efficiencies above

standard internal combustion engines combined with generators or steam cycles

• They can be grid connected or stand alone• Fuel cells can be used for co-generation hence

increasing overall efficiency up to 85% in all sites identified as suitable for CHP

• Depending on the type, the rejected heat can be utilised for either low or high grade heat

LIMITATIONS• Very high cost• Performance and reliability over their lifetime still

remains to be confirmed• Many types of fuel cell power plants must have

their stack and fuel processor units replaced every five to 10 years

• Infrastructure: the primary energy source is hydrogen and currently there is no infrastructure provision; hence the use of bottle stores or reforming of natural gas

• Some fuel cells provide heat to power ratio of less than unity, thus not matching traditional applications where heat demand is higher than that of electricity

• Some types of fuel cells produce low grade heat unsuitable in most cases for industrial purposes


• A fuel cell is similar to a battery except that fuel (most commonly hydrogen) is constantly fed into it to generate electricity and heat by an electrochemical process. Pure water is produced as the output emission.

• Fuel cells have two electrodes; an anode on the negative side and a cathode on the positive side. These are separated by a solid or liquid electrolyte.

• Hydrogen is supplied to the anode while oxygen is supplied to the cathode thus creating the chemical reaction.

• Hydrogen can be supplied through bottle stores or reformed from natural gas.

• In a building context a fuel cell can be used as a CHP unit generating electricity and heat for building services.

• Potentially applicable for transport, stationary (residential/commercial buildings) and portable appliances.


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PAVEGEN

Pavegen is a paving slab which generates electricity from the kinetic energy of people walking across it. It can be fitted in either indoor or outdoor spaces as it is waterproof, made from 100% recycled rubber with a slab base constructed from 80% recycled materials. Each footstep depresses the rubber surface by about 5mm.

An integrated mechanism then converts this into electricity to be stored, used immediately or, in the case of larger installations, transmitted to the National Grid. One footstep is able to power a small light fitting for 20-30 seconds. It is claimed that ten slabs around a streetlight would power it all night long from the energy generated during the day.

BENEFITS• A source of renewable energy• Slabs can be easily retrofitted or used as part of

a new build• Depending on the application, a buyback period

of one year or less is suggested• Can be employed as grid connected or stand

alone

LIMITATIONS• Cost and level of maintenance required is unclear• Unverified level of performance over time• It is suggested that the total energy Pavegen will

produce in its lifetime is not able to cover the carbon footprint resulted from the manufacturing and shipping of the product




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• Excavation within three or six metres of a neighbouring building(s) or structure(s), depending on the depth of the hole or proposed foundations

WHAT ARE MY RIGHTS UNDER THE ACT IF I WANT TO DO WORK ON AN EXISTING PARTY WALL?

The Act provides a Building Owner, who wishes to carry out various sorts of work to an existing party wall, with additional rights going beyond ordinary common law rights. Section 2 of the Act lists what work can be done.

The most commonly used rights are:• To cut into a wall to take the bearing of a beam (for

example for a loft conversion), or to insert a damp proof course all the way through the wall.

• To raise the height of the wall and/or increase the thickness of the party wall and, if necessary, cut off any projections which prevent you from doing so.

• To demolish and rebuild the party wall.• To underpin the whole thickness of a party wall.• To protect two adjoining walls by putting a flashing

from the higher over the lower, even where this requires cutting into an Adjoining Owner’s independent building.

WHAT ARE MY DUTIES UNDER THE ACT?

If you intend to carry out any of the works mentioned in paragraph 4, you must inform all Adjoining Owners. You must not even cut into your own side of the wall without telling the Adjoining Owners of your intentions.

The Act contains no enforcement procedures for failure to serve a notice. However, if you start work without having first given notice in the proper way, Adjoining Owners may seek to stop your work through a court injunction or seek other legal redress.

An Adjoining Owner cannot stop someone from exercising the rights given to them by the Act, but may be able to influence how and at what times the work is done.

The Act also says that a Building Owner must not cause unnecessary inconvenience. This is taken to mean inconvenience over and above that which will inevitably occur when such works are properly undertaken.


The Act came into force on 1 July 1997 and applies throughout England and Wales.

It provides a framework for preventing and resolving disputes in relation to party walls, boundary walls and excavations near neighbouring buildings.

It is based on some tried and tested provisions of the London Building Acts, which applied in inner London for many decades before the Act came into force.

Anyone intending to carry out work (anywhere in England and Wales) of the kinds described in the Act must give Adjoining Owners notice of their intentions.

Where the intended work is to an existing party wall (section 2 of the Act) a notice must be given even where the work will not extend beyond the centre line of a party wall.

It is often helpful in understanding the principles of the Act if owners consider themselves joint owners of the whole of a party wall rather than the sole owner of half or part of it.

Adjoining Owners can agree with the Building Owner’s proposals or reach agreement with the Building Owner on changes in the way the works are to be carried out, and in their timing. Where there is no written consent or agreement, the Act provides for the resolution of ‘disputes’.

WHAT DOES THE ACT COVER?

Various work that is going to be carried out directly to:• An existing party wall

or structure • New building at or

astride the boundary line between properties

Boundary Line

Boundary Line


THE PARTY WALL ACT 1996


SOCIAL VALUE


Austerity, best practice, new approaches to service delivery and the passage in to law of the Public Services (Social Value) Act 2012 (the Act) have pushed the concept of 'social value' to the top of policy agenda.

Public bodies are required to use procurement to secure wider social, environmental or economic benefits for the communities they serve. Social value is now an indicator of an organisation’s suitability to be selected as a service provider.

RLB understands and supports the principles of the Act. We have a successful track record in developing, implementing and monitoring initiatives designed to enable economic, environmental and social improvements for the communities we serve.

In 2016 we have, in partnership with Birmingham City University, launched the David Bucknall Scholarship in honour of our former Chairman. The Scholarship is aimed at helping students from disadvantaged backgrounds develop a career in construction and property, and is being offered to young people who have already applied for courses at the University.

To find out more go to:bcu.ac.uk/davidbucknall


MODERN SLAVERY ACT

The Modern Slavery Act 2015 (the Act), which was passed into law on 26 March 2015, introduces measures to combat slavery and trafficking. It also specifically addresses the role of businesses in eliminating modern slavery.

Section 54 of the Act places a specific obligation on businesses to report annually on the steps taken during the financial year to ensure that slavery and human trafficking is not occurring in their organisation or supply chain, and to publish an anti-slavery statement. This focus on increasing transparency and supply chain accountability means that every organisation carrying on a business in the UK with a total annual turnover of £36m or more is required to produce a slavery and human trafficking statement for each financial year.

Rider Levett Bucknall is committed to full compliance with the requirements of the Modern Slavery Act 2015 and the prevention of acts of modern slavery and human trafficking from occurring within both our business and supply chain. As part of our commitment to combating modern slavery, we have implemented policies and promote ethical business practices. We ensure that all our suppliers adhere to our policies. We enforce a strict code of conduct upon our suppliers and do not tolerate slavery and human trafficking within our supply chains; forbidding the use of slave, forced, or involuntary labour of any kind, including unlawful child labour or human trafficking. Where we find evidence of a failure to comply with this we will immediately seek to terminate our relationship with the relevant supplier.

http://bcu.ac.uk/davidbucknall


• Location: Minimising employee commuting time / closer proximity to: communal public spaces, transport hubs, general amenities

• Architectural Design: Maximising floor to ceiling heights / double height spaces / maximising natural light / more effective space to encourage collaborative and communal work, break areas / cycle to work, gym facilities / reduction in office noise (distractions) / improvements in general layout and ‘feel’ for spaces / increase in biophilic inclusion to design / designing flexibility for change in business needs

• Services design: Maximising (passive) fresh air supply / comfort control to individual(s) needs and working remotely throughout the office space .

In terms of future trends, office space technology in design is advancing as the frontrunner with the emergence of intuitive and sensor reactive workplace environments automated to help improve employee productivity.

Long term (20-30 years) we feel there may be an increase in the trend for office tenants developing multi-purpose office space including amenity, childcare and even co-existing living space to minimise commuting distances and maximise family and relaxation time (key to productivity).


WELLBEING

Business case/viability for commercial space is often based on cost per square foot. But, with staff costs contributing a significant proportion of the overhead, the importance of ensuring that space is of sufficient quality and meets ‘softer’ criteria aligned with health and wellbeing is becoming more important in the search for office space.

Research has identified a number of factors which impact on employee morale, health and overall happiness, on which the working space and environment has a large influence. With the appropriate inputs and changes to the design and physical working environment there is overwhelming evidence suggesting that this can boost productivity, maintain staff retention and lower absenteeism.

The assessment of Wellbeing has in the past been loosely associated and linked to the likes of BREEAM and SKA ratings, which do not necessarily identify or score key occupier health and happiness criteria specific to Wellbeing. RLB has seen a rise in both commercial new build and refurbishment schemes using various wellbeing standards including Delos and The Wellbeing Charter most significantly within the last 2 to 3 years. Whilst all methods of assessing Wellbeing differ in their approach, we have identified some of the clear and current trends from 2015 moving into 2016:


LAND REMEDIATION/DERELICT LAND TAX CREDIT

If a UK company makes a loss for an accounting period in which they incur expenditure on remediating contaminated or derelict land, they may elect to receive a payable credit from HMRC.

The amount of tax credit which can be claimed is 16% of the qualifying LRR for the accounting period the claim relates to. For both investors and developers, the cash return is equivalent to 24% of the expenditure incurred (16% x 150%).

COMPLETED DEVELOPMENTS

Retrospective claims are available on expenditure incurred within two years from the year end within which the expenditure was incurred. For example, if a client’s year end is 31 March 2016 any expenditure incurred after 1 April 2014 can qualify for tax relief, so immediate tax savings can still be realised.

PLANNED DEVELOPMENTS

If this tax relief is factored into the appraisal, project viability can be improved. Below are a few examples of the types of works where we have successfully claimed land remediation relief:• Remediation of contaminated sites• Asbestos management; whether it be extraction

or containment works qualify for land remediation relief, including all associated works (e.g. prelims, professional fees, prolongation etc.).

• Gassing measures; membranes, suspended slabs• Concrete; sulphate resistant• Japanese Knotweed• Fees; direct remediation and various design team

fees• Prolongation; unforeseen remediation works

The 2009 budget included amendments to the current legislation which came into effect on 1 April 2009. This tightened the qualifying criteria for LRR and removed some items from eligibility.


LAND REMEDIATION RELIEF



Land remediation relief was introduced with the aim to encourage the development of brownfield sites and clean up environmental contamination in, on or over the land.

DERELICT LAND RELIEF

Derelict land relief was introduced by the Finance Act 2009 to encourage abandoned sites to be brought back into productive use. In order to qualify, a site must be listed on the English National Land Use Database as being derelict since 1998 or have been derelict for 10 years. For qualifying sites, generous relief is available on demolishing and preparing the site for redevelopment.

TAX SAVINGS

Relief is given at 150% for qualifying expenditure, which is available to UK companies only. Where clients hold property as an asset, such as a retail portfolio, the full 150% must be claimed in the year in which the expenditure was incurred. In cash terms this equates to a 30% saving (assuming 20% corporation tax) on all expenditure claimed on land remediation relief.

Where clients trade property (e.g. developers), a 50% benefit is realised as all construction expenditure (100%) is fully written off in any event to the profit and loss account, therefore enabling the extra over 50% to be claimed. The extra over 50% relief is only available to claim on disposal of the property. In cash terms this equates to a 10% saving (assuming 20% corporation tax) on all expenditure claimed on land remediation relief.

The only restrictions are that a company is not entitled to claim:• If the land is in a contaminated state due to the

claimant company• Relief cannot be claimed against subsidised

expenditure such as grant funding or• If the acquisition cost of the land was specifically

discounted in order to account for the cost of remediation works and stated as such in the purchase agreement.


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PROFESSIONAL SERVICES


RLB is a leading independent firm providing some of the most comprehensive and forward thinking construction and property advice available. We do this through our global team of experts, who possess a passion for both core services and innovation. We are committed to developing new services and techniques aimed at enhancing your business in the long term.

You will benefit at every stage of the construction cycle to successful project delivery.

With over 3,600 staff in more than 120 offices across Asia, Oceania, Europe, Middle East and the Americas, we work hard to ensure that you receive a tailored service. We work closely with all our clients to provide the best solutions on a local, regional or international platform.

We offer the following services: • Quantity Surveying• Project Management • Building Surveying • Health & Safety (CDM)


OVERVIEW OF SERVICES

Our approach to Quantity Surveying is one which focuses on the business needs of the customer and delivers a cost management service which enables them to make informed decisions in relation to their property assets.

Our range of services is enhanced by our sector expertise and appropriate, experienced staff that will provide positive advice at the various stages of the project cycle.

FEASIBILITY STUDIES

Our internal benchmark information enables us to provide a speedy response at early stages of a project to assess if the project requirements can be achieved and to offer alternative solutions if appropriate.

COST MODELLING

This can be used as a dynamic tool to review alternative design options and explore ‘what if’ scenarios to identify the most cost effective options within the parameters of the brief.

COST PLANNING

Our cost plan will be an elemental budget, which will form the key cost management control document and will be prepared in conjunction with the whole project team to ensure ownership of the budget. All future changes will be managed against the signed off cost plan.

VALUE ENGINEERING

We will work with the project team, and where required, facilitate workshops in order to undertake a structured review at key project stages to ascertain that the project is meeting the functional requirements of the brief.

RISK ANALYSIS AND RISK MANAGEMENT

We will advise the project team on strategies for identifying and minimising specific risks together with appropriate levels of cost and a methodology for managing risks within the identified levels.


QUANTITY SURVEYING


SPECIALIST MECHANICAL AND ELECTRICAL COST ADVICE

Our specialist surveyors are able to add value by providing cost advice in relation to services and, where appropriate, are able to challenge design.

PROCUREMENT ADVICE

We can undertake a review of the customer's principle objectives in relation to cost certainty, quality of design, workmanship and programme. We can then provide recommendations relating to the optimum procurement method to best achieve these objectives.

CONTRACTOR/SUPPLIER EVALUATION

Evaluating the most suitable contractors/suppliers for a project based upon scope, content, complexity, procurement and the need for specialist knowledge and innovative thinking.

TENDER AND CONTRACT PREPARATION AND EVALUATION

Preparation of tender and contract documents which provide details of the project requirements and clearly identify responsibility for risks.

PRE AND POST CONTRACT COST CONTROL

A key element of our role is to manage the costs within the signed off budget through: • Proactive cost checking of design development • Value engineering • Alternative cost studies • Post contract cost control including change order

process


RLB's construction project management team expertly steers developments from concept to completion, based on a thorough knowledge of project governance, project planning and scheduling, contract administration, financial and risk management and cross-disciplinary communication.

The firm’s construction project managers balance the need to achieve project benefits within budget constraints and attain desired quality, using a comprehensive approach that utilises advanced technology and clear reporting procedures, such as Building Information Modeling (BIM) and Government Soft Landings approach.

Rider Levett Bucknall delivers projects on time and on budget without compromising quality, through its skilled coordination of these services;• Consultant selection• Strategic briefing• Development management• Design management• Business cases• Commissioning management• Move management• Project control• Programme management• Management consultancy• Procurement advice• Change management• Contract selection• Risk management• Due diligence• Project monitoring


PROJECT MANAGEMENTQUANTITY SURVEYING


• organising documents for tender and advising on appointing contractors, designers and procurement routes

• ensuring projects are completed on budget and to schedule

• fund and development monitoring including independent certifier roles

• quality monitoring, technical due diligence and compliance inspections

• advising on the management and supervision of maintenance of buildings

• dealing with planning applications and advising on property legislation and building regulations

• assessing and designing buildings and adaptations to meet the needs of people with disabilities

• negotiating dilapidations (when there is a legal liability for a property’s state of disrepair)

• advising on the compliance and health and safety aspects of a building

• advising on boundary and rights of light disputes and party wall procedures

• preparing insurance assessments, valuations and claims

• pre-acquisition and disposal surveys

PROFESSIONAL SERVICESPROFESSIONAL SERVICES

RLB benefits from having a large team of Chartered Building Surveyors and Mechanical and Electrical Engineers based within our offices, providing advice in relation to built assets and investments both nationally and internationally.

Our services span across all sectors and we have a robust track record of advising on multi-million pound structures and estates through to modest adaptations, extension, new build and repairs. We report upon buildings of all ages including structures of architectural and historic importance.

When providing advice we work closely with our clients to tailor our reporting to suit their needs in a variety of innovative and flexible ways to ensure our services are communicated in a manner to suit the audience. We have developed a number of platforms including RLB Field which proves invaluable in all types of data collection and reporting on large estates. This ensures accuracy and a fully addressable database enabling specific and detailed reporting on elements of an asset. This brings benefits in trend analysis, driving economies in innovative approaches to estate asset management.

Our Building Surveyors and Mechanical and Electrical Engineers naturally bring commercial awareness and ability, ensuring we are adding maximum value to built assets on many tasks including;• carrying out feasibility studies• space utilisation planning and churn to maximise

efficiencies • advising on modern methods of construction• determining the condition of buildings, identifying

and analysing defects including proposals for repair and on-going maintenance costs of individual buildings and estates

• advising on energy efficiency, life cycle costing and environmental impact

• reporting upon and instructing on the preservation/conservation of historic buildings

• advising on schemes and projects and determining requirements

• preparing scheme designs with costing, programmes for completion and specifications of work

BUILDING SURVEYING



• Transport and Security• Procurement and review / revision of contracts• Development / review of existing policies and

management systems• Construction Design and Management (CDM)

services

CONSTRUCTION DESIGN AND MANAGEMENT SERVICES

Rider Levett Bucknall has successfully provided Construction Design and Management (CDM) services since the CDM Regulations were introduced in 1994. We provide these services to a wide range of clients and have the resources, systems, and flexibility to deliver projects ranging from minor refurbishments to major complex regeneration projects.

Our expertise includes:• Independent Client Adviser (ICA)• Principal Designer (PD)• Principal Designer Adviser (PDA)• Competence assessment of organisations and /

or individuals to carry out the duties of Principal Designer, Designer, Principal Contractor and Contractor

• CDM Regulations 2015 bespoke training, including two day Principal Designer Course and advice (accepted by professional bodies and developed and delivered by IOSH and CITB accredited tutors)

Rider Levett Bucknall is committed to: • Making occupational health and safety an integral

part of managing construction projects• Identifying hazards and associated risks, as early in

the design stage, as possible• Encouraging cooperative and collaborative working

between all parties• Fully engaging all duty holders in the principles of

prevention• Improving occupational health and safety project

planning• Reducing unnecessary paperwork and promoting

better communication, consultation and collaboration.


Rider Levett Bucknall provides a comprehensive range of health and safety consultancy services. Our team of Health & Safety professionals provide our clients with advice and assistance to help achieve compliance with their statutory duties under existing H&S legislation, including Management of H&S Regulations 1999 and CDM 2015, for construction projects, maintenance and repair works.

Our Health & Safety professionals are registered on the HSE’s approved Health & Safety Consultants Register (OHSCR) and hold recognised qualifications and accreditations, including Chartered Fellow members of IOSH, Fellow members of APS and Chartered members of RICS and / or CIOB. Our experts are active members of industry working groups such as DIOHAS, CIOB H&S Advisory Group, APS SSIP Practice group, observers at CONIAC, and Advisers to HSE for FFI Disputes panel. Our practitioners provide training and are experienced in the delivery of IOSH, APS, CITB accredited training programmes as well as a range of bespoke health & safety management and CDM15 courses.

Our services include:• Occupational Health and Safety Management

Systems, advice, monitoring and audits• Due Diligence and Gap Analysis • Property and Real Estate Asset Assessments

» Roof Risk Assessments » Property Risk Assessments » Fire Safety Risk Assessments

• Fire Safety » Fire Safety Policies » Fire Safety Risk Assessments » FSRA Audits and Reviews » Fire Safety Evacuation Plans (General) » Business Continuity planning and Emergency

Preparedness plans• Asbestos Survey Reports and Management Plan

Reviews• Legionella Control and Reviews• Accident and Incident Systems and Investigations• Expert Witness Services• Monitoring – Audits, Inspections and Surveys• Maintenance Access Strategies

HEALTH & SAFETY (CDM)


INTERNATIONAL OFFICES


AUSTRALIAADELAIDERider Levett Bucknall SA Pty LtdLevel 1, 8 Leigh StreetAdelaide SA 5000Telephone: +61 8 8100 1200Email: [email protected]: Peter Tulla

BRISBANERider Levett Bucknall QLD Pty LtdLevel 13, 10 Eagle Street, Brisbane QLD 4000Telephone: +61 7 3009 6933Email: [email protected]: David Stewart

CAIRNSRider Levett Bucknall QLD Pty LtdSuite 7, 1st Floor, Cairns Professional Centre, 92-96 Pease Street, Cairns QLD 4870Telephone: +61 7 4032 1533Email: [email protected]: Nicholas Duncan

CANBERRARider Levett Bucknall ACT Pty Ltd16 Bentham Street, Yarralumla ACT 2600Telephone: +61 2 6281 5446Email: [email protected]: Mark Chappe

DARWINRider Levett Bucknall NT Pty LtdLevel 4, 62 Cavenagh Street, Darwin NT 0800Telephone: +61 8 8941 2262Email: [email protected]: Paul Lassemillante

GOLD COASTRider Levett Bucknall QLD Pty Ltd45 Nerang Street, Southport QLD 4215Telephone: +61 7 5595 6900Email: [email protected]: Mark Burow

MELBOURNERider Levett Bucknall Victoria Pty LtdLevel 13, 380 St. Kilda Road, Melbourne VIC 3004Telephone: +61 3 9690 6111Email: [email protected]: Ewen McDonald

NEWCASTLERider Levett Bucknall NSW Pty Ltd63 Lindsay Street, Hamilton NSW 2303Telephone: +61 2 4940 0000Email: [email protected]: Mark Hocking

NORTHERN NSWRider Levett Bucknall NSW Pty LtdLevel 1, 9 Park Avenue, Coffs Harbour NSW 2450Telephone: +61 2 6659 2060Email: [email protected]: Mark Hocking

PERTHRider Levett Bucknall WA Pty LtdLevel 9, 160 St George’s Tce, Perth, WA 6000Telephone: +61 8 9421 1230Email: [email protected]: Mark Bendotti

SUNSHINE COASTLa Balsa Business Centre Level 5/505, 45 Brisbane Road Mooloolaba QLD 4557 Australia Telephone: +61 7 5443 3622Email: [email protected]: Jan Buys

SYDNEYRider Levett Bucknall NSW Pty LtdLevel 19, 141 Walker StreetNorth Sydney NSW 2060Telephone: +61 2 9922 2277Email: [email protected]: Matthew Harris

TOWNSVILLERider Levett Bucknall QLD Pty LtdLevel 1, 45 Eyre Street, North Ward, Townsville QLD 4810Telephone: +61 7 4771 5718Email: [email protected]: Chris Marais

CANADACALGARYCampana Place, 200-609 14th Street NW, Calgary, Alberta T2N 2A1Canada Phone: +1 403 571 0505 Email: [email protected] Contact: Peter Bhullar

TORONTORider Levett Bucknall (Canada) Ltd.2319 Fairview Street, Suite 609Burlington, Ontario L7R 2E3 CanadaPhone: +1 905 631 8210 Email: [email protected] Contact: Joe Pendlebury

UNITED KINGDOMBIRCHWOODSuite A4, Chadwick House, Birchwood Park, Warrington WA3 6AETelephone: +44 (0) 192 585 1787Email: [email protected]: Deryck Barton

BIRMINGHAM15 Colmore Row, Birmingham, B3 2BHTelephone: +44 (0) 121 503 1500Email: [email protected]: Dean Sheehy

BRISTOLEmbassy House, 86 Queens Avenue, Bristol, BS8 1SBTelephone: +44 (0) 117 974 1122Email: [email protected]: Jackie Pinder

CUMBRIA44 Springfield Road, Egremont, Cumbria, CA22 2TQTelephone: +44 (0) 1946 815 800Email: [email protected]: Deryck Barton

LEEDSAtlas House, 31 King Street, Leeds, LS1 2HLTelephone: +44 (0) 113 457 3225Email: [email protected]: Dean Sheehy

LONDON60 New Broad Street, London, EC2M 1JJTelephone: +44 (0) 207 398 8300Email: [email protected]: Andrew Reynolds

MANCHESTER8 Exchange Quay, Salford Quays, Manchester, M5 3EJTelephone: +44 (0) 161 868 7700Email: [email protected]: Russell Bolton

SHEFFIELD6th Floor Orchard Lane Wing, Fountain Precinct, Balm Green, Sheffield, S1 2JA Telephone: +44 (0) 114 273 3300Email: [email protected]: Dean Sheehy

THAMES VALLEY1000 Eskdale Road, Winnersh Triangle, Wokingham, Berkshire, RG41 5TSTelephone: +44 (0) 118 974 3600Email: [email protected]: Michael Righton

WELWYN GARDEN CITY29 Broadwater Road, Welwyn Garden City, Hertfordshire, AL7 3BQTelephone: +44 (0) 1707 800 440Email: [email protected]: Andrew Reynolds

AFRICAPENTAD QUANTITY SURVEYOR (PTY) LTD.

JOHANNESBURGBuilding 4, Maxwell Office ParkMagwa Crescent West, Waterfall CityJohannesburgSouth AfricaTelephone: +27 11 548 4000Contact: Leon Cronje

CAPE TOWN9th Floor, 22 Bree Street,Cape Town, South AfricaTelephone: +27 21 418 9977Contact: Martin Meinesz

PRETORIA 1st Floor, Building A, Lynnwood Bridge Office Park, PretoriaSouth AfricaTelephone: +27 12 348 1040Contact: Nicolas Sheard

GABARONE (BOTSWANA)Plot 39, Unit 7, International Commerce Park, Gabarone, BotswanaTelephone: +27 83 226 0303Contact: Nicolas Sheard

PORT LOUIS (MAURITIUS)Office 4, Ground FloorBuilding 1827, Vivéa Business ParkSaint Pierre, Moka, MauritiusTelephone: +230 433 9954Contact: Marvind Beetul

MAPUTO (MOZAMBIQUE)Rua Dom Estevao Ataide No. 38/42Sommerschield 1Maputo, MozambiqueTelephone: +27 83 226 0303Contact: Nicolas Sheard



NANNING (PROJECT)Room 801, 8th Floor, Unit 3 Lingshijun Building No. 1, 10 Zhongwen Road, Qingxiu District, Nanning 530000, Guangxi Province, ChinaTel: +86 771 589 6101E-mail: [email protected]: Kenneth Kwan

NANJINGRoom 1202, South Tower, NIC, 201 Zhong Yang Road, Nanjing 210009, JiangSu Province, ChinaTelephone: +86 25 8678 0300Email: [email protected]: Eric Fong

QINGDAORoom 2019, 20th Floor, Parkson Commercial Plaza, 44-60 Zhongshan Road, Shinan District, Quingdao 266001, Shandong Province, ChinaTelephone: +86 532 8612 3015Email: [email protected]: Stephen Liu/Simon Tuen

SHANGHAI22nd Floor, Greentech Tower, 436 Hengfeng Road, Zhabei District, Shanghai 200070, ChinaTelephone: +86 21 6330 1999Email: [email protected]:W Q Wang/Iris Lee/Eric Fong

SHENYANG25th Floor, Tower A, President Building, No. 69 Heping North Avenue, Heping District, Shenyang 110003, Liaoning Province, ChinaTelephone: +86 24 2396 5516Email: [email protected]: C H Chan

SHENZHENRoom 4510-4513, 45th Floor, Shun Hing Square Diwang Commercial Centre, 5002 Shennan Road East, Shenzhen 518001, Guangdong Province, ChinaTelephone: +86 755 8246 0959Email: [email protected]: Kenneth Kwan/Bill Cai

TIANJINRoom 502, 5th Floor, Tianjin International Building, 75 Nanjing Road, Heping District, Tianjin 300050, ChinaTel: +86 22 2339 6632E-mail: [email protected]: Stephen Lai

WUHANRoom 2301, 23rd Floor, New World International Trade Centre, 568 Jianshe Avenue, Wuhan 430022, Hubei Province, ChinaTelephone: +86 27 6885 0986Email: [email protected]: Stephen Lai

WUXIRoom 1410-1412, 14th Floor, Juna Plaza, 6 Yonghe Road, Nanchang District, Wuxi 214000,Jiangsu Province, ChinaTel: +86 510 8274 0266E-mail: [email protected]: W Q Wang

XIAMEN (PROJECT)Room 2216, 22nd Floor, The Bank Centre, 189 Xiahe Road, Xiamen 361000, Fujian Province, ChinaTel: +86 592 2205 201E-mail: [email protected]: Eric Fong

XIANRoom 2906, 29th Floor, Digital Plaza, Hi-Tech International Business Centre, 33 Keji Road, Xian 710075, Shaanxi Province, ChinaTelephone: +86 29 8833 7433Email: [email protected]: Stephen Liu/Eric Lau

ZHUHAIRoom 3108, 31st Floor Everbright International Trade Centre, 47 Haibinnanlu, Jida, Zhuhai 519015, Guangdong Province, ChinaTelephone: +86 756 388 9010Email: [email protected]: Kenneth Kwan

EUROPERLB | EuroAllianceTelephone: + 44 7764 285899E-Mail: [email protected] Contact: Andrew Reynolds

INDONESIAJAKARTAJl. Jend. Surdirman Kav 45-46,Sampoerna Strategic SquareSouth Tower, Level 19, Jakarta 12930,IndonesiaTelephone: +62 21 575 0828Email: [email protected]: Widitomo Puntoadi

CARIBBEANBAHAMASPO Box N-10977 Cable BeachWest Bay Street, NassauTelephone: +1 242 677 9124Email: [email protected]: Gordon Glen

BARBADOS AND ST. LUCIARider Levett BucknallAltman Real Estate Annex, Derricks, St. James, Barbados Telephone: +1 246 432 5795Email: [email protected]: Robert Hoyle

CAYMAN ISLANDSRider Levett BucknallFourth Floor, Genesis Building, 13 Genesis Close, PO Box 1489, Grand Cayman, KY1-1110 Telephone: +1 345 946 6063Email: [email protected]: Martyn Bould

ST LUCIARider Levett BucknallDesir Avenue, Sans SouciCP 5745, Conway POCastries, St. LuciaPhone: +1 758 452 2125E-mail: [email protected]: Mark Williamson

CHINABEIJINGRoom 1803-1809, 18th Floor, East Ocean Centre, 24A Jian Guo Men Wai Avenue, Chaoyang District, Beijing 100004, ChinaTelephone: +86 10 6515 5818Email: [email protected]: Simon Tuen

CHENGDU29th Floor, Square One, 18 Dongyu Street, Jinjiang District, Chengdu 610016, Sichuan Province, ChinaTelephone: +86 28 8670 3382Email: [email protected]: Eric Lau

CHONGQINGRoom 3007-3008, 30th Floor, Metropolitan Tower, 68 Zourong Road, Central District, Chongqing 400010, ChinaTelephone: +86 23 6380 6628Email: [email protected]: Danny Chow

DALIANRoom 1103, 11th Floor, Xiwang Tower, 136 Zhongshan Road, Zhongshan District, Dalian 116001, Liaoning Province, ChinaTelephone: +86 411 3973 7778Email: [email protected]: Simon Tuen

GUANGZHOURoom 601, 6th Floor, Taikoo Hui Tower 1, 385 Tian He Road, Guangzhou 510620, Guangzhou Province, ChinaTelephone: +86 20 8732 1801Email: [email protected]: Danny Chow

GUIYANGRoom E, 12th Floor, Fuzhong International Plaza, 126 Xin Hua Road, Guiyang 550002, Guizhou Province, ChinaTelephone: + 86 851 553 3818Email: [email protected]: Danny Chow

HAIKOURoom 1708, 17th Floor, Fortune Center, 38 Da Tong Road, Haikou 570102, Hainan Province, ChinaTelephone: +86 898 6672 6638Email: [email protected]: Stephen Lai

HANGZHOURoom 2306, 23rd Floor, Deep Blue Plaza, 203, Zhao Hui Road, Hangzhou 310014, Zhejiang Province, ChinaTelephone: + 86 571 8539 3028Email: [email protected]: Iris Lee

HONG KONG20th Floor, Eastern Central Plaza, 3 Yiu Hing Road, Shaukeiwan, Hong Kong SARTelephone: +852 2823 1823Email: [email protected]: Philip Lo

MACAUAlameda Dr. Carlos D’ Assumpcao, 398 Edificio CNAC 9 Andar I-J, Macau SARTelephone: +853 2875 3088Email: [email protected]: Kenneth Kwan



WELLINGTONRider Levett Bucknall Wellington LtdLevel 1, 279 Willis Street, Wellington 6011Telephone: +64 4 384 9198Email: [email protected]: Tony Sutherland

NORTH AMERICAAUSTIN111 Congress Avenue, Suite 400, Austin, TX 78701, USATelephone: +1 (512) 279-7864Email: [email protected]: Ruben RodriguezMailing Address2500 Manor RoadAustin, TX 78722, USA

BOSTONTwo Financial Center, Suite 810, 60 South Street, Boston, MA 02110, USATelephone: +1 617 737 9339Email: [email protected]: Grant Owen

CHICAGO65 East Wacker Place, Suite 1215, Chicago, IL 60601, USATelephone: +1 (312) 819-4252Email: [email protected]: Montie Garrison

DENVER1675 Larimer Street, Suite 470, Denver, CO 80202, USATelephone: +1 720 904 1480Email: [email protected]: Peter Knowles

GUAMGCIC Building, Suite 603, 414 West Soledad Avenue, Hagatna, Guam 96910Telephone: +1 671 473 9054Email: [email protected]: Emile le Roux

HAWAII / BIG ISLAND/KONA68-1845 Waikoloa Road, Suite 106, Waikoloa, Hawaii 96738Telephone: +1 808 883 3379Email: [email protected]: Kevin Mitchell

HAWAII / HILO117 Keawe Street, Suite 125, Hilo, Hawaii 96720Telephone: +1 808 934 7953Email: [email protected]: Kevin Mitchell

HAWAII / HONOLULUAmerican Savings Bank Tower, Suite 1340, 1001 Bishop Street, Honolulu, Hawaii 96813Telephone: +1 808 521 2641Email: [email protected]: Tony Smith/Paul Brussow/ Maelyn Uyehara

HAWAII / MAUI300 Ohukai Road, Building B, Suite COM1, Kihei, Hawaii 96753Telephone: +1 808 875 1945Email: [email protected]: Brian Lowder

LAS VEGAS3753 Howard Hughes Parkway, Suite 211, Las Vegas, Nevada 89169Telephone: +1 702 227 8818Email: [email protected]: Simon James

LOS ANGELES523 West Sixth Street, Suite 522Los Angeles, California 90014Telephone: +1 213 689 1103Email: [email protected]: Graham Roy

NEW YORKVirtual Office: No MailBroad Street Centre, 80 Broad Street, 5th Floor, New York 10004USATelephone: +1 212 837 7789Email: [email protected]: Grant Owen

PHOENIX4343 East Camelback Road, Suite 350, Phoenix, AZ 85018, USATelephone: +1 602 443 4848Email: [email protected]: Julian Anderson/ John Jozwick / Scott Macpherson

PORTLANDBrewery Block 2, 1120 NW Couch Street, Suite 730, Portland, OR 97209, USATelephone: +1 503 226 2730Email: [email protected]: Graham Roy

SAN FRANCISCO850 Montgomery Street, Suite 100A San Francisco, CA 94133, USATelephone: +1 415 362 2613Email: [email protected]: Graham Roy


MALAYSIAKUALA LUMPURB2-6-3 Solaris Dutamas No. 1 Jalan Dutamas 1 50480 Kuala Lumpur, Malaysia Tel: +603 6207 9991 E-mail: [email protected]: Lai Kar Fook

MIDDLE EASTABU DHABIMezzanine Level,Al Mazrouei Building,Muroor Road, PO Box 105766Abu Dhabi, United Arab Emirates Telephone: +971 2 643 3691Email: [email protected]: Tony Bratt

DOHAOffice 32, Second Floor, Al Mirqab Complex, Al Mirqab Al Jadeed Street, Al Naser Area, Doha, QatarTelephone: +974 4016 2777Email: [email protected]: Sam Graham

DUBAIOasis Centre, Level 3, Suite 9, Sheikh Zayed Road, P.O.Box 115882, Dubai, United Arab EmiratesTelephone: +971 4 339 7444Email: [email protected]: Rob Edgecombe

MUSCATBuilding No. 287, 18th November Road, North Azaiba, Boushar, Sultanate of OmanTelephone: +968 2 449 9676Email: [email protected]: Stephen Lai/ Rocky Chen

RIYADHUnit F43, 1st Floor Localizer MallPrince Mohammad bin Abdullaziz Road (Tahliyah Street)PO Box 53991Riyadh 11593Saudi ArabiaTelephone: +966 112 175 551Email: [email protected]: John Prior

MYANMARYANGONSuite 03-02 Union Business CentreNat Mauk Road, Bo Cho QuarterBahan Township, Yangon 11121, Myanmar Tel : +95 1 860 3448 Ext 4004 E-mail:[email protected]: Silas Loh

NEW ZEALANDAUCKLANDRider Levett Bucknall Auckland LtdLevel 16, Vero Centre, 48 Shortland Street, Auckland 1141Telephone: +64 9 309 1074Email: [email protected]: Stephen Gracey

CHRISTCHURCHRider Levett Bucknall Christchurch LtdLevel 1, 254 Montreal Street,Christchurch 8013Telephone: +64 3 354 6873Email: [email protected]: Malcolm Timms

HAMILTONRider Levett Bucknall Auckland Ltd Level 3, 103 London StreetHamilton 3204Telephone: +64 7 929 2683Email: [email protected] Contact: Allan Green

PALMERSTON NORTHRider Levett Bucknall Palmerston North LtdSuite 1, Level 1, 219 Broadway Avenue, Palmerston NorthTelephone: +64 6 357 0326Email: [email protected]: Michael Craine

QUEENSTOWNRider Levett Bucknall Otago LtdLevel 3, The Mountaineer Building32 Reees Street, Queenstown 9300Telephone: +64 3 409 0325Email: [email protected]: Tony Tudor

TAURANGARider Levett Bucknall Auckland LtdGround Floor, 3/602 Cameron Road, Tauranga 3141Telephone: +64 7 579 5873Email: [email protected]: Richard Anderson



SEATTLE2003 Western Avenue, Suite 515, Seattle, WA 98121, USATelephone: +1 206 223 2055Email: [email protected]: Steve Kelly

WASHINGTON DCVirtual Office: No MailMetro Center, 1200 G Street NW, Suite 800, Washington, DC 20005Telephone: +1 202 434 8350Email: [email protected]: Grant Owen

PHILIPPINESBACOLODSuite 403-404. 4th Floor Carmen Building, Lizares Avenue, Bacolod City, Negros Occidental, PhilippinesTelephone: +63 34 432 1344Email: [email protected]: Corazon Clemena Ballard

CAGAYAN DE ORO308 Sto. Thomas Street, Sta. Cecillia Village, Gusa, Cagayan De Oro City, Misamis Oriental, 9000 PhilippinesTelephone: +63 998 573 2107Email: [email protected]: Corazon Clemena Ballard

CEBUSuite 601 & 602, PDI Condominium, Arch. Bishop Reyes Avenue, Cor., J. Panis St., Banilad, Cebu City, 6014, PhilippinesTelephone: + 63 32 268 0072Email: [email protected]: Corazon Clemena Ballard

DAVAO6th Floor, Units 15 & 19, Metro Lifestyle, Complex corner F. Torres Street and E. Jacinto Extension, Davao City, 8000 PhilippinesTelephone: +63 82 222 5315Email: [email protected]: Corazon Clemena Ballard

MANILACorazon Clemena Compound, Bldg. 3, No. 54 Danny Floro Street Bagong Ilog, Pasig City 1600, PhilippinesTelephone: +63 2 687 1075

+63 2 234 0129Email: [email protected] / [email protected] Contact: Corazon Clemena Ballard

STA. ROSA, LAGUNAUnit 201, Brain Train CenterLott 11, Blk. 3, Sta. Rosa BusinessPark Greenfield, Bgy. Don JoseSta. Rosa, Laguna, 4026 PhilippinesTelephone: +63 917 548 1313Email: [email protected]: Corazon Clemena Ballard

SINGAPORESINGAPORE150 Beach Road, #09-01Gateway West, Singapore 189720T: +65 6339 1500Email: [email protected]: Colin Kin and Silas Loh

SOUTH KOREASEOUL(Yeoksam - Dong, Yeji Building), 3rd Floor, 513 Nonhyeon-Ro, Gangnam-Gu,Seoul 135-909, KoreaTelephone: +82 2 582 2834Email: [email protected]: Stephen Lai

JEJU (PROJECT) 1084, Seogwang-ri, Andeok-myeon, Seogwipo-si, Jeju-do, KoreaTel: +82 64 792 8991Contact: Stephen Lai

VIETNAMHO CHI MINH CITYCentec Tower, 16 Floor, Unit 1603, 72 – 74 Nguyen Thi Minh Khai StreetWard 6, District 3, Ho Chi Minh City, VietnamTel: +84 83 823 8070 E-mail: [email protected] Contact: Ong Choon Beng


MISCELLANEOUS


MISCELLANEOUS

To convert Multiply byMass

Grains into metric carats 0.323995

Grams into ounces 0.035274

Ounces into grams 28.349523

Ounces into kilograms 0.0283495

Pounds into kilograms 0.4535924

Kilograms into pounds 2.20462

UK Tonnes into kilograms 1016.0469

UK Tonnes into metric tonnes 1.01605

Tonnes into pounds 2,240

UK Tonnes into US tons 1.01605

US Tons into UK tonnes 0.907185

Length

Milli-inches into micrometres 25.4

Inches into millimetres 25.4

Inches into centimetres 2.54

Inches into metres 0.0254

Centimetres into inches 0.393401

Feet into millimetres 304.8

Feet into centimetres 30.48

Feet into metres 0.3048

Yards into metres 0.9144

Fathoms into metres 1.8288

Chains into metres 20.1168

Furlongs into metres 201.168

Miles, statute into kilometres 1.609344

Miles, nautical into kilometres 1.852

Temperature

Degree Celsius to Degree Fahrenheit °F = (°C x 9/5) + 32

Degree Fahrenheit to Degree Celsius °C = (°F-32) x 5/9

To convert Multiply by

Area

Square inches into square millimetres 645.16

Square inches into square centimetres 6.4516

Square feet into square centimetre 929.0304

Square feet into square metres 0.092903

Square yards into square feet 9.00

Square yards into square metres 0.836127

Square metres into square feet 10.7639

Square metres into square yards 1.19599

Square yards into acres 0.000206612

Acres into square metres 4046.8564

Acres into square yards 4840

Acres into hectares 0.4046856

Hectares into acres 2.47105

Hectares into square metres 10000

Square kilometres into hectares 100

Square miles into square kilometres 2.589988

Square miles into acres 640

Square kilometres into square miles 0.386102

Volume and Capacity

Cubic inches into cubic centimetres 16.387064

Cubic inches into litres 0.0163871

Cubic feet into cubic metres 0.0283168

Cubic feet into litres 28.316847

UK pints into litres 0.5682613

US pints into litres 0.473176

UK litres into pints 1.75975

UK litres into gallons 0.219969

US litres into gallons 0.26417

US litres into pints 2.1134

Cubic yards into cubic metres 0.7645549

UK gallons into litres 4.54609

US gallons into litres 3.78541

UK gallons into cubic metres 0.00454609

UK fluid ounces into cubic centimetres 28.413063

CONVERSION FACTORS

MISCELLANEOUS


SOURCES

MISCELLANEOUS

no. Source

1 Building.co.uk (www.building.co.uk/experian-downgrades-construction-output-forecasts/5079704.article)

2 CITB (www.citb.co.uk/documents/research/csn%202016-2020/construction-skills-network-2016-uk.pdf)

3 Ibid.

4 Contains public sector information licensed under the Open Government Licence v3.0. www.gov.uk/government/uploads/system/uploads/attachment_data/file/507492/287283_Midlands_Engine_Regenoration_Pitchbook_DIGITAL_Compressed__1_.pdf http://www.nationalarchives.gov.uk/doc/open-government-licence/version/3/

5 Ibid.

6 FT (www.ft.com/cms/s/0/d50af8b4-dbbe-11e5-98fd-06d75973fe09.html#ixzz42xh61m1E)

7 RICS (www.rics.org/uk/news/news-insight/comment/commercial-property-still-a-sound-investment/)

8 The Construction Index (http://www.theconstructionindex.co.uk/news/view/eu-referendum-uncertainty-clouds-construction-growth-forecasts)

9 Ibid.

10 Gov.UK (https://www.gov.uk/government/news/highest-increase-in-affordable-housebuilding-for-22-years)

11 Gov.UK (www.gov.uk/government/news/pm-the-government-will-directly-build-affordable-homes)

12 The Construction Index (www.theconstructionindex.co.uk/news/view/eu-referendum-uncertainty-clouds-construction-growth-forecasts)

13 The Construction Index (www.theconstructionindex.co.uk/news/view/tender-price-inflation-set-to-rise)

14 Global Construction 2030 (www.globalconstruction2030.com)

15 Office of National Statistics (ONS) (www.ons.gov.uk)

16 Building Cost Information Service (BCIS) (www.rics.org/uk/

knowledge/bcis/)

17 See RICS (www.rics.org)

18 See RICS (www.rics.org)

19 RICS (ww.rics.org)

20 RIBA (www.architecture.com/RIBA/)

21 OJEU (www.OJEU.eu)

22 Department for Communities and Local Government

23 NIBS (www.nationalbimstandard.org)

24 BIM Task Group (www.bimtaskgroup.org)

To convert MultiplyArea of Triangle Base by 1/2 height

Area of circle (radius)2 by 3.1416

Area of sector of circleLength of arc by 1/2

radius

Area of square, rhombus Base x height

Area of equilateral triangle (Side)2 x 0.433

Area of trapeziumHeight x 1/2 x (sum

of parallel sides)

Area of ellipseMajor axis by minor

axis x 0.7854

Area of parabola 2/3 x base x height

Circumference of circle Diameter x 3.1416

Surface area of sphere 4 x (radius)2 x 3.1416

Surface area of cone

(radius by slant side

by 3.1416) + area

of base

Volume of cylinderArea of base by

height

Volume of cube or prismLength by breadth

by depth

Volume of coneHeight by 1/3 area

of base

Volume of hexagonal prism(side)2 by height by

2.598

Volume of Sphere4/3 x (radius)3 x

3.1416

CALCULATION FORMULAE

MISCELLANEOUS

Rider Levett Bucknall | Riders Digest – United Kingdom 2016140

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The design of this product, selection of

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Corporate Responsibility policy.

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