RIDERS DIGEST 2017 - RLBassets.rlb.com/production/2017/08/16150022/riders-digest-20171.pdfRider...
77
2017 RIDERS DIGEST UNITED KINGDOM EDITION
Transcript of RIDERS DIGEST 2017 - RLBassets.rlb.com/production/2017/08/16150022/riders-digest-20171.pdfRider...
Rider Levett Bucknall | Riders Digest – United Kingdom 2017 i
2017
RIDERS DIGEST
UNITED KINGDOMEDITION
Rider Levett Bucknall | Riders Digest – United Kingdom 2017Rider Levett Bucknall | Riders Digest – United Kingdom 2017 iiiii
Riders Digest is a compendium of cost data and related information on the construction industry.
RIDERS DIGEST2017 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: 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 (“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 2017 and expressed in British Pounds unless otherwise stated. References to legislative provisions and regulations are as at 1st Quarter 2017. Changes after this period will not be reflected.
Please note that all figures exclude prevailing Value Added Tax (VAT).
ONE THE ELEPHANTLONDON, UK
Creating a new London neighbourhood
Photo credit: Lendlease
Rider Levett Bucknall | Riders Digest – United Kingdom 2017Rider Levett Bucknall | Riders Digest – United Kingdom 2017 viv
CONTENTS
Rider Levett Bucknall | Riders Digest – United Kingdom 2017Rider Levett Bucknall | Riders Digest – United Kingdom 2017 viivi
2017 sees Rider Levett Bucknall celebrate 10
years since Rider Hunt, Levett & Bailey, and
Bucknall Austin came together to form RLB,
allowing us to offer our independent advice on a
truly global scale.
Our global presence was reinforced in 2017 with
continued success in the WA100; where RLB was
voted the #1 preferred cost consultant partner
for architects worldwide for the second year
running. We would like to thank all our partners
and look forward to bringing imagination to life
in the future, through inspiring projects across
the globe.
On a local level, we are committed to
understanding our industry and collaborating
with our suppliers and contractors. The RLB
round table series continued with a look at our
supply chain, speaking to experts in everything
from demolition to facades about their concerns
and suggestions for the industry.
The launch of our sector strategy at the start of
2016 was complemented by the appointment of
new service leads for 2017. Working across our
sectors, the service leads offer an integrated
approach; allowing us to ensure our services
FOREWORD
Welcome to the 2017
edition of the Riders
Digest; the essential guide
to the UK Construction
Industry.
of Cost Management, Project & Programme
Management, Building Surveying, Health &
Safety and Advisory are applied consistently
and to our exacting high standards.
Long standing associates Schumann Consult
officially merged with RLB in 2016, introducing
Design Management and Specification
Consultancy to RLB's suite of services. Contact
details for all our sector and service leads can be
found at the back of this year's Digest.
Finally, we are very proud that our commitment
to our staff has been recognised by being
named as a Top Employer for 2017 by the Top
Employers Institute; receiving the award for
the 8th time. In addition we've maintained our
Investors in People Gold Status for the 7th year
running. Rider Levett Bucknall is an employee-
owned company, which we believe is key to
our success and fundamental to providing an
independent perspective.
We hope you enjoy the Riders Digest 2017. If you
have any feedback, please get in touch.
Ann Bentley
Global Chair
Rider Levett Bucknall
INTRODUCTION INTRODUCTION
Rider Levett Bucknall | Riders Digest – United Kingdom 2017Rider Levett Bucknall | Riders Digest – United Kingdom 2017 ixviii
In post-Brexit Britain “uncertainty” remains a buzzword. Whilst we know that construction will play a vital role when the UK withdraws from Europe, exactly what that role will look like in the longer term is not quite clear. We have already felt the impact of Brexit through exchange rate fluctuations (compounded by the US election result), increasing project costs and delayed or stalled project programmes. We can speculate that withdrawing from the single market will continue to expose the construction industry to swinging exchange rates, as well as new challenges around procurement, access to foreign labour, the sourcing of goods and services, and foreign investment.
It is clear that the UK Government has a plan for post-Brexit Britain, which includes their modern industrial strategy, providing an opportunity for the construction sector to negotiate a deal with government.
The construction industry will need to work with government to improve performance. The 2016 Farmer Review examined the current and future condition of the industry and provided recommendations for change. Some of the challenges laid out for the industry to deliver include investing in training, improving collaboration and increasing innovation. For
more on the Farmer review, visit https://www.gov.uk/government/publications/construction-labour-market-in-the-uk-farmer-review.
The industry will need to take action to implement change and there are already initiatives in place to support this. Digital Built Britain is promoting a digitised construction sector through advancements in BIM: http://digital-built-britain.com/. The Construction Leadership Council (CLC) draws together business leaders from across the sector to promote solutions to the Government’s Construction 2025 ambition. The CLC is currently considering the impact that digital technology, manufacturing and whole-life performance will have on the sector. RLB’s Global Chair Ann Bentley leads the Supply Chain and Business Models work-stream within the CLC – looking at how client actions influence the construction process and how greater alignment can be achieved within the sector.
There has been a distinct shift in government spending with increased expenditure allocated to significant infrastructure projects and housing. For the government to achieve their target of 1 million new homes by 2020 and the planned major infrastructure projects and upgrades, the industry will require sufficient resources with relevant skill sets (across the trades and professions) and it is possible that restrictions imposed around free movement of labour will put further pressures on delivery.
It is clear that the workforce of the future will need to be technologically savvy, with skills that will support technology use and innovation The 2017 Spring Budget announced an investment of £270m into a new Industrial Strategy Challenge Fund in 2017/2018 the focus of which is to “kick-start the development of disruptive technologies that have the potential to transform the UK economy”1. This theme of disruptive technology, the emergence of innovative new technologies and business models that impact or disrupt the market, underpins many of the sectors we operate in and the services we provide.
Modern, connected customers and technological advances are changing the built environment. In the retail sector, the retail versus e-tail debate means that
MARKET OUTLOOK - A DISRUPTED MARKET
INTRODUCTION INTRODUCTION
Rider Levett Bucknall | Riders Digest – United Kingdom 2017Rider Levett Bucknall | Riders Digest – United Kingdom 2017 xix
many retailers are evaluating and developing a digital presence rather than focusing on a physical store, complicating investment decisions. In the education sector technology is changing how and where people are learning, with a pronounced shift towards remote and virtual learning. Online learning may not be suitable for all faculties, and demand a blended approach of virtual and physical to deliver in particular areas of study.
This blend of digital and physical is also affecting the sports sector. In a sector worth in excess of $600bn annually, a mix of online and offline experiences are being offered. Consumers are demanding a more interactive event experience. More and more stadia are supplying fast and free Wi-Fi that provides fans with real-time information to help find their seat, provide instant replays from various angles, and purchase food and drink, all from their mobile. The game is now only part of the experience.
We foresee digital transformation, new construction technologies and greater client awareness of the life-time cost of assets, continuing to impact on the construction industry, changing the way we do business and who we do business with.
MARKET OUTLOOK - A DISRUPTED MARKET
NATIONAL AUTOMOTIVE INNOVATION CENTRE
COVENTRY, UK
Engaging future generations of Engineers and Designers
Image credit: Cullinan StudioStakeholders: The University of Warwick, WMG at the University of Warwick, Jaguar Land Rover, Tata Motors European Technical Centre
INTRODUCTION
Rider Levett Bucknall | Riders Digest – United Kingdom 2017Rider Levett Bucknall | Riders Digest – United Kingdom 2017 1xii
UK CONSTRUCTION TRENDS
2 Indices and UK Construction Output Comparison
4 UK Construction Output by Sector
6 UK Construction Materials Monthly Average Price Index
UNIVERSITY HOSPITALS OF LEICESTER NHS TRUSTLEICESTER, UK
Enabling improved facilities for tomorrow's healthcare
Rider Levett Bucknall | Riders Digest – United Kingdom 2017Rider Levett Bucknall | Riders Digest – United Kingdom 2017 32
UK CONSTRUCTION TRENDS UK CONSTRUCTION TRENDS
INDICES AND UK CONSTRUCTION OUTPUT COMPARISON
BC
IS 'A
LL IN
' TE
ND
ER
PR
ICE
IN
DE
X19
88
mean
= 1
00
S
ou
rce: B
CIS
RE
TA
IL P
RIC
E IN
DE
X19
87 =
10
0 S
ou
rce: N
ati
on
al S
tati
stic
s Lab
ou
r M
ark
et
Tren
ds
UK
CO
NS
TR
UC
TIO
N O
UT
PU
TN
on
Seaso
nally
Ad
just
ed
S
ou
rce: O
NS
CO
NS
UM
ER
PR
ICE
IN
DE
X20
15 =
10
0 S
ou
rce: O
NS
50
100
150
20
0
25
0
30
0
20
1620
1520
1420
1320
1220
1120
1020
09
20
08
20
07
20
06
20
06
20
07
20
08
20
09
20
102
011
20
122
013
20
142
015
20
16
BC
IS ‘A
ll In
’ Ten
der
P
rice In
dex
23
024
524
6217
217
221
223
23
525
6274
28
5
Co
nsu
mer
Pri
ce In
dex
80
82
85
87
89
93
96
99
100
100
101
Reta
il P
rice In
dex (
RP
I)19
820
7215
214
224
23
624
325
125
625
926
4
UK
Co
nst
ructi
on
Ou
tpu
t (£
Th
ou
san
d M
illio
n)
131
134
130
113
123
125
117
118
128
134
136
Rider Levett Bucknall | Riders Digest – United Kingdom 2017Rider Levett Bucknall | Riders Digest – United Kingdom 2017 54
PU
BLIC
HO
US
ING
PR
IVA
TE
IND
UST
RIA
LP
RIV
AT
E H
OU
SIN
GR
EPA
IR
PU
BL
IC W
OR
KS
INF
RA
ST
RU
CT
UR
EP
RIV
AT
E C
OM
ME
RC
IAL
So
urc
e: O
NS
UK CONSTRUCTION TRENDSUK CONSTRUCTION TRENDS
UK CONSTRUCTION OUTPUT BY SECTOR
0
100
00
20
00
0
30
00
0
40
00
0
50
00
0
60
00
0
20
1620
1520
1420
1320
1220
1120
1020
09
20
08
20
07
20
06
20
05
20
04
20
03
20
02
20
01
20
00
20
00
20
01
20
02
20
03
20
04
20
05
20
06
20
07
20
08
20
09
20
102
011
20
122
013
20
142
015
20
16
Pu
blic
H
ou
sin
g16
1416
51
186
8213
025
67
24
1828
62
33
1429
98
30
59
4720
48
23
40
37
43
03
56
03
46
27
428
1
Pri
vate
H
ou
sin
g15
423
143
97
156
77
195
90
23
89
224
63
024
811
24
49
619
04
013
074
153
77
1676
816
36
317
90
22214
024
06
926
80
5
Infr
ast
ructu
re10
476
11211
126
75
119
55
104
75
100
64
93
179
221
1026
611
75
314
86
516
107
144
03
14728
1417
818
49
416
95
6
Pu
blic
Wo
rks
56
57
570
87215
90
65
10219
920
88
49
78
38
49
34
011
29
714
88
613
76
110
873
98
30
96
65
95
82
99
28
Pri
vate
In
du
stri
al
68
51
69
98
55
45
58
63
60
61
59
53
64
81
63
50
49
20
34
51
38
25
34
64
379
43
44
53
96
54
38
43
96
1
Pri
vate
C
om
merc
ial
25
94
125
74
626
58
325
64
028
38
12719
729
64
33
274
33
318
324
84
524
48
625
08
2226
14226
21
23
85
324
221
25
927
Rep
air
46
33
04
85
92
512
73
523
76
516
35
50
50
84
929
64
919
45
05
124
56
34
44
50
74
53
59
44
64
84
56
00
48
529
48
124
4775
5
Rider Levett Bucknall | Riders Digest – United Kingdom 2017Rider Levett Bucknall | Riders Digest – United Kingdom 2017 76
UK CONSTRUCTION MATERIALS MONTHLY AVERAGE PRICE INDEX
UK CONSTRUCTION TRENDS
HA
RD
CO
RE
SA
ND
CE
ME
NT
CO
NC
RE
TE
BR
ICK
S
TIM
BE
RR
EB
AR
ST
RU
CT
UR
AL
ST
EE
L
UK CONSTRUCTION TRENDS
60
Dec-16
Nov-16
Oct-16
Sep-16
Aug-16
Jul-16
Jun-16
May-16
Apr-16
Mar-16
Feb-16
Jan-16
Dec-15
Nov-15
Oct-15
Sep-15
Aug-15
Jul-15
Jun-15
May-15
Apr-15
Mar-15
Feb-15
Jan-15
20
152
016
Jan
Fe
bM
ar
Ap
rM
ay
Ju
nJu
lA
ug
Se
pO
ct
No
vD
ec
Jan
Fe
bM
ar
Ap
rM
ay
Ju
nJu
lA
ug
Se
pO
ct
No
vD
ec
Hard
co
re11
4
114
11
4
114
11
4
114
11
4
113
11
3
113
11
3
113
11
311
311
311
311
311
311
311
311
311
311
311
3
San
d12
1 12
2
123
12
2
121
121
121
121
121
121
121
121
120
120
121
121
120
121
121
120
121
121
121
121
Cem
en
t11
8
118
11
8
118
11
8
118
11
9
119
11
9
119
11
9
119
11
911
911
911
911
911
911
911
911
912
011
911
8
Co
ncre
te11
6
117
117
118
11
8
118
11
8
118
11
8
117
117
118
11
811
911
911
911
911
911
911
811
811
811
911
8
Bri
cks
122
122
123
12
5
121
122
122
122
120
12
1 12
1 12
2
125
124
122
122
124
122
122
120
119
120
119
119
Tim
ber
116
11
4
112
112
111
110
11
0
108
10
8
108
10
7
107
106
105
107
105
105
105
106
106
105
107
106
107
Str
uctu
ral
Ste
el
94
9
3
91
92
91
90
8
8
88
8
7
87
87
86
8
58
48
28
28
58
78
99
19
19
29
19
0
Reb
ar
98
9
6
94
9
2
92
91
89
8
8
86
8
3
80
77
75
74
76
82
91
90
87
88
85
86
90
91
So
urc
e: D
ep
art
men
t fo
r B
usi
ness
, E
nerg
y &
In
du
stri
al S
trate
gy
90
120
150
Rider Levett Bucknall | Riders Digest – United Kingdom 2017Rider Levett Bucknall | Riders Digest – United Kingdom 2017 98
UK CONSTRUCTION COST DATA
10 Building Costs
14 Average Construction Payment Drawdown
16 Construction Elements
VERMILIONLONDON, UK
Enabling the regeneration of a local area
Rider Levett Bucknall | Riders Digest – United Kingdom 2017Rider Levett Bucknall | Riders Digest – United Kingdom 2017 1110
BUILDING COSTS
UK CONSTRUCTION COST DATA UK CONSTRUCTION COST DATAB
elf
ast
Bir
min
gh
am
Bri
sto
lC
ard
iff
Ed
inb
urg
hL
on
do
nM
an
ch
est
er
Sh
eff
ield
Wo
rk
Ty
pe
De
scri
pti
on
Un
itL
ow
Hig
hL
ow
Hig
hL
ow
Hig
hL
ow
Hig
hL
ow
Hig
hL
ow
Hig
hL
ow
Hig
hL
ow
Hig
h
Off
ices;
P
rest
ige
CB
D10
-25
Sto
reys
GB
P/m
21,
325
1,
86
7
1,8
50
2,7
00
1,
95
0
2,8
00
1,
65
7
2,3
34
1,
74
4
2,4
57
2,6
02
3,3
88
2,0
45
2,6
82
1,8
44
2,4
31
Off
ices;
In
vest
men
t C
BD
up
to
10
Sto
reys
GB
P/m
21,
153
1,
53
7
1,5
00
2,1
00
1,
60
0
2,3
00
1,
44
1 1,
921
1,5
16
2,0
22
2,1
45
3
,34
1 1,
76
7
2,6
51
1,5
65
2,0
85
Off
ices;
In
vest
men
t C
BD
10-2
5 S
tore
ys
GB
P/m
21,
24
5
1,8
71
1,8
00
2,7
00
1,
80
0
2,8
00
1,
55
6
2,3
39
1,
63
8
2,4
62
2,5
67
3,3
41
2,0
12
2,6
49
1,
720
2,4
82
Off
ices;
In
vest
men
t N
on
CB
D1-
3 S
tore
ys
GB
P/m
29
22
1,16
8
1,4
00
1,
85
0
1,20
0
1,8
00
1,
153
1,
46
0
1,213
1,
53
7
1,3
37
2,2
39
1,
05
1 1,
75
6
98
0
1,6
40
Ho
tels
; M
ult
i-S
tore
yF
ive S
tar
Rati
ng
GB
P/m
21,
54
8
2,1
13
2,1
00
3
,00
0
2,3
00
3
,10
0
1,9
35
2,6
41
2,0
37
2,7
80
2,7
43
3
,69
2
2,1
92
2,9
98
2,0
25
2,7
80
Ho
tels
; M
ult
i-S
tore
yF
ou
r S
tar
Rati
ng
GB
P/m
21,
09
1 1,
713
1,
520
2,2
40
1,
90
0
2,4
50
1,
36
4
2,1
42
1,4
36
2,2
55
2,0
63
3
,271
1,6
44
2,5
73
1,
50
0
2,3
55
Ho
tels
; M
ult
i-S
tore
yT
hre
e S
tar
Rati
ng
GB
P/m
29
76
1,
43
7
1,28
0
1,9
70
1,
35
0
1,8
00
1,
220
1,
79
6
1,28
4
1,8
91
1,8
53
2,3
79
1,
38
7
1,8
45
1,
25
5
1,6
75
Ho
tels
; M
ult
i-S
tore
yF
ive S
tar
Rati
ng
GB
P/
Bed
roo
m10
9,1
06
217
,828
14
7,8
00
3
09
,00
0
150
,00
0
30
0,0
00
13
6,3
82
272,2
85
14
3,5
60
28
6,6
15
20
5,2
59
4
10,5
19
163
,571
326
,571
149
,60
0
29
9,0
00
Ho
tels
; M
ult
i-S
tore
yF
ou
r S
tar
Rati
ng
GB
P/
Bed
roo
m6
2,2
36
9
3,3
55
76
,20
0
134
,30
0
90
,00
0
145
,00
0
77,7
96
11
6,6
93
8
1,8
90
12
2,8
35
11
7,1
19
175
,074
9
3,3
05
13
9,9
62
85
,45
0
128
,00
0
Ho
tels
; M
ult
i-S
tore
yT
hre
e S
tar
Rati
ng
GB
P/
Bed
roo
m3
1,5
02
65
,310
4
1,4
00
8
9,3
00
4
9,5
00
9
5,0
00
3
9,3
78
8
1,6
37
41,
45
1 8
5,9
34
6
1,5
78
13
2,8
14
47,2
29
9
7,9
12
42,3
00
8
7,7
00
Car
Park
Op
en
Deck; M
ult
i-S
tore
yG
BP
/m2
24
6
48
8
35
0
675
4
00
8
00
3
07
610
3
24
6
42
44
5
89
0
34
7
69
3
324
6
49
Car
Park
Base
men
t: C
BD
GB
P/m
26
15
1,0
56
8
00
1,
375
9
50
1,
50
0
76
8
1,3
21
80
9
1,3
90
1,
184
1,
911
9
39
1,
49
8
85
0
1,3
91
Car
Park
Base
men
t: O
ther
Th
an
CB
DG
BP
/m2
46
9
93
4
65
0
1,28
0
85
0
1,20
0
58
6
1,16
7
617
1,
228
1,
161
1,8
17
916
1,
40
8
63
9
1,28
8
Car
Park
Un
derc
roft
: O
ther
Th
an
CB
DG
BP
/m2
311
78
0
420
1,
100
5
00
1,
100
3
89
9
75
4
09
1,
026
5
74
1,
45
4
470
1,
173
4
23
1,
06
1
Car
Park
Op
en
Deck; M
ult
i-S
tore
yG
BP
/Car
5,8
39
11
,679
8
,05
0
16,8
00
10
,00
0
18,0
00
7,2
99
14
,59
9
7,6
84
15
,36
7
10,8
67
21,
73
3
8,7
50
17
,50
0
7,9
31
15,8
62
Car
Park
Base
men
t: C
BD
GB
P/C
ar
15,5
59
27,2
76
21,
00
0
38
,00
0
22,0
00
3
2,0
00
19
,44
9
34
,09
6
20
,473
3
5,8
90
28
,978
5
1,9
18
23
,311
4
0,8
67
21,
115
3
7,0
80
Car
Park
Base
men
t: O
ther
Th
an
CB
DG
BP
/Car
11,6
79
23
,43
5
18,0
00
3
2,1
00
20
,00
0
30
,00
0
14,5
99
29
,29
3
15,3
67
30
,83
5
21,
73
3
43
,46
7
17,5
00
3
5,1
12
15,8
62
31,
827
Car
Park
Un
derc
roft
: O
ther
Th
an
CB
DG
BP
/Car
7,7
99
13
,25
4
10,4
80
18
,20
0
11,5
00
22,0
00
9
,74
8
16,5
68
10
,26
2
17,4
40
14
,48
9
25
,35
6
11,6
89
19
,779
10
,60
9
18,0
25
Ind
ust
rial
6.0
m t
o U
/S
Tru
ss
4,5
00
m2 f
l. A
rea; M
eta
l C
lad
din
gG
BP
/m2
26
9
48
8
40
0
56
0
40
0
65
0
33
6
610
3
54
6
42
48
1 8
68
3
80
6
93
3
70
6
80
Be
lfast
Bir
min
gh
am
Bri
sto
lC
ard
iff
Ed
inb
urg
hL
on
do
nM
an
ch
est
er
Sh
eff
ield
Wo
rk
Ty
pe
De
scri
pti
on
Un
itL
ow
Hig
hL
ow
Hig
hL
ow
Hig
hL
ow
Hig
hL
ow
Hig
hL
ow
Hig
hL
ow
Hig
hL
ow
Hig
h
Ind
ust
rial;
att
. a/c
off
ices
20
0m
2
20
0m
2G
BP
/m2
622
1,0
91
915
1,
45
0
90
0
1,5
50
778
1,
36
4
819
1,
43
6
1,18
4
2,0
63
9
39
1,
64
4
870
1,
525
Ind
ust
rial;
att
. a/c
off
ices
40
0m
2
40
0m
2G
BP
/m2
54
6
1,0
10
84
0
1,4
00
8
00
1,
50
0
68
2
1,26
3
718
1,
329
1,
03
2
1,9
34
8
27
1,5
21
770
1,
420
Ag
ed
Care
Sin
gle
Sto
rey f
acili
tyG
BP
/m2
93
4
1,4
02
1,26
0
1,9
30
1,
50
0
2,2
00
1,
167
1,75
3
1,228
1,
84
5
1,6
99
2,5
44
1,
40
8
2,1
01
1,3
18
1,9
85
Ag
ed
Care
Mu
lti S
tore
y f
acili
tyG
BP
/m2
1,0
53
1,
55
6
1,4
20
2,1
40
1,
65
0
2,5
00
1,
316
1,
94
5
1,3
85
2,0
47
1,9
11
2,8
14
1,5
87
2,3
36
1,
49
1 2,2
05
Pri
vate
H
osp
itals
; lo
w R
ise
45
-60
m2 f
loo
r are
a
per
bed
GB
P/m
21,
40
2
1,79
0
2,0
25
2,4
50
2,0
00
2,6
50
1,
75
3
2,2
38
1,
84
5
2,3
56
2,5
44
3
,24
7
2,1
01
2,6
82
1,9
79
2,5
41
Pri
vate
H
osp
itals
; lo
w R
ise
55
-80
m2 f
loo
r are
a p
er
bed
; M
ajo
r O
pera
tin
g
Th
eatr
eG
BP
/m2
1,5
56
2,3
43
2,2
50
3
,30
0
2,5
00
3
,50
0
1,9
45
2,9
29
2,0
47
3,0
84
2,8
14
4,2
44
2,3
36
3
,520
2,2
05
3
,30
8
Reta
il;
Reg
ion
al
Sh
op
pin
g
Cen
tres
Dep
art
men
t S
tore
GB
P/m
21,
325
2,3
43
1,
78
5
3,1
50
1,
85
0
3,4
00
1,
65
7
2,9
29
1,
74
4
3,0
84
2,4
03
4
,24
4
1,9
91
3,5
23
1,
820
3
,215
Reta
il;
Reg
ion
al
Sh
op
pin
g
Cen
tres
Su
perm
ark
et
/ V
ari
ety
st
ore
GB
P/m
29
34
1,
40
2
1,26
0
1,9
00
1,
35
0
2,0
00
1,
167
1,75
3
1,228
1,
84
5
1,6
99
2,5
44
1,
40
9
2,1
03
1,
28
0
1,9
25
Reta
il;
Reg
ion
al
Sh
op
pin
g
Cen
tres
Dis
co
un
t D
ep
art
men
t st
ore
GB
P/m
21,
09
1 1,
63
3
1,4
70
2,2
00
1,
570
2,3
50
1,
36
4
2,0
41
1,4
36
2,1
48
1,
98
1 2,9
66
1,
64
4
2,4
49
1,
50
0
2,2
45
Reta
il;
Reg
ion
al
Sh
op
pin
g
Cen
tres
Malls
GB
P/m
22,0
32
2,8
43
2,7
50
3
,89
0
2,7
50
3
,89
0
2,5
40
3
,55
4
2,6
74
3
,74
1 3
,46
9
4,8
77
2,8
74
4
,03
8
2,6
70
3
,75
5
Reta
il;
Reg
ion
al
Sh
op
pin
g
Cen
tres
Sp
ecia
lity S
ho
ps
GB
P/m
21,
168
1,
713
1,
60
0
2,4
00
1,
670
2,4
50
1,
46
0
2,1
42
1,5
37
2,2
55
2,1
22
3,1
07
1,75
6
2,5
73
1,
60
0
2,3
55
Reta
il;
Gen
era
lS
mall
sho
ps
an
d
Sh
ow
roo
ms
GB
P/m
26
45
1,
214
8
70
1,
670
8
70
1,
65
0
80
7
1,5
17
84
9
1,5
97
1,11
4
2,0
87
917
1,
73
3
85
5
1,6
00
Resi
den
tial;
Gen
era
lS
ing
le a
nd
Do
ub
le
Sto
rey
GB
P/m
25
84
78
0
80
0
1,20
0
96
0
1,3
00
73
0
975
76
8
1,0
26
1,
35
0
1,6
15
88
3
1,17
3
80
1 1,
06
6
Resi
den
tial;
Gen
era
l1
to 3
sto
rey u
nit
s; 8
5
-120
m2 p
er
un
itG
BP
/m2
69
9
93
4
920
1,
30
0
1,0
50
1,
35
0
874
1,
167
920
1,
228
1,
325
1,
99
0
1,0
51
1,4
09
9
70
1,
28
0
Rider Levett Bucknall | Riders Digest – United Kingdom 2017Rider Levett Bucknall | Riders Digest – United Kingdom 2017 1312
Be
lfast
Bir
min
gh
am
Bri
sto
lC
ard
iff
Ed
inb
urg
hL
on
do
nM
an
ch
est
er
Sh
eff
ield
Wo
rk
Ty
pe
De
scri
pti
on
Un
itL
ow
Hig
hL
ow
Hig
hL
ow
Hig
hL
ow
Hig
hL
ow
Hig
hL
ow
Hig
hL
ow
Hig
hL
ow
Hig
h
Resi
den
tial;
Gen
era
lT
ow
nh
ou
ses;
90
-1
20
m2 p
er
un
itG
BP
/m2
78
0
1,0
14
94
0
1,3
50
1,
100
1,
40
0
975
1,
26
8
1,0
26
1,
33
5
1,3
50
1,
85
0
1,17
4
1,5
21
1,0
70
1,
39
5
Resi
den
tial;
Gen
era
lS
ing
le a
nd
Do
ub
le
Sto
rey
GB
P/H
ou
se3
4,9
60
5
0,7
11
48
,00
0
70
,00
0
68
,00
0
90
,00
0
43
,70
0
63
,38
9
46
,00
0
66
,725
12
1,0
00
14
0,0
00
5
2,3
78
75
,96
8
47,9
44
6
9,5
24
Resi
den
tial;
Gen
era
l1
to 3
sto
rey u
nit
s; 8
5
-120
m2 p
er
un
itG
BP
/Un
it5
8,3
95
10
9,1
06
78
,00
0
160
,00
0
85
,00
0
165
,00
0
72,9
93
13
6,3
82
76
,83
5
143
,56
0
153
,00
0
190
,00
0
87,5
45
16
3,5
71
80
,00
0
150
,00
0
Resi
den
tial;
Gen
era
lT
ow
nh
ou
ses;
90
-1
20
m2 p
er
un
itG
BP
/Un
it6
6,0
78
11
6,7
89
8
5,0
00
16
5,0
00
9
6,0
00
16
5,0
00
8
2,5
98
14
5,9
87
86
,94
5
153
,670
14
8,0
00
212
,00
0
99
,06
4
175
,09
1 9
0,6
00
16
0,0
00
Resi
den
tial;
Mu
lti S
tore
y
Un
its
Up
to
10
Sto
reys
wit
h
lift:
60
-70
m2 p
er
un
itG
BP
/m2
1,222
1,3
25
1,
575
1,
975
1,
70
0
2,0
00
1,
527
1,6
57
1,6
07
1,74
4
2,4
75
4
,30
5
1,75
6
1,9
91
1,6
00
1,
820
Resi
den
tial;
Mu
lti S
tore
y
Un
its
Up
to
10
Sto
reys
wit
h
lift:
90
-12
0m
2 p
er
un
itG
BP
/m2
1,3
25
1,
713
1,
610
2,2
10
1,8
00
2,4
50
1,
65
7
2,1
42
1,74
4
2,2
55
2,4
50
4
,09
0
1,9
91
2,4
60
1,
85
5
2,2
90
Resi
den
tial;
Mu
lti S
tore
y
Un
its
Up
to
10
Sto
reys
wit
h
lift:
60
-70
m2 p
er
un
itG
BP
/Un
it70
,074
9
3,3
55
10
6,6
00
15
3,0
00
10
5,0
00
17
0,0
00
8
7,5
92
116
,69
3
92,2
02
122,8
35
20
6,0
00
3
58
,00
0
105
,05
8
139
,96
2
96
,00
0
128
,00
0
Resi
den
tial;
Mu
lti S
tore
y
Un
its
Up
to
10
Sto
reys
wit
h
lift:
90
-12
0m
2 p
er
un
itG
BP
/Un
it11
6,7
89
19
5,0
38
17
0,5
00
3
15,0
00
17
0,0
00
30
0,0
00
14
5,9
87
24
3,7
98
15
3,6
70
25
6,6
29
3
21,
00
0
53
6,0
00
17
5,0
91
29
2,4
05
16
3,0
00
270
,00
0
Off
ice
Fit
-Ou
t
Insu
ran
ce O
ffic
es;
G
overn
men
t D
ep
art
men
ts; O
pen
P
lan
ned
GB
P/m
226
9
39
2
34
0
510
3
95
5
50
3
36
4
90
3
54
5
16
55
1 726
4
14
59
2
375
5
45
Off
ice
Fit
-Ou
t
Majo
r C
om
pan
ies
Head
qu
art
ers
; O
pen
P
lan
ned
GB
P/m
24
23
76
8
55
0
1,20
0
55
0
90
0
528
9
60
5
56
1,
011
6
68
1,
03
2
53
6
827
48
9
76
2
Off
ice
Fit
-Ou
tS
olic
ito
rs, F
inan
cie
rs;
Op
en
Pla
nn
ed
GB
P/m
24
99
9
99
6
70
1,
370
5
50
8
00
6
24
1,
24
9
65
7
1,3
14
66
8
1,0
90
5
36
8
27
48
9
76
2
Off
ice
Fit
-Ou
tE
xecu
tive a
nd
Fro
nt
of
Ho
use
; O
pen
Pla
nn
ed
GB
P/m
25
38
1,
153
73
0
1,6
00
70
0
1,10
0
672
1,4
41
70
8
1,5
16
914
1,
45
4
70
4
1,17
3
65
9
1,10
7
Wo
rkst
ati
on
sS
ecre
tari
al
GB
P/E
ach
2,7
28
3
,89
9
3,7
00
5
,40
0
3,9
00
5
,56
0
3,4
10
4,8
74
3
,58
9
5,1
31
4,9
46
7,0
57
4,0
90
5
,84
5
3,7
80
5
,40
2
Wo
rkst
ati
on
sT
ech
nic
al S
taff
GB
P/E
ach
4,2
84
5
,45
5
5,8
00
7,5
00
6
,10
0
7,7
75
5
,35
4
6,8
19
5,6
36
7,1
78
7,7
60
9
,88
2
6,4
26
8
,18
0
5,9
38
7,5
55
Wo
rkst
ati
on
sE
xecu
tive
GB
P/E
ach
4,6
68
9
,374
6
,20
0
12,9
00
6
,20
0
13,0
00
5
,83
5
11,7
17
6,1
42
12,3
34
8
,45
2
16,9
74
6
,99
6
14,0
47
6,4
68
22,2
58
Ho
tel F
F&
EF
ive S
tar
Rati
ng
GB
P/
Bed
roo
m15
,55
9
62,2
36
21,
00
0
87,5
00
22,5
00
9
0,0
00
19
,44
9
77,7
96
20
,473
8
1,8
90
3
0,1
85
12
0,7
41
23
,311
9
3,2
33
21,
36
9
85
,39
4
Ho
tel F
F&
EF
ou
r S
tar
Rati
ng
GB
P/
Bed
roo
m9
,33
5
15,5
59
12
,60
0
21,
29
1 13
,30
0
22,1
50
11
,66
9
19,4
49
12
,28
4
20
,473
18
,111
3
0,1
85
13
,99
1 23
,311
12
,55
6
20
,925
Be
lfast
Bir
min
gh
am
Bri
sto
lC
ard
iff
Ed
inb
urg
hL
on
do
nM
an
ch
est
er
Sh
eff
ield
Wo
rk
Ty
pe
De
scri
pti
on
Un
itL
ow
Hig
hL
ow
Hig
hL
ow
Hig
hL
ow
Hig
hL
ow
Hig
hL
ow
Hig
hL
ow
Hig
hL
ow
Hig
h
Ho
tel F
F&
ET
hre
e S
tar
Rati
ng
GB
P/
Bed
roo
m6
,224
9
,412
8
,35
3
12,8
80
8
,90
0
13,4
00
7,7
80
11
,76
5
8,1
89
12
,38
5
12,0
74
18
,111
9
,33
1 14
,10
3
8,3
69
12
,65
8
Off
ice
Ref
urb
ishm
ent
CB
D O
ffic
es;
Typ
ical
Flo
or
GB
P/m
223
4
78
0
320
1,
20
0
33
0
1,10
0
29
3
975
3
08
1,
026
4
57
1,4
54
3
57
1,17
3
33
5
1,0
87
Recre
ati
on
al
Facili
ties
Reg
ion
al st
ad
ium
GB
P/S
eat
1,6
00
2,6
00
1,
65
0
2,7
00
1,
60
0
2,6
00
1,
60
0
2,6
00
1,
60
0
2,6
00
1,
68
0
2,7
30
1,
66
4
2,7
04
1,
60
0
2,6
00
Recre
ati
on
al
Facili
ties
Reg
ion
al fe
atu
re
stad
ium
GB
P/S
eat
2,3
00
4
,80
0
2,4
00
4
,95
0
2,3
00
4
,80
0
2,3
00
4
,80
0
2,3
00
4
,80
0
2,4
15
5,0
40
2,3
92
4,9
92
2,3
00
4
,80
0
Recre
ati
on
al
Facili
ties
Nati
on
al ic
on
ic s
tad
ium
GB
P/S
eat
4,2
00
7,7
00
4
,20
0
8,1
00
4
,20
0
7,7
00
4
,20
0
7,7
00
4
,20
0
7,7
00
4
,410
8
,08
5
4,3
68
8
,00
8
4,2
00
7,7
00
Recre
ati
on
al
Facili
ties
Ind
oo
r A
ren
aG
BP
/Seat
6,4
00
8
,30
0
6,4
50
8
,40
0
6,4
00
8
,30
0
6,4
00
8
,30
0
6,4
00
8
,30
0
6,7
20
8
,715
6
,65
6
8,6
32
6,4
00
8
,30
0
Recre
ati
on
al
Facili
ties
Ind
oo
r S
wim
min
g p
oo
ls
- 5
0m
(in
clu
din
g d
ry
spo
rts
facili
ties)
GB
P/m
23
,20
0
4,5
00
3
,25
0
4,5
20
3
,20
0
4,5
00
3
,20
0
4,5
00
3
,20
0
4,5
00
3
,36
0
4,7
25
3
,328
4
,68
0
3,2
00
4
,50
0
Sit
e W
ork
sL
an
dsc
ap
ing
; L
igh
t,
larg
e a
reas,
min
imal
pla
nti
ng
GB
P/H
ecta
re23
,43
5
93
,35
5
32,0
00
13
5,0
00
5
1,0
00
15
2,0
00
29
,29
3
116
,69
3
30
,83
5
122,8
35
4
2,2
59
17
5,0
74
3
5,1
12
139
,85
5
31,
827
126
,772
Sit
e W
ork
sL
an
dsc
ap
ing
; D
en
se
shru
bs,
to
pso
il, g
rass
GB
P/m
215
3
1 21
44
3
0
50
19
3
8
20
4
0
35
71
33
5
6
21
41
Sit
e W
ork
sL
an
dsc
ap
ing
; g
rass
ing
, la
rge a
reas,
to
pso
il so
win
g, tr
eati
ng
GB
P/m
24
8
5
11
10
20
5
10
5
10
12
24
11
23
5
10
Sit
e W
ork
sC
ar
Park
s o
n G
rou
nd
; L
igh
t D
uty
Pavin
gG
BP
/Car
69
9
1,16
8
95
0
1,70
0
1,25
0
1,8
50
8
74
1,
46
0
920
1,
53
7
1,3
37
2,1
81
1,0
50
1,
75
5
95
3
1,5
86
Sit
e W
ork
sC
ar
Park
s o
n G
rou
nd
; H
eavy D
uty
Pavin
gG
BP
/Car
1,16
8
1,9
40
1,
45
0
2,7
00
2,0
50
3
,05
0
1,4
60
2,4
25
1,
53
7
2,5
53
2,1
81
3,6
23
1,
75
5
2,9
17
1,5
86
2,6
37
Sit
e W
ork
s
Car
Park
s o
n G
rou
nd
; L
igh
t D
uty
Pavin
g
to S
ho
pp
ing
Cen
tre
Co
mp
lex
GB
P/C
ar
69
9
1,16
8
95
0
1,70
0
1,25
0
1,8
50
8
74
1,
46
0
920
1,
53
7
1,3
37
2,2
39
1,
05
0
1,75
5
95
3
1,5
86
Sit
e W
ork
s
Ro
ad
s; a
sph
alt
in
cl.
dra
inag
e a
nd
kerb
s,
Resi
den
tial E
state
6
.8m
wid
e
GB
P/m
54
6
1,16
8
73
5
1,70
0
875
1,
80
0
68
2
1,4
60
718
1,
53
7
1,0
32
2,2
39
8
27
1,75
5
74
2
1,5
86
Sit
e W
ork
s
Ro
ad
s; a
sph
alt
in
cl.
dra
inag
e a
nd
kerb
s,
Ind
ust
rial E
state
10
.4m
wid
e
GB
P/m
78
0
1,5
56
1,
075
2,3
00
1,
25
0
2,4
50
9
75
1,
94
5
1,0
26
2,0
47
1,4
54
2,9
07
1,17
3
2,3
36
1,
06
1 2,1
12
UK CONSTRUCTION COST DATA
BUILDING COSTS
UK CONSTRUCTION COST DATA
Rider Levett Bucknall | Riders Digest – United Kingdom 2017Rider Levett Bucknall | Riders Digest – United Kingdom 2017 1514
AVERAGE CONSTRUCTION PAYMENT DRAWDOWNThe tabulation below 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
UK CONSTRUCTION COST DATA UK CONSTRUCTION COST DATA
HALFRETENTION
IND
US
TR
IAL
SE
CT
OR
5
15
25
35
45
55
65
75
85
95
120
.0
100
.0
80
.0
60
.0
40
.0
20
.0
0.0
HALFRETENTION
OF
FIC
E S
EC
TO
R
5
15
25
35
45
55
65
75
85
95
120
.0
100
.0
80
.0
60
.0
40
.0
20
.0
0.0
HALFRETENTION
HO
TE
L S
EC
TO
R
5
15
25
35
45
55
65
75
85
95
120
.0
100
.0
80
.0
60
.0
40
.0
20
.0
0.0
CO
NT
RA
CT
PE
RIO
D (
%)
CONTRACT EXPENDITURE (%)
Rider Levett Bucknall | Riders Digest – United Kingdom 2017Rider Levett Bucknall | Riders Digest – United Kingdom 2017 1716
UK CONSTRUCTION COST DATA
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)
465 - 560 m2
- Reinforced concrete slab on ground (Grade 35)
410 - 510 m2
COLUMNS
- Reinforced Concrete (600 x 600mm Grade 35)
200 - 260 m
- Reinforced Concrete (900 x 900mm Grade 35)
408 - 510 m
UPPER FLOORS (EXCLUDING BEAMS)
- 150mm reinforced concrete suspended floor slab (Grade 35) on holorib permanent formwork
60 - 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
95 - 145 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
12,000 - 18,000 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
125 - 175 m2
- Double glazed window unit (casement type)
300 - 455 m2
- Glass curtain wall system, capped stick built system
425 - 700 m2
EXTERNAL DOORS (INCLUDING IRONMONGERY)
- Single leaf solid core door
940 - 1,200 no.
- Double leaf glazed door 1,350 - 1,600 no.
- Double leaf automatic operating door
4,300 - 7,500 no.
UK CONSTRUCTION COST DATA
Rider Levett Bucknall | Riders Digest – United Kingdom 2017Rider Levett Bucknall | Riders Digest – United Kingdom 2017 1918
UK CONSTRUCTION COST DATA
CONSTRUCTION ELEMENTS
Item £ Unit
INTERIOR WALLS
- 250mm reinforced concrete wall (Grade 35)
165 - 185 m2
- 100mm block wall 25 - 30 m2
- 140mm block wall 28 - 40 m2
- Plasterboard metal stud wall / single layer each side
37 - 50 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 840 - 1,250 Each
- Fully glazed office partition full (2.8m) height, frameless joints
Single glazed 305 - 500 m
Double glazed 910 - 1,115 m
WALL FINISHES
- Plaster and emulsion paint
16 - 21 m2
- Plaster and vinyl fabric wallpaper
21 - 35 m2
- Cement render and ceramic tile
60 - 95 m2
- Granite tiles 100 - 155 m2
Item £ Unit
CEILING FINISHES
- Metal framed plasterboard ceiling painted
27 - 32 m2
- Exposed grid suspended ceiling with mineral fibre board acoustic ceiling
26 - 35 m2
- Hygienic suspended ceiling system
30 - 40 m2
FLOOR FINISHES
- Carpet tile 18 - 38 m2
- Ceramic tile 45 - 85 m2
- Raised Access floors standard duty
32 - 45 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
VERTICAL TRANSPORTATION
- Glass sided escalator (4m rise)
62,500 - 78,000 no.
- 13 passenger lift serving 4 floors
51,000 - 62,000 no.
- Hydraulic lift serving 2 floors
25,000 - 37,000 no.
UK CONSTRUCTION COST DATA
Rider Levett Bucknall | Riders Digest – United Kingdom 2017Rider Levett Bucknall | Riders Digest – United Kingdom 2017 2120
ESTIMATING DATA
22 Definition of Office Fit-out Categories
23 Reinforcement Ratios
24 Method of Measurement of Building Areas
ONE QUEEN CAROLINE STREETLONDON, UK
A home to businesses that demand the highest standards in the workplace
Photo credit: Landid
Rider Levett Bucknall | Riders Digest – United Kingdom 2017Rider Levett Bucknall | Riders Digest – United Kingdom 2017 2322
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 ventilation 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
ES
TIM
AT
ING
DA
TA
Rider Levett Bucknall | Riders Digest – United Kingdom 2017Rider Levett Bucknall | Riders Digest – United Kingdom 2017 2524
The information provided is a summary from the RICS Code of Measurement Practice, effective globally from 18 May 2015.
These rules are intended as a brief guide only and the full RICS Code of Measuring Practice 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
ESTIMATING DATA ESTIMATING DATA
Note from the 1st January 2016 a RICS Professional Statement (PS)2 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) to IPMS (International Property Measurement Standards). 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)
IPMS 1: 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
Rider Levett Bucknall | Riders Digest – United Kingdom 2017Rider Levett Bucknall | Riders Digest – United Kingdom 2017 2726
ESTIMATING DATA ESTIMATING DATA
ALL BUILDINGS EXCLUDING OFFICES OFFICES ONLY
INCLUDING EXCLUDING INCLUDING EXCLUDING
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
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
Structural, raked or stepped floors are to be treated as a level floor measured horizontally
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
External car parking, equipment yards, cooling equipment and refuse areas - definition added in PS
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
Other ground level areas that are not fully enclosed - definition added in PS
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
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
Areas with a headroom of less than 1.5m
Pavement vaults Pavement vaults
Garages Garages
Conservatories Conservatories
METHOD OF MEASUREMENT OF BUILDING AREAS
Rider Levett Bucknall | Riders Digest – United Kingdom 2017Rider Levett Bucknall | Riders Digest – United Kingdom 2017 2928
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).
IPMS 2 - Office: 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
RICS Professional Statement (PS) effective from 1st January 2016 which affects the measurement of offices. Identified changes are highlighted in Red.
Using IPMS 2 offices are separated for measurement into eight component areas:Component A – Vertical penetration e.g. lift / elevator shaft and ductsComponent B – Structural elements all structural walls to inside of internal dominant face Component C – Technical services e.g. plant rooms, lift/elevator motor rooms and maintenance roomsComponent D – Hygiene areas e.g. toilet facilities, cleaners, shower room and changing roomComponent E – Circulation areas – all horizontal circulation areasComponent F – Amenities e.g. cafeteria, day care facilities, fitness areas and prayer roomsComponent G – Workspace, e.g. the area available for use by personnel, furniture and equipment for office purposesComponent H – Other areas including balconies, covered galleries, internal car parking and storage roomsIf an area is for multifunctional use, it is to be stated as its principal use.Limited use areas must be identified, measured and stated separately within IPMS reported areas.
ALL BUILDINGS EXCLUDING OFFICES OFFICES ONLY
INCLUDING EXCLUDING INCLUDING EXCLUDING
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. Where the internal dominant face is a window the internal dominant face is taken to the glazing.
ESTIMATING DATA ESTIMATING DATA
METHOD OF MEASUREMENT OF BUILDING AREAS
Rider Levett Bucknall | Riders Digest – United Kingdom 2017Rider Levett Bucknall | Riders Digest – United Kingdom 2017 3130
ALL BUILDINGS EXCLUDING OFFICES OFFICES ONLY
INCLUDING EXCLUDING INCLUDING EXCLUDING
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
Enclosed walkways or passages between separate buildings – definition added in PS
Atria and entrance halls, with clear height above, measured at base level only
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
Voids over or under structural, raked or stepped floors
Internal open-sided balconies, walkways, and the like - included but stated separately
Voids over or under structural, raked or stepped floors
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
Structural, raked or stepped floors are to be treated as a level floor measured horizontally
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
Greenhouses, garden stores, fuel stores, and the like in residential property
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
ESTIMATING DATA ESTIMATING DATA
METHOD OF MEASUREMENT OF BUILDING AREAS
Rider Levett Bucknall | Riders Digest – United Kingdom 2017Rider Levett Bucknall | Riders Digest – United Kingdom 2017 3332
ALL BUILDINGS EXCLUDING OFFICES OFFICES ONLY
INCLUDING EXCLUDING INCLUDING EXCLUDING
Corridors of a permanent essential nature (e.g. fire corridors, smoke lobbies)
External car parking, equipment yards, cooling equipment and refuse areas - definition added in PS
Corridors of a permanent essential nature (e.g. fire corridors, smoke lobbies)
External car parking, equipment yards, cooling equipment and refuse areas - definition added in PS
Mezzanine floor areas with permanent access
Other ground level areas that are not fully enclosed - definition added in PS
Mezzanine floor areas with permanent access
Other ground level areas that are not fully enclosed - definition added in PS
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
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
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 a headroom of less than 1.5m
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
ESTIMATING DATA ESTIMATING DATA
METHOD OF MEASUREMENT OF BUILDING AREAS
Rider Levett Bucknall | Riders Digest – United Kingdom 2017Rider Levett Bucknall | Riders Digest – United Kingdom 2017 3534
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).
IPMS 3 - Office: 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
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 added: The floor area available on an exclusive basis to an occupier, but excluding standard facilities and shared circulation areas, and calculated on an occupier-by-occupier floor-by-floor basis for each building. All internal walls and columns with an occupant; exclusive area included within IPMS 3 - office. The floor area is taken to the internal dominant face and, where there is a common wall with an adjacent tenant, to the centre line of the common wall.
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
ESTIMATING DATA ESTIMATING DATA
METHOD OF MEASUREMENT OF BUILDING AREAS
Rider Levett Bucknall | Riders Digest – United Kingdom 2017Rider Levett Bucknall | Riders Digest – United Kingdom 2017 3736
ALL BUILDINGS EXCLUDING OFFICES OFFICES ONLY
INCLUDING EXCLUDING INCLUDING EXCLUDING
Areas occupied by ventilation/heating grilles
Areas under the control of service or other external authorities including meter cupboards and statutory service supply point
Areas occupied by ventilation/heating grilles
Areas under the control of service or other external authorities including metercupboards and statutory service supply point
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 in sole 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
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
Measured but identified separately
Vehicle parking areas (the number and type of spaces noted)
Vehicle parking areas (the number and type of spaces noted)
ESTIMATING DATA ESTIMATING DATA
METHOD OF MEASUREMENT OF BUILDING AREAS
Rider Levett Bucknall | Riders Digest – United Kingdom 2017Rider Levett Bucknall | Riders Digest – United Kingdom 2017 3938
ALL BUILDINGS EXCLUDING OFFICES OFFICES ONLY
INCLUDING EXCLUDING INCLUDING EXCLUDING
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
Enclosed walkways or passages between separate buildings – definition added in PS
Enclosed walkways or passages between separate buildings – 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
Patios, decks at ground level not forming part of the structure – definition added in PS
Patios, decks at ground level not forming part of the structure – definition added in PS
External car parking, equipment yards, cooling equipment and refuse areas - definition added in PS
External car parking, equipment yards, cooling equipment and refuse areas - definition added in PS
Other ground level areas that are not fully enclosed - definition added in PS
Other ground level areas that are not fully enclosed - definition added in PS
Open light wells upper level voids of an atrium
Open light wells upper level voids of an atrium
Source: RICS3
ESTIMATING DATA ESTIMATING DATA
METHOD OF MEASUREMENT OF BUILDING AREAS
Rider Levett Bucknall | Riders Digest – United Kingdom 2017Rider Levett Bucknall | Riders Digest – United Kingdom 2017 4140
CONSTRUCTION INSIGHTS
42 RIBA Outline Plan of Work44 OJEU Process46 Procurement Options 54 RLB Insight: Specification is the Guardian of Quality56 Building Information Modelling (BIM)59 Government Soft Landings (GSL)60 Costing Structural Timber62 RLB Insight: Older Persons' Housing64 Estate Rationalisation66 RLB Insight: Efficiency & the NHS68 Sustainability70 SKA Rating72 BREEAM73 Energy Performance Certificates (EPC)74 Display Energy Certificates (DEC)76 Minimum Energy Efficiency Standard (MEES)77 Energy Savings Opportunity Scheme (ESOS)78 Renewable Technologies: Application and Cost Data
81 Party Wall Advice82 Dilapidations84 Project Monitoring85 RLB Field86 Apprenticeship Levy87 Gender Pay Gap Reporting88 Wellness in the Built Environment90 RLB Insight: Back to (FM) Basics
Rider Levett Bucknall | Riders Digest – United Kingdom 2017Rider Levett Bucknall | Riders Digest – United Kingdom 2017 4342
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, the RIBA undertook a comprehensive review of the RIBA Plan of Work 2007.
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)4
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.
Off-site manufacturing and on-site 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
RIBA OUTLINE PLAN OF WORK
“
CONSTRUCTION INSIGHTS CONSTRUCTION INSIGHTS
Rider Levett Bucknall | Riders Digest – United Kingdom 2017Rider Levett Bucknall | Riders Digest – United Kingdom 2017 4544
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 Contract 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
OJEU5
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
� this will narrow the number of bidders who can submit a tender
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 the R&D and purchase within the same procurement process
CONSTRUCTION INSIGHTS CONSTRUCTION INSIGHTS
Rider Levett Bucknall | Riders Digest – United Kingdom 2017Rider Levett Bucknall | Riders Digest – United Kingdom 2017 4746
Ad
van
tag
es
�C
om
peti
tive f
air
ness
– a
ll te
nd
ers
lik
e f
or
like
� C
ost
cert
ain
ty a
t o
uts
et
of
co
ntr
act
�E
stab
lish
ed
/ t
ried
an
d
test
ed
� M
ino
r ch
an
ges
can
be
imp
lem
en
ted
�E
stab
lish
ed
meth
od
of
valu
ati
on
�C
ap
ab
le o
f co
nvers
ion
to
a
gu
ara
nte
ed
maxim
um
pri
ce
(GM
P)
�C
on
tracto
r d
esi
gn
ed
ele
men
ts c
an
be
acco
mm
od
ate
d.
Co
nce
rns
/ C
on
sid
era
tio
ns
�T
ime r
eq
uir
ed
to
co
mp
lete
fu
ll d
esi
gn
pri
or
to t
en
der
�F
ull
desi
gn
no
t alw
ays
ach
ievab
le -
e.g
. sp
ecia
list
are
as
sub
ject
to c
on
tracto
r d
esi
gn
� C
lien
t ta
kes
tim
e a
nd
co
st
risk
fo
r ch
an
ges
in d
esi
gn
� C
lien
t ta
kes
desi
gn
ris
k � C
on
tractu
al /
ad
vers
ari
al
ap
pro
ach
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.
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
TR
AD
ITIO
NA
L L
UM
P S
UM
Key F
eatu
res
�D
esi
gn
co
mp
lete
pri
or
to t
en
der
�C
on
tracto
r ta
kes
pri
ce a
nd
tim
e r
isk
for
wo
rks
as
ten
dere
d �C
lien
t co
ntr
ols
desi
gn
� T
wo
sta
ge /
neg
oti
ati
on
can
be
acco
mm
od
ate
d a
s an
alt
ern
ati
ve
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
Se
qu
en
ce
Key
Co
ntr
actu
al L
ine
Co
mm
un
icati
on
Lin
e
PROCUREMENT OPTIONS
CONSTRUCTION INSIGHTS CONSTRUCTION INSIGHTS
Rider Levett Bucknall | Riders Digest – United Kingdom 2017Rider Levett Bucknall | Riders Digest – United Kingdom 2017 5150
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
NT
RA
CT
ING
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
) �S
ing
le c
on
tract
betw
een
Clie
nt
an
d M
C w
ith
T
rad
e C
on
tracto
rs c
on
tracte
d t
o M
C �P
roje
ct
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
Se
qu
en
ce
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
�T
en
der
(Em
plo
yers
' Req
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
. �T
en
der
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
Se
qu
en
ce
Ad
van
tag
es
�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
co
nst
ructi
on
overl
ap
pin
g �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 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
pla
n a
gre
ed
wit
h C
lien
t an
d D
esi
gn
T
eam
befo
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
van
tag
es
� S
ing
le p
oin
t re
spo
nsi
bili
ty �T
ran
sfer
of
specu
lati
ve r
isks
to
the C
on
tracto
r �E
arl
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
) �C
ost
cert
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)
�T
ried
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
nce
rns
/ C
on
sid
era
tio
ns
�C
lien
t ta
kes
pro
gra
mm
e
an
d c
ost
ris
k � L
ack o
f co
st c
ert
ain
ty
for
Clie
nt.
�P
ote
nti
al ‘p
ost
bo
x’
scen
ari
o �R
eq
uir
es
hig
her
deg
ree
of
Clie
nt
invo
lvem
en
t �N
o s
ing
le p
oin
t o
f re
spo
nsi
bili
ty �N
ot
as
mu
ch
su
pp
ly
ch
ain
in
terf
ace a
nd
tr
an
spare
ncy
Co
nce
rns
/ C
on
sid
era
tio
ns
�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
Co
ntr
acto
r p
rices
desi
gn
ris
k � C
lien
t lo
ses
infl
uen
ce o
ver
desi
gn
co
ntr
ol –
Em
plo
yers
' Req
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
of
inte
rest
� P
ost
co
ntr
act
ch
an
ges
can
be m
ore
exp
en
sive t
han
tra
dit
ion
al co
ntr
acts
w
ith
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
CONSTRUCTION INSIGHTS CONSTRUCTION INSIGHTS
Rider Levett Bucknall | Riders Digest – United Kingdom 2017Rider Levett Bucknall | Riders Digest – United Kingdom 2017 5352
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
VE
LO
P &
CO
NS
TR
UC
T
Key F
eatu
res
� M
ain
Co
ntr
acto
r ap
po
inte
d e
arl
y (
at
Sta
ge C
o
r D
) � D
esi
gn
Team
no
vate
d t
o M
ain
Co
ntr
acto
r b
efo
re
fixed
pri
ce is
ag
reed
� T
arg
et
co
st c
on
tract
(e.g
. NE
C3
) ty
pic
ally
ad
op
ted
� In
itia
l ap
po
intm
en
t m
ad
e o
n q
ualit
y b
ase
d
ass
ess
men
t p
lus
oh
&p
/ p
relim
s –
Pre
-co
nst
ructi
on
ag
reem
en
t re
qu
ired
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
Se
qu
en
ce
UK CONSTRUCTION INFORMATIONA
dvan
tag
es
� In
teg
rati
on
of
desi
gn
an
d c
on
stru
cti
on
th
rou
gh
co
llab
ora
tive
ap
pro
ach
�O
verl
ap
pin
g o
f d
esi
gn
an
d p
rocu
rem
en
t w
ith
ou
t th
e r
isk o
f u
n-p
riced
desi
gn
d
evelo
pm
en
t �Q
uic
ker
overa
ll p
rocess
�P
rog
ress
ive
co
-ord
inati
on
of
desi
gn
wit
h t
he
earl
y in
teg
rati
on
of
specia
list
co
ntr
acto
rs
Co
nce
rns
/ C
on
sid
era
tio
ns
� L
ess
co
st c
ert
ain
ty t
han
tra
dit
ion
al /
D&
B p
rocu
rem
en
t ro
ute
s � G
oo
d o
pti
on
in
ris
ing
mark
et
– p
ote
nti
ally
no
t o
fferi
ng
best
pri
ce in
a
falli
ng
mark
et
�T
arg
et
co
st a
nd
pro
gra
mm
e s
ub
ject
to
ch
an
ge if
they a
re n
ot
‘ro
bu
st’
�S
ett
ing
th
e t
arg
et
co
st a
t th
e r
igh
t le
vel
� R
eq
uir
es
a c
olla
bo
rati
ve a
pp
roach
fro
m
the w
ho
le t
eam
� T
arg
et
co
st c
on
tracts
(N
EC
3)
req
uir
e
exte
nsi
ve a
dm
inis
trati
on
�L
oss
of
desi
gn
co
ntr
ol–
desi
gn
need
s to
be d
evelo
ped
to
an
ap
pro
pri
ate
level
that
is a
ccep
tab
le t
o t
he c
lien
t � P
re-s
ele
cti
on
of
the ‘r
igh
t’ c
on
tracto
r is
key
PROCUREMENT OPTIONS
CONSTRUCTION INSIGHTSTHAMES TOWER
READING, UK
Re-thinking a Reading Landmark
Image credit: Landid
Rider Levett Bucknall | Riders Digest – United Kingdom 2017Rider Levett Bucknall | Riders Digest – United Kingdom 2017 5554
SPECIFICATION IS THE GUARDIAN OF QUALITY
CONSTRUCTION INSIGHTS
Construction information is complex and has to be aligned with detailed contractual terms, in order to see the client’s investment.
Specifications are crucial to this process as they provide a contractual description of all the constituent parts of a building, such that when they are assembled they result in a prime asset of a pre-determined appearance, functionality and quality.
In an ideal world the specification would include precise details of every single building element by name, component part, supplier, etc. all having been pre-tested and prototyped so that there are no surprises.
Specifications in the modern world have to be clever and intuitive. There is no such thing as a standard specification,and very few buildings of any scale, or inclusive of any project specific manufacturing process, can be specified by the press of a button, or through the collection of a list of manufacturers and products.
Even if that were possible, European Regulations for the procurement of public buildings does not allow the naming of products and, in many other parts of the world, clients insist on listing at least three products and manufacturers for every element. For natural materials, or those of particular aesthetic appearance, this creates quite a challenge for the designer.
The specification is therefore the guardian of quality, seeking to ensure that the client gets value for money and what they paid for.
SPECIFICATION TOP TIPS
1. Understand the form of procurement and produce specifications to suit.
2. Do not ignore elements that are yet to be designed in detail, rather provide the QS and tenderers with the best descriptions, visual requirements and performance criteria so that the QS can prepare an accurate, compliant, tender price.
3. If you are being novated to the contractor post-contract, remember that you will have to deliver the final detailed design based on your requirements; so make sure they are achievable.
4. Once novated remember that the contract specification is your only defence when pressured to find a faster and cheaper solution.
To discuss how Specification Consultancy can work for you please contact:
Mark SchumannHead of Advisory
t. +44 207 398 8300
RLB INSIGHT RLB INSIGHT
Rider Levett Bucknall | Riders Digest – United Kingdom 2017Rider Levett Bucknall | Riders Digest – United Kingdom 2017 5756
BUILDING INFORMATION MODELLING (BIM)
CONSTRUCTION INSIGHTS CONSTRUCTION INSIGHTS
BIM is a collaborative process based around a digital model of the building. BIM is not software, nor is it simply a 3D model of a building - the fundamental difference being that the BIM file contains “information”; hence the “I” in BIM is the key element.
The BIM process is used to create, manage and share information on a project throughout its life-cycle. It can be used to design, construct and operate buildings in a common environment, with the same information being used by all parties. Designing in a BIM environment involves assembling objects to form the digital model. Each object (e.g. a door) has information embedded/attributed to it e.g. weight, colour, etc.
The information attributed to the objects can be accessed and used by all parties. By allowing other parties to re-use the common information, this allows for collaboration, greater efficiency and co-ordination of the model in a virtual environment. Examples of information attributed to objects include:
� Visual data � Dimensional and geometric data � Functional data � Performance data � Specification data � Cost data � Construction programme data
The information contained within a BIM file is described in a number of ways; typically by the type of data and level of detail. Commonly used terms to describe this information include BIM Maturity Levels, Level of Detail or Development and BIM Dimensions.
BIM MATURITY LEVELS
In the UK BIM Maturity Levels are a measure of the ability of the construction supply chain to operate and exchange information. There is some debate over the exact meaning of each level; however, levels are generally defined as:
� Level 0 – 2D CAD with paper or electronic distribution, no collaboration.
� Level 1 – Typically a mixture of 3D CAD for concept work, and 2D for drafting of statutory approval documentation and Production Information.
Common models are not shared between project team members.
� Level 2 – This is distinguished by collaborative working – all parties produce their own BIM files independently. Information is exchanged between different parties through a common file format, which enables any organisation to be able to combine that data with their own in order to make a federated (combined) BIM file. The federated BIM file is then interrogated and any changes required are undertaken independently. This process is repeated at several pre-defined stages of the project until the model is complete.
� Level 3 - This represents full collaboration between all disciplines by means of using a single, shared project model which is held in a centralized repository. All parties can access and modify that same model, and the benefit is that it removes the final layer of risk for conflicting information. This is known as ‘Open BIM’
Please refer to A Report for the Government Construction Client Group, Building Information Modelling (BIM) Working Party Strategy Paper, March 20116
LEVEL OF DEVELOPMENT
The Level of Development (LOD) Specification released by the BIM Forum (bimforum.org) is a useful reference that enables users to specify and describe both the content and the reliability of objects in the Building Information Models. An important and useful aspect of the specification is the distinction between the content and the reliability of the information, or what it can be relied on for.
Please see 2015 Level of Development Specification to find out more7
Rider Levett Bucknall | Riders Digest – United Kingdom 2017Rider Levett Bucknall | Riders Digest – United Kingdom 2017 5958
3D 4D
5D 6D
Design Programme & Scheduling
Cost Estimating
Operation / Maintenance
BIM DIMENSIONS
There is some debate as to the exact content of each level, but the definitions below are generally accepted with each additional dimension adding more information to the BIM file.
Three Dimensional representation of the building, with basic attributes included
3D BIM with the addition of Time and Programme/Scheduling information
4D BIM with the addition of Cost information
5D BIM with the addition of Sustainability, Operational and Energy information
RLB AND BIM
RLB has successfully been working in the BIM environment since 2010 on hundreds of projects ranging from small new buildings to large complex buildings around the globe, with some of the world’s leading designers. We are confident that we are at the forefront of our respective fields when engaged on projects in a BIM environment.
RLB has invested in BIM development including:
� Forming a Global BIM forum committed to developing and disseminating best practice from our offices around the world
� Developing our own in-house software to measure and/or extract data directly from a BIM file
� Using design software to further interrogate and understand the basis and composition of the model, allowing us to reuse data and query data
� Developing our own BIM Protocols, ensuring consistency of approach, training and best practice
GOVERNMENT SOFT LANDINGS (GSL)
CONSTRUCTION INSIGHTS
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)8.
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
CONSTRUCTION INSIGHTS
BUILDING INFORMATION MODELLING (BIM)
Rider Levett Bucknall | Riders Digest – United Kingdom 2017Rider Levett Bucknall | Riders Digest – United Kingdom 2017 6160
CONSTRUCTION INSIGHTS
These costs assume that the main contractor will include for:
� Site welfare and security � Storage and compounds � Labour attendances � Crane mats / hard standing / support areas and
scaffolding � General Health and Safety of the site � Foundations and underbuilding for the frame � Main contractors overheads and profit on the timber
frame
Fire risk mitigation is a critical aspect for timber frame and in addition to the costs stated we need to factor in the uplifts, addition to the base frame costs, associated with the separation distances. These are a guide only and careful site planning and specifics of individual sites need to be considered for budgeting.
Houses � No cost implications as below the
600m2 threshold
Apartments
� No cost implication on a typical housing
development site
� 1-2% uplift if within 18m of an occupied
building
� 3-5% uplift if within 8m of an occupied
building
Hotel
� No cost implication on a typical new-
build brownfield site
� 1-2% uplift if gable within 13m of an
occupied building
� 3-5% uplift if elevation within 18m of an
occupied building
� 3-5% uplift if gable within 7m of an
occupied building
� 5-10% uplift if elevation within 7m of an
occupied building
For more information please see the Structural Timber Estimating Guide 2016 available for download on the RLB website: (bit.ly/2n4g1tj)
The Structural Timber Estimating Guide 2017, which will also include SIPS and CLT, is scheduled for release in Autumn 2017.
COSTING STRUCTURAL TIMBER
CONSTRUCTION INSIGHTS
Timber frame is one of the most technologically advanced and sustainable forms of construction available in the 21st century. It ensures a high quality product, can reduce overall build costs and shortens the duration of programmes. Approximately 70% of the developed world’s population live in timber framed houses – with many across the USA, Canada, Scandinavia, Europe, Australia and Japan.
In the UK, timber frame is the fastest growing form of construction, with a current share of just over 25% of all new homes constructed. This is expected to continue to grow in the coming years. Structural timber is already a favoured form of construction in a number of commercial solutions such as medium rise hotels, student accommodation, education buildings, self-build developments and many others.
RLB was the author of the STA Estimating Guide 2016 and outlined below is a summary of the key points worthy of note.
A tender research study generated the following range of costs for the examples below:
� Apartment block over 3 storeys of 12 units � Housing development of several house types,
approximately 100 units, detached and semi detached
� Budget hotel over 2 storeys creating 40 en suite bedrooms
The costs below include for the erected timber frame, roof frame, upper floors, design and warranties
Low £/m2
Detailed Model £/m2
High £/m2
Apartment block 123.28 165.58 189.93
Detached house 119.00 137.03 155.60
Semi-detached house 120.81 155.76 178.87
Hotel 116.16 119.20 130.00
Source: Structural Timber Association – Structural timber estimating guide 2016
Rider Levett Bucknall | Riders Digest – United Kingdom 2017Rider Levett Bucknall | Riders Digest – United Kingdom 2017 6362
The UK population is aging. It is projected that by 2033 a third of households will include someone aged 65 or over - an increase from 26% in 20089. This is compounded by the fact that by 2033 19% of the household population is projected to live alone, compared with 14% in 200810. Older people (typically defined as those aged 65 or over) represent a diverse group with varied housing needs.
Spending cuts on both a local and national level have meant that older persons’ housing is not always necessarily fit for purpose.
It is necessary to plan ahead and consider how to deliver housing that continues to meet the needs of our aging population. Here we consider some solutions.
POTENTIAL SOLUTIONS:
� Promoting independence at home – the aim is to ensure older people remain independent through the use of tele-care and assisted living technology.
� Delivering quality homes – this will require capital expenditure but there is design guidance such as HAPPI (Housing our Ageing Population: Panel for Innovation bit.ly/2nziPtE) aimed at ensuring high design standards in older persons housing.
� Joining up healthcare and housing – this focuses on greater association between housing and health and social care. An example could be the use of “step-down” facilities offering assisted living but avoiding hospitalisation if appropriate. The construction of care facilities within or adjacent to hospital grounds is a further example.
� Future proofing - ensuring a longer term view is taken on older persons' housing including sheltered and retirement housing, to respond to changing demographics and lifestyle choices. The post-war generation have different outlooks and requirements in terms of lifestyle when compared to the previous generation.
RLB AND OLDER PERSONS' HOUSING
RLB is currently engaged on a range of commissions ranging from project management of extra care schemes through to asset reviews.
Our capability and portfolio includes:
� Project Management on Extra Care / Care / Sheltered Housing developments
� Asset and stock reviews � Master-planning and viability assessment � Refurbishment of listed heritage buildings � Luxury prestige private apartments and houses for
over 55’s accommodation
RLB is closely affiliated with Housing LIN and we are active in providing commentary on older persons' housing policy and research.
HOUSING LIN
www.housinglin.org.uk
The Housing Learning and Improvement Network (LIN) is a sophisticated network bringing together housing, health and social care professionals in England and Wales to exemplify innovative housing solutions for an ageing population.
OLDER PERSONS’ HOUSING
To find out more about the work we're doing in the residential sector, please contact:
Paul SambrookResidential Sector Lead
t. +44 207 398 8300
RLB INSIGHT RLB INSIGHT
Rider Levett Bucknall | Riders Digest – United Kingdom 2017Rider Levett Bucknall | Riders Digest – United Kingdom 2017 6564
ESTATE RATIONALISATION
In the current economic climate striving to deliver more with less is a key consideration. Estate Rationalisation can bring benefits to organisations with legacy land and property assets or expanding property requirements. A well-developed estates strategy can identify where efficiencies, income generators or capital receipts can be realised across the public and private sector.
The public sector is being driven by various government pressures, initiatives, reviews and reports. The One Public Estate initiative, Area Reviews of the Further Education sector and the Lord Carter Review into the NHS are just three examples. Releasing public sector owned land for residential development is also on the government agenda for delivering new housing targets.
Private sector businesses are under increasing pressure to increase productivity and maintain profit levels through more efficiency in an increasingly competitive global market. Whether delivering goods or services the facilities should be matched to the process and the highest quality workplaces will help retain and attract the best quality staff in the marketplace.
Furthermore the side benefits of change to the workplace are quite often overlooked as a new working environment is a great opportunity to change inappropriate cultures or working practices.
There may be many potential blockages to starting the journey ranging from a lack of funding through to a fear of failure. An in-house estates team may lack the necessary skills and resource to deliver change and doing their day job means this never becomes a priority. Not knowing where to start and what a successful process looks like may add to the inertia and procrastination. Investing in change today to realise savings over a longer period also adds to the mystery that means the urgent decisions overtake the important ones.
RLB has extensive experience in change management and estates strategies which can lead to estate rationalisation and transformation opportunities. We
understand that no two scenarios will be the same and we have a suite of solutions and processes that can help to unlock the opportunities for our customers.
SCHOOL ESTATES
With the growth of Academies in England there is more pressure on the estates teams of the Academy Trusts to be specialists within every facet of the school estate, where the Local Authority would have traditionally taken on this role. The challenges faced range from asbestos contamination, structural defects, through to more cyclical maintenance issues such as gas and electricity testing. Although much of this is mandatory, it is important that organisations such as RLB are there to support. As property specialists, we can work with Trusts to develop strategies for improvements, and assist in securing funding via CIF (Condition Improvement Fund),
Many Academies have taken on estates with dilapidation and condition issues; but also there are often challenges with the delivery of education styles. RLB is supporting these Trusts to not only understand the details of their existing estates but also to help rationalise spaces and develop options. In a time where schools are moving to Multi-Academy Trusts (MAT), the condition report can be developed into a full estate strategy which defines how the school will improve its estate over time.
The on-going maintenance and life-cycle costs are also crucially important. A comprehensive estate survey will inform MAT estate plans for many years, giving advice on which areas of the school are in the highest need of spend, and to what level this spend is.
RLB is currently working with the EFA and Academy Trusts to review how they manage their estate.
CONSTRUCTION INSIGHTSCONSTRUCTION INSIGHTS
Rider Levett Bucknall | Riders Digest – United Kingdom 2017Rider Levett Bucknall | Riders Digest – United Kingdom 2017 6766
The challenges that face the NHS in the UK are many and varied. From an estates perspective it is clear that NHS Trusts are struggling to maintain poor existing assets with the limited funding available.This has resulted in a review of the efficiency of the NHS across England, which has led to plans for the creation of 44 ‘Super-Trusts’ (Strategic Transformation Partnerships (STPs)). The aim of this is to maximise efficiency across the NHS estate, adopting sound Estate Rationalisation principles. At the time of writing the 44 Trusts are collaborating with the intention to implement the plan as soon as practically possible. RLB is currently working with a number of these STPs providing strategic advice on estate rationalisation, life-cycle advice, asset data capture, project and cost management.
The NHS is subject to significant political intervention, and funding streams are released and curtailed on a regular basis. Given that the next General Election is due in 2020, we would expect to see funds being released between now and then to reduce public concern regarding the ‘state of the NHS’ in England. Spring 2017 Budget announcements include £100m to combat overcrowding in A&E departments (by employing GPs in hospitals) and £325m of funding for some early achiever STPs. Much of the funding will be focused on clinical solutions, but a significant portion will have to be funnelled towards the NHS estates, which require widespread improvement whilst rationalisation takes place. An estimated £9.5bn of total capital funding will be needed to successfully deliver the STPs across England before 202011.
One area of interest which may become ‘best practice’ is the Greater Manchester devolution ‘experiment’. Greater Manchester has ten localities which have come together to take control of the £6 billion NHS budget intended for the combined group. It has created an entity that is fully coordinated, intending to look at health service delivery across the wider area, rather than duplicating locality by locality. The results of this
EFFICIENCY & THE NHS
will certainly inform the way that larger metropolitan authorities organise, rationalise and deliver health services in the future.
The private health sector is growing, with providers stepping in to help Trusts deliver elective surgery in particular. Private sector partnerships, joint ventures and property partnerships are bringing much needed additional funding and expertise to the NHS Trusts whilst the results of the government review of PF2 have yet to be announced.
Changes to local authority funding to support social care should materialise and a further £2bn government funding over the next 3 years may ease pressure on hospitals that must deal with long term elderly patients.
To discuss how our expertise within the NHS can work for you, please contact:
Dean SheehyDirector, Healthcare Sector Lead
t. +44 207 398 8300
RLB INSIGHT RLB INSIGHT
Rider Levett Bucknall | Riders Digest – United Kingdom 2017Rider Levett Bucknall | Riders Digest – United Kingdom 2017 6968
INTRODUCTION
Changes within the construction industry and government pressure have resulted in sustainability being placed increasingly high on the agenda. Drivers for improving corporate sustainability are multiplying, with regulation being the primary motivating factor for the construction industry, but also the desire for operational efficiencies, improved reputation and well-being benefits.
The UK is legally bound to reduce Greenhouse Gas (GHG) emissions by 80% by 2050, with the construction sector having a target of reducing GHG emissions by 50% by 2025. Whilst the targets are ambitious, the construction industry has responded with the release of new sustainability standards, and innovative methods of improving industry performance.
Key sustainable building benefits include: � Asset value: increased marketability, ability to
command greater rental premiums and higher sale prices
� Operating costs: reduced costs (up to 30% lower) through reduced energy and water consumption, lower long-term operation and maintenance costs
� Wellbeing: sustainable buildings improve productivity and occupant health and wellbeing
� Risk mitigation: increasing legislation against inefficient buildings
Our approach to sustainability recognises the link between our customers' built assets, carbon emissions and corporate responsibility. We believe that early engagement is key, and offer a range of services focused on sustainable development. Our service offering encompasses the whole estate life-cycle; including SKA Ratings, estate rationalisation and carbon accounting.
SUSTAINABILITY
CONSTRUCTION INSIGHTS
80% 2050by
UK is legally bound to reduce Greenhouse Gas (GHG) emissions by 80% by 2050
WHOLE ESTATE LIFE-CYCLE
Maintain & Operate
Dispose / Adapt
Maintain & Operate
Acquisition / Construction
Refurbish
EPC
BREEAM
BIM & Soft Land
ings
Total Cost Managem
ent
Carb
on A
ccounting C
arbon A
cco
un
tin
g
SKA Rating
En
erg
y A
ssessments
Ener
gy
Ass
ess
me
nts
Renewable Technology
CONSTRUCTION INSIGHTS
Rider Levett Bucknall | Riders Digest – United Kingdom 2017Rider Levett Bucknall | Riders Digest – United Kingdom 2017 7170
CONSTRUCTION INSIGHTS
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. SKA rating is an environmental assessment tool for sustainable fit-outs. Operated by RICS, SKA rating offers a credible, established alternative to BREEAM for benchmarking sustainability. SKA can be applied to any refurbishment or fit-out project, with schemes specific to Offices, Retail and Higher Education.
RLB certified Arup’s new offices in Sheffield, which achieved a coveted SKA Offices Gold Rating
Communicated through a Bronze, Silver, Gold rating system, projects are rewarded for addressing elements applicable to the project, and the assessment refrains from penalising schemes for elements that are outside of the scheme’s control, including the base build. SKA measures a number of impacts including energy and CO2 emissions, waste, water, materials, pollution, wellbeing and transport.
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 project scope. Assessments are made at three stages; design handover and occupancy. The latter involves reassessment one year on from handover and certification; it is considered best practice as it allows comparison of improvements against previous ‘in-use’ analysis.
SKA RATING
CONSTRUCTION INSIGHTS
DEVELOPING SKA HIGHER EDUCATION
As Development Partners on the SKA Higher Education scheme with RICS, RLB was involved in shaping and developing the rating criteria. Since the release of the scheme last year, we have certified the first two Higher Education rated projects in the UK and are involved in assessing a range of projects nationally.
Our track record in the Education sector is extensive, and we have assisted universities with writing SKA Ratings into Estate Strategies, Design Guides and Environmental Principles. This enables universities to embrace SKA across their estates; allowing not only for benchmarking ability but also allowing SKA principles to be incorporated into projects which are not formally SKA assessed.
RLB certified the first SKA HE Silver rated project in the UK for LSE’s Life fit-out.
“LSE are delighted that our ‘LSE LIFE’ refurbishment project was the first in the UK to achieve RICS SKA HE Silver certification, as well as SKA Offices Gold. This is part of our commitment to developing a sector-leading sustainable estate and strong environmental standards are now business-as-usual for LSE. Our students and staff demand strong action on sustainability – SKA has helped us demonstrate we’re living up to those expectations.”
Julian Robinson, Director of Estates, London School of Economics and Political Science (LSE)
Rider Levett Bucknall | Riders Digest – United Kingdom 2017Rider Levett Bucknall | Riders Digest – United Kingdom 2017 7372
CONSTRUCTION INSIGHTS
REFURBISHMENT AND FIT-OUT
BREEAM’s previous monopoly within the fit-out sector ended with the release of SKA Ratings, which was followed by BRE releasing the RFO scheme in 2014. The new four part system that BREEAM RFO employs allows for greater flexibility; one of the main criticisms of earlier schemes was lack of flexibility. Additionally, there was a substantial rise in benchmarks due to improved industry benchmarks available since 2008, when the previous BREEAM update was released. RLB has noticed a trend towards CAT A space requiring a BREEAM rating, but with SKA increasingly competing as a more flexible alternative.
BREEAM
CONSTRUCTION INSIGHTS
EPCs are used to provide information on a buildings energy use and carbon dioxide (CO2) emissions. They also include a recommendation report giving advice on how to reduce the amount of energy used and lower the level of CO2 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 CO2 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.
All domestic and commercial buildings in the UK available to buy or rent must have an EPC, and all EPCs are valid for 10 years from when issued.
ENERGY PERFORMANCE CERTIFICATES (EPC)
Example EPC
Rider Levett Bucknall | Riders Digest – United Kingdom 2017Rider Levett Bucknall | Riders Digest – United Kingdom 2017 7574
A Display Energy Certificate shows 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.
All public buildings over 250m2 of total useful floor area require a DEC. The threshold was lowered from 500m2 in July 2015.
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 1,000m2, the DEC and advisory report are valid for 10 years.
CONSTRUCTION INSIGHTS
DISPLAY ENERGY CERTIFICATES (DEC)
CONSTRUCTION INSIGHTS
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 buildingsIs 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 Government
NO
NO
You are unaffected in that building
You are unaffected
You are unaffected
Rider Levett Bucknall | Riders Digest – United Kingdom 2017Rider Levett Bucknall | Riders Digest – United Kingdom 2017 7776
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.
From 1 April 2020, the regulations will become more onerous, covering all property leases where an EPC exists, not just new transactions. Initially, the new regulations will target landlords of domestic properties but from 2023 will extend to cover non-domestic properties as well.
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. The office and retail sectors 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
CONSTRUCTION INSIGHTS
MINIMUM ENERGY EFFICIENCY STANDARD (MEES)
ENERGY SAVINGS OPPORTUNITY SCHEME (ESOS)
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) released figures stating that around 40% of businesses covered by ESOS failed to submit their compliance documents on time – and in September 2016 3,000 businesses were yet to comply.
The EA set up a dedicated ESOS Enforcement team to ensure that all businesses meet their obligations; with a fixed penalty of up to £5,000 for non-compliance and an additional £500 per working day up to a maximum of 80 working days, failure to comply could be costly.
It was announced in the 2017 Spring Budget that a single reporting framework could merge and replace the multiple compliance schemes which are currently in place, including ESOS – this, however, remains uncertain.
CONSTRUCTION INSIGHTS
Rider Levett Bucknall | Riders Digest – United Kingdom 2017Rider Levett Bucknall | Riders Digest – United Kingdom 2017 7978
RENEWABLE TECHNOLOGIES: APPLICATION AND COST DATA
Re
ne
wab
le
tech
no
log
yC
an
did
ate
b
uild
ing
sP
re-
req
uis
ite
sP
ote
nti
al b
arr
iers
Cap
ital C
ost
Payb
ack P
eri
od
To
wer
mo
un
ted
w
ind
gen
era
tors
AF
En
vir
on
men
tal im
pact
Sit
e s
pace f
or
larg
e
turb
ines
Pla
nn
ing
Ap
pro
val
2-5
0kW
ou
tpu
t £
25
00
- £
60
00
per
kW
Fo
r la
rger
turb
ines
the
payb
ack c
an
be
wit
hin
10
years
(t
akin
g in
to
acco
un
t F
eed
-in
ta
riff
s.
Bu
ildin
g m
ou
nte
d
'mic
ro w
ind
'B
GF
eed
in
Tari
ffs
do
no
t alw
ays
qu
alif
y f
or
these
u
nit
s
Pla
nn
ing
Ap
pro
val
£12
50
- £
43
00
per
kW
up
to
2kW
Ap
pro
xim
ate
ly
20
years
Sta
nd
ard
p
ho
tovo
ltaic
p
an
els
(p
oly
an
d
mo
no
cry
stalli
ne
pan
els
)
BH
Availa
ble
ro
of
space
Larg
er
sch
em
es
£14
00
- £
180
0
per
kW
p (
£20
0-£
26
0 /
m2)
Sm
alle
r d
om
est
ic s
ch
em
es
£16
00
- £
190
0 p
er
kW
p (
£3
00
-
£4
40
/m2)
Betw
een
8 a
nd
12
years
dep
en
din
g
on
siz
e, l
ocati
on
an
d u
sag
e p
rofi
le
Bu
ildin
g
inte
gra
ted
p
ho
tovo
ltaic
p
an
els
(g
lass
/g
lass
lam
inate
d)
CH
No
ne
Fo
r vary
ing
ran
ges
of
mate
rials
£
20
00
- £
35
00
/ k
W.
Cu
rved
gla
ss g
lazin
g u
nit
ra
ng
e f
rom
£4
00
0 -
£6
00
0
/ kW
Re
ne
wab
le
tech
no
log
yC
an
did
ate
b
uild
ing
sP
re-
req
uis
ite
sP
ote
nti
al b
arr
iers
Cap
ital C
ost
Payb
ack P
eri
od
Pass
ive s
ola
r w
ate
r h
eati
ng
DJ
No
ne
£8
50
- £
120
0 p
er
m2 (
co
sts
incre
ase
fo
r th
e s
malle
r sc
hem
es.
In
cre
ase
to
£10
00
-
£16
00
fo
r so
lar
heati
ng
syst
em
w
ith
pan
el are
a less
th
an
8m
2)
Over
25
years
Gro
un
d s
ou
rce
heat
pu
mp
BK
Gro
un
d c
on
dit
ion
su
rvey
req
uir
ed
. Dep
en
ds
on
op
en
lo
op
or
clo
sed
lo
op
syst
em
, an
d h
ori
zo
nta
l o
r vert
ical
co
llecto
rs
Sit
e s
pace f
or
ho
rizo
nta
l co
nn
ecto
rs
Gen
era
lly a
pp
rox £
150
0 p
er
kW
in
clu
din
g g
rou
nd
pip
es
in lo
ng
sh
allo
w t
ren
ch
es
an
d
£20
00
per
kW
fo
r g
rou
nd
p
ipes
wit
hin
deep
vert
ical
bo
reh
ole
s. A
s th
e d
uty
of
the s
yst
em
in
cre
ase
s p
ast
15
0kW
th
en
red
uce b
y 2
0%
. If
du
ty s
malle
r th
an
10
kW
th
en
in
cre
ase
by 4
0%
Over
20
years
Bio
mass
bo
ilers
BL
En
vir
on
men
tal im
pact
Main
ten
an
ce c
ost
s
Co
st f
or
bio
mass
bo
iler
syst
em
is
£4
50
- £
75
0 /
kW
, in
clu
din
g
pip
e r
un
s w
ith
in e
nerg
y c
en
tre,
pu
mp
s an
d o
ther
pri
mary
eq
uip
men
t.
8-1
0 y
ears
CONSTRUCTION INSIGHTS CONSTRUCTION INSIGHTS
Rider Levett Bucknall | Riders Digest – United Kingdom 2017Rider Levett Bucknall | Riders Digest – United Kingdom 2017 8180
Re
ne
wab
le
tech
no
log
yC
an
did
ate
b
uild
ing
sP
re-
req
uis
ite
sP
ote
nti
al b
arr
iers
Cap
ital C
ost
Payb
ack P
eri
od
CH
PE
ME
nvir
on
men
tal im
pact
Main
ten
an
ce c
ost
s
Gra
nt
fun
din
g f
or
gas
CH
P
£15
00
- £
30
00
per
kW
e
Fo
r sm
alle
r C
HP
un
its
wit
h a
d
uty
up
to
10
0kW
e c
ost
ran
ge
is £
80
0 -
£15
00
We
4-
8 y
ears
Fu
el C
ells
NL
Cu
rren
t p
roh
ibit
ive c
ost
an
d lim
ited
availa
bili
ty
in U
K m
ark
et.
Co
nst
an
t su
pp
ly o
f h
yd
rog
en
is
limit
ed
. Bo
ttle
d h
yd
rog
en
w
ou
ld n
eed
to
be
co
nsi
dere
d
£25
00
- £
63
00
per
kW
e
KEY
A Industrial distribution centres
B Most types of building
C Prestige offices and retail
D Residential and commercial, hotels and leisure
E Industrial, Hotel, Leisure, Hospital
F Average site wind speed minimum 7m/s
G Average site wind speed minimum 3.5m/s
H Roughly south-facing, un shaded
J Roughly south-facing, un shaded for hot water
K Feasible ground conditions
L Space and convenient source of fuel
M Space and convenient source of fuel - for summer heat
N Small scale in environmental sensitive areas
The Party Wall etc. Act (1996) provides a statutory framework to enable neighbours who share a boundary or structure to carry out building works.
The term ‘party structures’ applies to all party walls and party fence walls. It also includes horizontal party structures (such as floors or ceilings) between, for example, two adjoining flats or offices.
This Act applies throughout England and Wales for anyone who wants to undertake certain work that might have an effect on a neighbouring property.
If you intend on undertaking works to the Party Wall or excavating or building within the locality of a Party Wall or structure, you are required to serve a notice on the Adjoining Owners to obtain their agreement to your proposals.
Compliance with the Act is a legal requirement. The failure by a Building Owner to follow the correct procedures may result in legal action being taken and, more often than not, additional professional fees regularising the situation. In addition, the Owner could potentially be dealing with claims for damage where such may not have occurred as the result of the works, particularly to plasterwork or decorations.
The Act does not apply, however, to ‘minor’ works, including drilling small holes for fixings, inserting recessed electrical wiring or sockets and re-plastering.
There is provision for each party to appoint their own surveyor, or, subject to agreement, an ‘Agreed surveyor’ (one surveyor acting for both parties). The surveyor will draw up a document called an ‘Award’. The Award details the work to be carried out, when and how it is to be done and records the condition of the adjoining property before work begins. It may also grant access to both properties so the surveyor can inspect work in progress. In the event of a dispute, a ‘Third surveyor’, acts as arbiter.
Generally, the Building Owner who is carrying out the work pays all the professional fees.
PARTY WALL ADVICE
CONSTRUCTION INSIGHTS CONSTRUCTION INSIGHTS
RENEWABLE TECHNOLOGIES: APPLICATION AND COST DATA
Rider Levett Bucknall | Riders Digest – United Kingdom 2017Rider Levett Bucknall | Riders Digest – United Kingdom 2017 8382
DILAPIDATIONS
Dilapidations is a claim for the breach of a specific express or implied covenant under a Lease.
Typically, dilapidations claims relate to a breach of the following Lease covenants:
� Repair � Decoration � Reinstatement � Statutory obligations
The primary remedy usually sought for a breach of Lease covenant is monetary damages, however, depending on the type of claim and Lease Terms, other remedies can be sought including forfeiture of the Lease and specific performance.
A claim is prepared in the form of a Schedule of Dilapidations. In accordance with The Property Litigation Association (PLA) Protocol, it is recommended that a claim is prepared in the format of a Scott Schedule.
In accordance with the Protocol, a Schedule of Dilapidations should also include the following:
� Surveyor endorsement � Quantified Demand � A copy of the Schedule in electronic format
In addition to the cost of the Works, a claim will typically include the following costs to be incurred by the claimant:
� Consequential Losses � Contractors' Overhead & Profit � Legal Costs � Surveyor Fees � Principal Designer Fees � VAT
The types of Schedule of Dilapidations are as follows:
� Terminal Schedule of Dilapidations (Served within the last 6 months of the Term)
� Interim Schedule of Dilapidations (Served during the Term)
� Final Schedule of Dilapidations (Served after expiry of the Lease)
For claims relating to a breach of the Reinstatement covenant a Notice of Reinstatement may need to be served.
A Dilapidations claim may be limited by S.18 of the Landlord and Tenant Act 1927 which can be explained as follows:
� S.18 (i): The value of the repairing element of the claim must not exceed the loss in value of the property caused by the breach of the repairing covenant. It may be necessary for a Landlord to prepare a ‘Diminution Valuation’ to support the claim.
� S.18 (ii): The value of the claim is limited by the Landlord’s intentions for the property which may supersede any works to be carried out or paid for by the Tenant.
When preparing a Schedule of Dilapidations, it is essential that the Surveyor collates and reviews all information and documents relating to the Tenancy.
During the Lease Term, the Tenant has the option to remedy any breach of Lease covenant by carrying out all necessary remedial works.
Upon expiry of the Term the only remedy available is via monetary settlement unless otherwise permitted by the Landlord.
After expiry of the Lease Term and in the event of a monetary settlement not being agreed by the parties, the Landlord has the right to carry out all works to remedy the breach of Lease Covenant and to recover costs of debt via litigation. In this case the claim is not limited by S.18 of the Landlord and Tenant Act 1927.
An interim claim for dilapidations should be pursued with caution. An interim claim is made when a Landlord or Tenant has a concern regarding a specific breach of Lease covenant. In such cases, remedies available to a Landlord are damages, forfeiture or specific performance. The remedies available to a Tenant are forfeiture, specific performance, off-setting against rent and the right to undertake the works and recover costs.
A Repairs Notice may be served by a Landlord providing the Lease specifically allows for the Landlord to enter the property and carry out works to remedy a breach in Lease covenant. A Landlord should proceed with caution prior to serving a Repairs Notice on a Tenant in order to avoid claims for breach of Landlord obligations under the terms of the Lease.
CONSTRUCTION INSIGHTS CONSTRUCTION INSIGHTS
Rider Levett Bucknall | Riders Digest – United Kingdom 2017Rider Levett Bucknall | Riders Digest – United Kingdom 2017 8584
The monitoring role provides clients with risk mitigation advice, giving the client comfort that the completed development meets with their expectations. Clients may include:
1. Institutional Investors - who will acquire the scheme as an investment on completion
2. Tenants or Purchasers – who enter into a commitment to lease or purchase a property on completion
3. Banks or other development finance companies – where a loan matures at the end of the development period
4. Grant funders – such as the National Lottery5. Private Finance Initiative (PFI) funders and end users
The Development Monitoring role commences at a very early stage, in order to input advice into key investment/strategic decision-making processes.
There are 4 key stages:
Stage 1 – the intention is to provide the client with an initial report containing an overview and advice about potential risk items going forward and how to remove them. This will assist client negotiations with proposed developer / design and build contractor and provide the client with advice on all design and construction related issues, which may be necessary to include in the contractual, development and legal agreements.
Stage 2 - inspections will be facilitated by a thorough review and comment upon the stage 1 documentation detailed above. Stage 2 will generally involve regular site inspections to ensure that the principal contractor/developer is delivering what is expected, to the required standards and within the correct timescales.
Stage 3 - review of the Practical Completion process and the handover of the property and subsequent closing out of snagging and residual defects, where required.
Stage 4 – where our client is the end user, or where our client will become the Landlord, we may be asked to monitor the tenant fit-out package, to ensure that the same standards and compliances are met as in stages 2 and 3.
PROJECT MONITORING
CONSTRUCTION INSIGHTS CONSTRUCTION INSIGHTS
RLB FIELD
As technology continues to be a conduit of change, RLB continues to invest in our tools and technology to enhance efficiencies, and deliver projects with greater data certainty and transparency.
RLB Field is our method of collecting data in a digital format operating across a variety of platforms. Currently our most common utilisation of RLB Field is through smartphone, tablet and a web enabled application that RLB has built in-house. As a result we can tailor the application to customer needs with immediate results.
RLB Field increases efficiency and quality of our data capture, allowing us to produce bespoke, dynamic, real-time reports for our customers. For large programmes of work, site based reporting and cost planning is simpler and more effective, producing a better result for a lower cost.
Less paper, less time.
RLB Field can be utilised across projects and programmes and deployed across the design and construction teams for reporting and progress updates.
Rider Levett Bucknall | Riders Digest – United Kingdom 2017Rider Levett Bucknall | Riders Digest – United Kingdom 2017 8786
APPRENTICESHIP LEVY
The UK government introduced the Apprenticeship Levy in Spring 2017. This is changing the way that apprenticeships are funded.
ABOUT THE LEVY
From 6 April 2017, all employers operating in the UK with an annual payroll in excess of £3m are required to pay a 0.5% levy to fund apprenticeships, through the Pay As You Earn (PAYE) system.
Employers will be able to access funding through an online apprenticeship service and reclaim their levy contributions through digital vouchers (the online system will not apply to Scotland, Wales and Northern Ireland).
The Government will ‘top-up’ your contribution by 10% on a monthly basis.
Any unspent funds available in your digital account will expire after 24 months.
Employers will be able to:
� select an apprenticeship framework or standard � choose an approved training provider � choose an approved assessor organisation � post apprenticeship vacancies
THE VISION
The government vision is to increase the quality and quantity of apprenticeships – targeting 3 million apprenticeship starters by 2020.
The goal is to reform apprenticeships and for them to be considered a high quality viable alternative to university.
Improving quality of training and raising skills levels will improve productivity.
To find out more see: Apprenticeship Levy (bit.ly/2o2VOCJ)
RLB’s aim is to maximise our levy funding via Apprenticeship Degrees, the CMI Apprenticeship in Leadership and Management and other general apprenticeships as appropriate.
GENDER PAY GAP REPORTING
From 6 April 2017 the Equality Act 2010 (Gender Pay Gap Information) Regulations 2017 for private and voluntary employers will commence.
These regulations require employers with 250 or more employees to publish information relating to the mean and median gender pay gaps within their organisation.
This information must be published on the employer’s own website and also on a government sponsored site. This means that the information will be publicly available and accessible to customers, employees as well as potential future employees.
By calculating their gender pay gaps, employers will be able to better understand any gaps between male and female employees, and identify any appropriate action needed to address and tackle the gap.
CONSTRUCTION INSIGHTS CONSTRUCTION INSIGHTS
Rider Levett Bucknall | Riders Digest – United Kingdom 2017Rider Levett Bucknall | Riders Digest – United Kingdom 2017 8988
WELLNESS IN THE BUILT ENVIRONMENTThe association between the built environment and wellbeing continues to stimulate debate and research in the commercial office sector. Organisations including the World Green Building Council and the British Council for Offices cite the positive impacts of wellbeing on business owners and occupiers.
Wellbeing places the emphasis on the people – considering their happiness, health and physical and mental wellbeing. Research points towards the link between improved wellbeing and improved productivity, engagement and employee retention.
Employees are embracing wellbeing – preferring to work in a comfortable, flexible and well-designed space. Employers who recognise this and pay attention to the wellbeing of their workforce and their changing demands are the employers of choice. RLB’s roundtable on Wellbeing in Commercial Space noted that a focus on wellbeing can be a valuable recruitment tool. As the lines between work and lifestyle become increasingly blurred, the workspace needs to adapt. Buildings must be designed so that they are accessible at all times and accommodate the changing lifestyles of employees.
Delivering healthy buildings will impact on their design, construction and ongoing operation. Delivering these buildings will involve every member of the design team, and require an adapted way of thinking. Already, how we design is changing.
Gathering pace in the UK since launching in the US in 2014, the WELL Building Standard focuses on advancing health and wellbeing in buildings and communities. It brings together scientific and medical research and leading practices in building design, construction and operation, and focuses on 7 categories of building performance. The standard sets requirements across the 7 concepts and certification is awarded at 3 levels, silver, gold and platinum.
See more at: www.wellcertified.com/our-standard
Employers need to work with the industry to raise the profile of wellbeing. The focus surely needs to be on who rather than what is the building for?
The WELL 7 concepts
AIR
WATER
NOURISHMENT
LIGHT
FITNESS
COMFORT
MIND
CONSTRUCTION INSIGHTS CONSTRUCTION INSIGHTS
Rider Levett Bucknall | Riders Digest – United Kingdom 2017Rider Levett Bucknall | Riders Digest – United Kingdom 2017 9190
Facilities Management is a multi-billion pound global industry that touches all of our lives whether we realise it or not.
The British Institute of Facilities Management (BIFM) recently calculated that FM industry output represents approximately 7% of UK GDP per annum12. Few industries can show such variety, complexity and ability to evolve and adapt, and it is not surprising that FM is at the forefront of technological development with new ways of working, space utilisation, health and well-being and productivity of workers setting the “work place” agenda.
These are welcome developments and it is a fascinating time to work in such a diverse and capable industry. But it would be wrong to be distracted from what are the key building blocks of FM, the essential aspects that future developments - whichever direction they take - must be built on…
� A rounded “multi service” understanding of all supporting services to a business and how each contributes to success
� Management of support services resources � Contract management – scope, terms and
conditions, and performance � Business acumen and financial skills � Property and operations management � Making things work better – innovation and service
development � Providing standards of service commensurate to
customer requirements
And underpinning all of this - a comprehensive, fit for purpose, training and development programme to support today’s managers and the industry’s future leaders.
FM is a management discipline and as such needs professional and informed application from its protagonists, setting an exemplar approach in property services management, demonstrating value and expertise to the organisation it operates in.
The impact of technology on the workplace will continue to be an enabler that FM must understand and be able to take advantage of. Agile working,
BACK TO (FM) BASICS
flexible working, asset connectivity and systems interoperability will become the day to day norm and be expected by the end user rather than a possibility or in future development.
High standards in delivery and customer service, consistency in terminology and output, and commitment to service improvement are all essential in ensuring FM gains recognition as a key influence in our working environments. This will enable FM to deliver the strategic advantage to business that sets it apart from other sectors.
RLB is one of the very few independent practices with a truly global reach that supports clients with a consistent uniform approach to Facilities Consultancy. Our experts in each region all recognise the value that FM can bring, and regularly contribute to industry guidance papers, standards development and best practice advisory; we are very proud of the positive impact we make with the wide variety of organisations we work with.
To discuss how our FM Consultancy can work for you please contact:
Chris JeffersHead of FM Consultancy
t. +44 207 398 8300
RLB INSIGHT RLB INSIGHT
Rider Levett Bucknall | Riders Digest – United Kingdom 2017Rider Levett Bucknall | Riders Digest – United Kingdom 2017 9392
2016 OLYMPIC GAMESRIO DE JANEIRO, BRAZIL
Making the 2016 games a reality
ABOUT RLB
94 Introduction
96 Our Services
116 Our Sectors
117 Our People
118 RLB Euro Alliance
Rider Levett Bucknall | Riders Digest – United Kingdom 2017Rider Levett Bucknall | Riders Digest – United Kingdom 2017 9594
ABOUT RLB
INTRODUCTION
CONFIDENCE TODAY INSPIRES TOMORROW
With a network that covers the globe and a heritage spanning over two centuries, Rider Levett Bucknall is a leading independent organisation in cost management and quantity surveying, project management and advisory services.
Our achievements are renowned: from the early days of pioneering quantity surveying, to landmark projects such as the Sydney Opera House, HSBC Headquarters Building in Hong Kong, the 2012 London Olympic Games and CityCenter in Las Vegas.
We continue this successful legacy with our dedication to the value, quality and sustainability of the built environment. Our innovative thinking, global reach, and flawless execution push the boundaries. Taking ambitious projects from an idea to reality.
OUR VISION
CREATING A BETTER TOMORROW
The Rider Levett Bucknall vision is to be the global leader in the market, through flawless execution, a fresh perspective and independent advice.
Our focus is to create value for our customers, through the skills and passion of our people, and to nurture strong long-term partnerships.
By fostering confidence in our customers, we empower them to bring their imagination to life, to shape the future of the built environment, and to create a better tomorrow.
AT A GLANCE
� 120 offices � 4600 employees � £304 million global turnover
These figures include RLB Euro Alliance
ABOUT RLB
People Invest in our people and value their contribution
Industry Lead by example and shape the future of our industry in everything we do
Community Be aware of our social responsibilities and make our contribution to the community
Environment Be conscious of the difference we can make in creating a better tomorrow
Customers Challenge the norm, give fresh perspectives and deliver flawlessly
Suppliers Act with integrity, honesty and fairness in all our relationships
Shareholders Be a self-owned organisation, be financially robust, and deliver agreed financial plans
OUR VALUES
At the heart of everything we do
At Rider Levett Bucknall doing the right thing matters.
We believe we all have a responsibility to support the communities in which we live and work. Our global values are based on these seven insights:
Rider Levett Bucknall | Riders Digest – United Kingdom 2017Rider Levett Bucknall | Riders Digest – United Kingdom 2017 9796
OUR SERVICES
ABOUT RLB
At Rider Levett Bucknall we meet the needs of our customers through the flawless execution of our technical services. In a changing industry with the rise of multi-disciplinary organisations and digital disruption evolving the way we design, procure and construct projects, we believe our services should offer truly independent advice within the project environments in which we work.
The focus on how we deliver our service carries equal importance and our formal customer service programme supports our teams to take personal ownership, be highly responsive, focus on building collaborative relationships and an understanding of the broader project environments we work within. We call this the RLB way.
We focus our services in four key areas:
� Cost Management and Quantity Surveying � Project and Programme Management � Building Surveying & Health & Safety � Advisory services (including design management,
specification consultancy, facilities management consultancy, and SKA consultancy)
We believe in the importance of our professional associations to shape all aspects of our industry, to uphold the ethics of our professions, set evolving quality standards and attract the talent to our industry for the future. We work very closely with our professional bodies to proactively contribute to the development of our industry.
We believe that through the flawless execution of our professional advice and the skills and passion of our people, we truly enable our customers to bring their imagination to life.
We bring fresh, independent perspectives and combine our quality assured technical expertise and technology to deliver service excellence and operational efficiencies collaboratively to our industry.
We recognise that it is only through the skill and passion of our people that we can provide the highest standard of service to our customers, exercising professional judgement and insight – using our knowledge to the advantage of our customers.
We focus on:
� Expressing a valuable opinion � Commenting on value added � Enabling informed decisions
ABOUT RLB
Andrew ReynoldsDirector, Head of Service
t. +44 20 7398 8300
RLBIndependent
Advice Supply ChainDesign
Client
Rider Levett Bucknall | Riders Digest – United Kingdom 2017Rider Levett Bucknall | Riders Digest – United Kingdom 2017 9998
team to ensure ownership of the budget. All future changes will be managed against the signed off cost plan.
Our in-house cost planning tool ROSS5D is industry leading and supports quantity extraction from BIM models.
BIM
We have invested in development and training to ensure our BIM capability is at the forefront and formed a Global BIM Group to collate best practice. We utilise various software tools to verify accurate quantity extraction, such as Revit and Solibri.
LIFE-CYCLE COSTING
Using our expertise and experience in Facilities Management we have developed a Life-cycle Costing tool that can be utilised for both design optioneering and whole life costing.
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.
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 principal objectives in relation to cost certainty, quality of design, workmanship and programme. We can then
ABOUT RLB: OUR SERVICES
COST MANAGEMENT & QUANTITY SURVEYING
Service Lead: Russell Lloyd
COST MANAGEMENT
Our approach to Cost Management 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.
MASTERPLANNING
Our cross sector expertise combined with our benchmarking and cost modelling tools enable us to provide dynamic optioneering to support masterplanning studies.
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.
BENCHMARKING
Our in-house benchmarking tool TCM provides verified cost analysis across all building types. TCM identifies generic benchmark costs and specific project abnormals.
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
ABOUT RLB: OUR SERVICES
Rider Levett Bucknall | Riders Digest – United Kingdom 2017Rider Levett Bucknall | Riders Digest – United Kingdom 2017 101100
Service Lead: Jo Reynolds
RLB offers a full range of project and programme management services that complement our chosen sectors and individual customer requirements.
Our services relate to projects and programmes across all stages, from project inception and helping our customers to write their business plans to shape change, through to feasibility, procurement, construction and review.
We have a national and global reach enabling our services to be agile, working alongside our customers as they profile their property portfolio.
We recognise that different sectors and different customers have differing needs and we offer project and programme management services from a light touch to full detailed service. RLB is adaptable and can provide exactly the right service level to achieve the best project outcome.
RLB has the hard protocols and robust systems in place to manage the project timelines, communications, cost and risk and also possesses highly effective soft skills to make the difference. We integrate with all the professional disciplines to achieve one team and true collaboration without any waste of effort. We recognise that project budgets are to be maximised and it is our role to drive the best efficiency and value.
RLB is BSI certified for both project management and programme management and has extensive experience within the UK of delivering both individual projects and major change programmes.
Our approach to programme management is also shaped to suit the sector and customer and we recognise the importance of setting up the programme processes, timelines and management principles as the key to success. We have specialist programme managers that work nationally with an unrivalled passion to deliver successful change.
PROJECT & PROGRAMME MANAGEMENT
ABOUT RLB: OUR SERVICES
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
management.
ABOUT RLB: OUR SERVICES
Rider Levett Bucknall | Riders Digest – United Kingdom 2017Rider Levett Bucknall | Riders Digest – United Kingdom 2017 103102
BUILDING SURVEYING
Service Lead: Chris Hartley
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 customers 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
ABOUT RLB: OUR SERVICES
RLB delivers projects on time and on budget, without compromising quality, through its skilled coordination of these services:
� Project management � 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
ABOUT RLB: OUR SERVICES
Rider Levett Bucknall | Riders Digest – United Kingdom 2017Rider Levett Bucknall | Riders Digest – United Kingdom 2017 105104
Service Lead: Chris Hartley
RLB provides a comprehensive range of health and safety consultancy services. Our team of Health & Safety professionals provide our customers 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
HEALTH & SAFETY AND CDM SERVICES
ABOUT RLB: OUR SERVICES
� preparing scheme designs with costing, programmes for completion and specifications of work
� 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 lights disputes and party wall procedures
� preparing insurance assessments, valuations and claims
� pre-acquisition and disposal surveys
ABOUT RLB: OUR SERVICES
Rider Levett Bucknall | Riders Digest – United Kingdom 2017Rider Levett Bucknall | Riders Digest – United Kingdom 2017 107106
ADVISORY
Service Lead: Mark Schumann
At RLB we group specialist consultancy services under the term Advisory.
We offer:
� Design Management � Specification Consultancy (RLB | Schumann) � Facilities Management Consultancy � SKA Consultancy
Our commitment to our customers is based on our core strengths and passion for delivering quality projects, often operating behind the scenes providing services that protect and enhance the outcome of a Project, its Architect or End User. Our services have been developed, tailored and applied to many high profile projects across the globe working with some of the world’s most prestigious customers and designers.
We can provide high level expert advice as well as more practical support with documentation, contractual matters, sustainability assessments, whole-life cost modelling, project or office wide design team set-up, hands on project administration, reporting, and planning.
We deliver specialist services and our thought leaders apply their knowledge to achieve the optimum result. We deliver with pride and professionalism, based on the foundation of expert practical advice.
ABOUT RLB: OUR SERVICES
� Monitoring – Audits, Inspections and Surveys � Maintenance Access Strategies � 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
RLB 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 customers 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)
RLB 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.
ABOUT RLB: OUR SERVICES
Rider Levett Bucknall | Riders Digest – United Kingdom 2017Rider Levett Bucknall | Riders Digest – United Kingdom 2017 109108
SPECIFICATION CONSULTANCY
Service Lead: Mark Schumann
RLB is a market leader in the field of specifications. In 2016, RLB merged with Schumann Consult, bringing the world’s largest and leading independent specification consultancy business into its suite of Advisory services.
Our service is tailored around protecting the architect and customer through the preparation of robust and powerful specifications, whilst also by improving the construction industry and the standard of design documentation.
Through years of practical project experience, we have learnt and understood the complexities and intricacies of what is required on projects, ensuring that our specifications reflect the complex world of procurement and adhere to local specification formats and standards. We are fully BIM conversant, with solutions that seamlessly integrate the specification into any BIM model.
Our key services are:
� Preparation of Architectural Specifications, to suit any form of procurement, produced in any format used around the world, such as CAWS – Common Arrangement, CSi Masterformat, NATSPEC, QCS – Qatar Construction Specification etc.
� Outline and Tender Architectural Specifications. � Manufacturer Product Specifications, with compliant
BIM models where required. � Standard Specifications for Developers. � Standardised office-wide system and product
libraries and strategies to Architects.
A well prepared and coordinated specification communicates what the project customer is buying from the contractor. It deals with scope, quality, activity, and responsibility, and as such complements the contract conditions and other documentation. During construction, the specification is used to check the adequacy of the contractor’s work on-site, as well as providing a reference point for the determination of variations.
ABOUT RLB: OUR SERVICES
DESIGN MANAGEMENT
Service Lead: Mark Schumann
RLB offers Design Project Management services to help designers deliver more with less. Design teams can concentrate on their core service while our Design Project Managers focus on the programme of deliverables and contract commitments. We include an option to co-locate with the Lead Designer to be at the heart of the design team.
Our approach is based on a clear understanding of the design process, through our experience of working closely with and as part of design teams. We bring good management techniques without stifling creativity, and tailor our scope to meet the specific needs of a project.
Our personnel are familiar with the problems experienced by design teams. We understand that this is different to traditional project management. We integrate into your team, acting as both a buffer and a link. We filter and respond to queries and issues, and facilitate solutions.
Our services typically commence upon appointment to the design team, but can begin with bid preparation and/or cease on the issue of tender documentation. We perform the essential monitoring role, coordinating the delivery of all design team members and bringing our bespoke toolkit to deliver a wide range of services.
ABOUT RLB: OUR SERVICES
Rider Levett Bucknall | Riders Digest – United Kingdom 2017Rider Levett Bucknall | Riders Digest – United Kingdom 2017 111110
FACILITIES MANAGEMENT CONSULTANCY
Lead Contact: Chris Jeffers
Facilities Management is a multi-billion pound industry that organisations around the world rely on to be successful in achieving their objectives. Yet it is rarely implemented to ensure optimum workspace efficiency and value for building owners and occupiers.
RLB has built its reputation on providing world class advice on the built environment when our customers wish to develop and improve the spaces they are responsible for.
Our Facilities Management Consultancy service covers the entire life-cycle of property, aimed at maximising the performance of built assets and delivering best value.
Our customers develop structures and space in the built environment for many reasons, be it commercial, functional, aesthetic, inspirational, or out of necessity. What is common to all is the need to get the most value from that space, and understanding how that should be measured.
Effective and focused Facilities Management is the key enabler to ensuring this happens, supporting customers throughout the entire asset lifecycle. RLB’s FM consultancy team offers the benefit of many years of experience and expertise in strategic asset and facilities management.
We have all worked in operational roles in our careers, and have experience of working in a wide range of private and public sector organisations, giving us a holistic view of your built asset requirements.
ABOUT RLB: OUR SERVICES
One size does not fit all when it comes to specifications. Every project is different, as is its project location. Because of this, we offer a range of different specifications to suit the specifics of your project. We can produce specifications in CAWS, CSI and various other local specification formats. As part of the process, we will always discuss with you which specification is appropriate. We do not believe in a one-size-fits-all approach.
Our job is to provide you with a specification that gives you the confidence that your risk has been mitigated. We take away the task of specification production, allowing you to focus on the design.
Our team of experts will ensure that each specification is tailored specifically to your project, the procurement route, contractual process and location, in whichever format is the prevailing requirement.
ABOUT RLB: OUR SERVICES
Rider Levett Bucknall | Riders Digest – United Kingdom 2017Rider Levett Bucknall | Riders Digest – United Kingdom 2017 113112
SKA CONSULTANCY
Lead Contact: Heather Evans
SKA rating is an environmental assessment tool for fit-out and refurbishment projects. Operated by RICS, SKA rating offers a credible, established alternative to BREEAM for benchmarking sustainability.
Our service is tailored around ensuring sustainable project delivery, with expert knowledge provided every step of the way. The SKA Rating system allows for bespoke assessments, targeting achievable sustainability that contributes to the wellbeing of building occupants.
Communicated through a Bronze, Silver, Gold rating system, projects are rewarded for addressing elements applicable to the project and the assessment refrains from penalising schemes for elements that are outside of the scheme's control, including the base build.
RLB has RICS qualified SKA rating Assessors for all three schemes; Offices, Retail and Higher Education. Our SKA rating Assessors can assist through each stage of the project:
� Design Stage: Specification reviewed by our qualified SKA rating assessors and feedback provided to allow the design to develop in line with SKA.
� Construction: Project monitored through regular site visits by our qualified SKA rating assessors.
� Handover: Evidence collected from contractor and certificate issued.
As experienced practitioners the RLB team has helped customers achieve sustainable results and benefit from:
� Reduced operational and maintenance costs � Improved CSR � Employee engagement and churn reduction � Enhanced health and well-being for building
occupants � Recognised level of achievement in sustainability
ABOUT RLB: OUR SERVICES
We understand your property and FM challenges and know how to support you in achieving your objectives.
Our services include the following:
� FM and Estates Strategy Review and Development � Asset Management Strategies � Service Improvement Programmes � FM Services Procurement � Services Design Review � FM cost reduction and rationalisation � Supplier Review and Benchmarking � Contract Monitoring, including PFI � Interim management support � Contract Performance Review and Audit � FM Technical Adviser � Whole Life Cost Adviser and BREEAM support � BIM and Soft Landings Adviser
ABOUT RLB: OUR SERVICES
Rider Levett Bucknall | Riders Digest – United Kingdom 2017Rider Levett Bucknall | Riders Digest – United Kingdom 2017 115114
THE RITTERMAN BUILDINGMIDDLESEX, UK
110 square metre living wall
SKA comprises more than one hundred 'good practice' measures covering energy and CO2 emissions, waste, water, materials, pollution, wellbeing and transport. We understand that all fit-out projects are unique in terms of employers' requirements, the building or site, and scope of works. By applying SKA rating to a project, the assessment scores the project only on the basis of those measures that are relevant to the project.
RLB works closely with our customers to tailor the service to suit your needs, including in-depth workshops, presentations to the wider stakeholders and provision of expert advice on specialist areas. We engage at the earliest possible stage with design team and contractors in order to facilitate achieving the targeted SKA Rating.
RLB is a market leader in the SKA field, being a Development Partner for the RICS on the new SKA Higher Education scheme and developing the Good Practice Measures that projects are now rated against. We were also part of the team that helped secure the first SKA Gold rating in the North West.
ABOUT RLB: OUR SERVICES
Photo credit: Middlesex University
Rider Levett Bucknall | Riders Digest – United Kingdom 2017Rider Levett Bucknall | Riders Digest – United Kingdom 2017 117116
A core strength of RLB is our sector expertise. Our experts bring their technical expertise to deliver solutions for customers across a number of sectors, sharing our insight, knowledge and independent and objective advice.
We work across all sectors of the built environment with a particular focus on the following:
ABOUT RLB
OUR PEOPLE
UK LEADERSHIP TEAM
ANN BENTLEYGlobal ChairE. [email protected]
DEAN SHEEHYDirectorE. [email protected]
MARK WEAVERDirectorE. [email protected]
UK SERVICE LEADS
RUSSELL LLOYDCost Management & Quantity SurveyingE. [email protected]
CHRIS HARTLEYBuilding Surveying, H&S and CDM servicesE. [email protected]
MARKETING
LARA GILESNational Marketing ManagerE. [email protected]
ANDREW REYNOLDSDirectorE. [email protected]
STUART STABLESDirectorE. [email protected]
NICK SCHUMANNPartner, Non-Executive AdvisorE. [email protected]
BEN TAYLORMarketing & Design ExecE. [email protected]
JO REYNOLDSProject & Programme ManagementE. [email protected]
MARK SCHUMANNAdvisoryE. [email protected]
ABOUT RLB
OUR SECTORS
COMMERCIAL
Sector Lead: Matt BrookerE: [email protected]
RESIDENTIAL
Sector Lead: Paul SambrookE: [email protected]
EDUCATION
Sector Lead: Stephen ScottE: [email protected]
RETAIL
Sector Lead: Julian KingE: [email protected]
NUCLEAR
Sector Lead: Deryck BartonE: [email protected]
SPORT
Sector Lead: Russell LloydE: [email protected]
HEALTHCARE
Sector Lead: Dean SheehyE: [email protected]
INFRASTRUCTURE
Sector Lead: Mark WeaverE: [email protected]
Rider Levett Bucknall | Riders Digest – United Kingdom 2017Rider Levett Bucknall | Riders Digest – United Kingdom 2017 119118
ABOUT RLB
NorwayAS Bygganalyse
PolandAPP Projekt
PortugalFICOPE
RussiaDBC Consultants
SpainAPM Management
Sweden �F Consult
TurkeyPro^GE
UKRider Levett Bucknall UK Limited
ABOUT RLB
RLB EURO ALLIANCE
The RLB Euro Alliance is a formally established network of partner organisations across Europe each committed to delivering high quality services at a local level, utilising extensive knowledge and experience regionally as part of the RLB global network.
AT A GLANCE:
� 21 affiliates � Over 950 staff � Operating across 32 countries � £69 million turnover
RLB EURO ALLIANCE OFFICE LOCATIONS COVER:
Austriaat bau-control GmbH
BelgiumBopro
Bulgaria / Croatia / Serbia / MontenegroBates
Czech RepublicH1K Consulting
DenmarkEmcon A/S
FinlandFMC Laskentapalvelut
France / LuxemburgSterling Quest Associates
GermanyMTM Project Solutions
GreeceLDK Consultants
HungaryTOMLIN Kft
IrelandKerrigan Sheanon Newman
ItalyBear Project Management
Netherlands / HollandIGG Bointon De Groot
Rider Levett Bucknall | Riders Digest – United Kingdom 2017Rider Levett Bucknall | Riders Digest – United Kingdom 2017 121120
INTERNATIONAL OFFICES
122 Europe
124 Africa
124 Americas
126 Asia
129 Middle East
129 Oceania
THE JOCKEY CLUB INNOVATION TOWERHONG KONG
Providing a unique design for a design institution
Rider Levett Bucknall | Riders Digest – United Kingdom 2017Rider Levett Bucknall | Riders Digest – United Kingdom 2017 123122
INTERNATIONAL OFFICES
FMC LASKENTAPALVELUT (FINLAND)Ratamestarinkatu 7 A, 00520, HelsinkiTelephone: +358 20 7420 220Email: [email protected]: Jaakko Yli-Santii
STERLING QUEST ASSOCIATES (FRANCE)8 Rue Bayen 75017, Paris Telephone: +33 (0)153 40 94 80Email: [email protected]: Matthieu Lamy
MTM PROJECT SOLUTIONS (GERMANY)L�tzow CenterWichmannstraße 5D-10787 BerlinTelephone: +49 (30) 720 22 720 Email: [email protected]: Brian Lillecrapp
LDK CONSULTANTS (GREECE)Off 21, Thivaidos St GR-145 64, Kifissia AthensTelephone: +30 210 8196742 Email: [email protected]: Stavros Damianidis
TOMLIN KFT (HUNGARY)28 B�csi street, Budapest, H-1023 Hungary Telephone: +36 1 336 3380Email: [email protected] Contact: Tam�s Fonda
KERRIGAN SHEANON NEWMAN (IRELAND)Unit 4, Clonskeagh Square, Clonskeagh, Dublin 14Telephone: +353 86 814 2884Contact: Justin Travers
BEAR PROJECT MANAGEMENT (ITALY)Via Giovanni Prati 9, 20145 Milan, ItalyTelephone: +39 02 4549 6656Email: [email protected]: Steven Scamihorn
STERLING QUEST ASSOCIATES (LUXEMBOURG)62 Avenue Guillaume, L1650 LuxembourgTelephone: +33 6 48 07 10 05Email: [email protected]: Christine Pena
IGG BOINTON DE GROOT (NETHERLANDS)Prinses Catharina Amaliastraat 322496 XD Den HaagTelephone: +31 70 514 54 20Email: [email protected] Contact: Arno Vonk
AS BYGGANALYSE (NORWAY)Drammensveien 133 0277, OsloTelephone: +47 22 12 92 30Email: [email protected]: Jon Bech
APP PROJEKT (POLAND)Ul. Klobuca 23C/11202-699, WarszawaTelephone: +48 22 331 9652Email: [email protected]: Michal Malaszynski
FICOPE (PORTUGAL)Lda Av. Conde S. Janu�rio n 23, 2770-042, Pa�o de ArcosTelephone: +351 21 799 57 90Email: [email protected]: Paulo Consci�ncia
DBC CONSULTANTS (RUSSIA)Office 601, 6th Floor, Kozhevnicheskaya, Street 1, Bld 1, RussiaTelephone: +7 499 235 67 03Email: [email protected]: Andrew Blythe
APM MANAGEMENT (SPAIN)Calle de la Comunidad Canaria Nº4 28660 Majadahonda Telephone: +34 609 06 59 39Email: [email protected]: Ignacio Menendez Pidal
�F CONSULT (SWEDEN )Frosundaledon 2A, 169 99, Stockholm Telephone: +46 10 505 12 77Email: [email protected]: Sabrina Kammeier
PRO^GE (TURKEY )B�y�kdere Caddesi No:257 Nurol Plaza, Workhaus, 21/A, Maslak, Istanbul.Telephone: +90 (212) 352 20 21Email: [email protected]: Sel�uk Alten
UNITED KINGDOMLONDON (HEAD OFFICE)60 New Broad Street, London, EC2M 1JJTelephone: +44 207 398 8300Email: [email protected]: Andrew Reynolds
BIRCHWOODSuite A4, Chadwick House, Birchwood Park, Warrington WA3 6AETelephone: +44 192 585 1787Email: [email protected]: Deryck Barton
BIRMINGHAMFifteen Colmore Row, Birmingham, B3 2BHTelephone: +44 121 503 1500Email: [email protected]: Adam Ellis-Morgan
BRISTOLEmbassy House, 86 Queens Avenue, Bristol, BS8 1SBTelephone: +44 117 974 1122Email: [email protected]: Jackie Pinder
CUMBRIA44 Springfield Road, Egremont, Cumbria, CA22 2TQTelephone: +44 1946 815 800Email: [email protected]: Deryck Barton
LEEDSWest One, Level 2114 Wellington StreetLeeds, LS1 2BATelephone: +44 113 457 3225Email: [email protected]: Matt Summerhill
LIVERPOOLSuite 11, The Plaza,100 Old Hall St,Liverpool, L3 9QJ,Telephone: +44 7764 285 920Email: [email protected]: Jason Brownlee
MANCHESTER8 Exchange Quay, Salford Quays, Manchester, M5 3EJTelephone: +44 161 868 7700Email: [email protected]: Russell Bolton
SHEFFIELD6th Floor Orchard Lane Wing, Fountain Precinct, Balm Green, Sheffield, S1 2JA Telephone: +44 114 273 3300Email: [email protected]: Steven Reynolds
THAMES VALLEY1000 Eskdale Road, Winnersh Triangle, Wokingham, Berkshire, RG41 5TSTelephone: +44 118 974 3600Email: [email protected]: Michael Righton
WELWYN GARDEN CITY29 Broadwater Road, Welwyn Garden City, Hertfordshire, AL7 3BQTelephone: +44 1707 800 440Email: [email protected]: Andrew Reynolds
RLB EURO ALLIANCEAT BAU-CONTROL GMBH (AUSTRIA)Canovagasse 7 / 17AViennaTelephone: +43 512 551 066Email: [email protected]: Arnold Tautschnig
BOPRO (BELGIUM)Oude Houtlei 140, B-9000 GentTelephone: +32(0)15 74 74 74 Email: [email protected]: Stefaan Martel
BATES (BULGARIA)12A Tsvetan RadoslavovStr, Sofia, 1113, BulgariaTelephone: +359 2 9803249Contact: Pawel Sudziarski
H1K CONSULTING (CZECH REPUBLIC)M�rov� n�m�st� 519, 703 00 OstravaRytírská 411/4, Praha 1, 110 00, Prague Telephone: +42 (0)7248 784992Email: [email protected] Contact: Petr Hanys
EMCON A/S (DENMARK)Gammel Lundtoftevej 1C, DK-2800 Kgs. LyngbyTelephone: +45 39 97 00 00Contact: Jeppe Blak-Lunddahl
INTERNATIONAL OFFICES
EUROPE
Rider Levett Bucknall | Riders Digest – United Kingdom 2017Rider Levett Bucknall | Riders Digest – United Kingdom 2017 125124
CHICAGO65 East Wacker Place, Suite 1215, Chicago, IL 60601, USATelephone: +1 312 819 4250Email: [email protected]: Grant Owen
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 / HILO117 Keawe Street, Suite 125, Hilo, Hawaii 96720Telephone: +1 808 883 3379Email: [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/Erin Kirihara
HAWAII / MAUI300 Ohukai Road, Building B, Suite COM1, Kihei, Hawaii 96753Telephone: +1 808 875 1945Email: [email protected]: Brian Lowder
HAWAII / WAIKOLOA68-1845 Waikoloa Road,Waikoloa, Hawaii 96738Telephone: +1 808 883 3379Email: [email protected]: Kevin Mitchell
LAS VEGAS3753 Howard Hughes Parkway, Suite 211, Las Vegas, Nevada 89169Telephone: +1 702 227 8818Email: [email protected]: Simon James
LOS ANGELESThe Bloc 700 South Flower Street,Suite 630 Los Angeles,California 90017Telephone: +1 213 689 1103Email: [email protected]: Philip Mathur
NEW YORKBroad 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]: Catherine Stoupas
SEATTLE2003 Western Avenue, Suite 515, Seattle, WA 98121, USATelephone: +1 206 223 2055Email: [email protected]: Steve Kelly
TUCSON33 South Fifth Avenue,Tucson, Arizona 85701Telephone: +1 520 777 7581Email: [email protected]: Joel Brown
WASHINGTON DCMetro Center, 1200 G Street NW, Suite 800, Washington, DC 20005Telephone: +1 202 434 8350Email: [email protected]: Grant Owen
INTERNATIONAL OFFICES
BOTSWANAGABARONEUnit 32 Kgale Mews,Gaborone, BotswanaTelephone: +27 72 622 9852Email: [email protected] Contact: Fred Selolwane
MAURITIUSPORT LOUISOffice 4, Ground FloorBuilding 1827, Vivéa Business ParkSaint Pierre, Moka, MauritiusTelephone: +230 5767 8815Contact: Marvind Beetul
MOZAMBIQUEMAPUTORua Dom Estevao Ataide No. 38/42Sommerschield 1Maputo, MozambiqueTelephone: +27 79 524 1009Email: [email protected]: Christiaan Rademan
SOUTH AFRICAPENTAD QUANTITY SURVEYOR (PTY) LTD.
JOHANNESBURGBuilding 4, Maxwell Office ParkMagwa Crescent West, Waterfall CityJohannesburgSouth AfricaTelephone: +27 82 823 6534Contact: Leon Cronje
CAPE TOWN9th Floor, 22 Bree Street,Cape Town, South AfricaTelephone: +27 83 267 6771Contact: Martin Meinesz
PRETORIA 1st Floor, Building A, Lynnwood Bridge Office Park, PretoriaSouth AfricaTelephone: +27 83 226 0303Contact: Nicolas Sheard
AFRICA AMERICAS
CANADACALGARYCampana Place, 200-609 14th Street NW, Calgary, Alberta T2N 2A1Canada Telephone: (905) 827-8218Email: [email protected] Contact: Joe Pendlebury
TORONTORider Levett Bucknall (Canada) Ltd.1155 North Service Road West,Unit 5,Oakville,Ontario,L6M 3E3Phone: (905) 827-8218Email: [email protected] Contact: Joe Pendlebury
CARIBBEANBARBADOSRider Levett BucknallAltman Real Estate Annex, Derricks, St. James, Barbados Telephone: +1 246 256 0704Email: [email protected]: Erwin Benjamin
ST. LUCIARider Levett BucknallDesir Ave,Saint LuciaTelephone: +1 758 452 2125Email: [email protected]: Mark Williamson
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
NORTH AMERICAAUSTIN111 Congress Avenue, Suite 400, Austin, TX 78701, USATelephone: +1 512 704 3026Email: [email protected]: Ruben Rodriguez
BOSTONTwo Financial Center, Suite 810, 60 South Street, Boston, MA 02110, USATelephone: +1 617 737 9339Email: [email protected]: Grant Owen
INTERNATIONAL OFFICES
Rider Levett Bucknall | Riders Digest – United Kingdom 2017Rider Levett Bucknall | Riders Digest – United Kingdom 2017 127126
SHANGHAI22nd Floor, Greentech Tower, 436 Hengfeng Road, Zhabei District, Shanghai 200070, ChinaTelephone: +86 21 6330 1999Email: [email protected]:W Q Wang
SHENYANG25th Floor, Tower A, President Building, No. 69 Heping North Avenue, Heping District, Shenyang 110003, Liaoning Province, ChinaTelephone: +852 2823 1907Email: [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: +852 2823 1830Email: [email protected]: Kenneth Kwan
TIANJINRoom 502, 5th Floor, Tianjin International Building, 75 Nanjing Road, Heping District, Tianjin 300050, ChinaTel: +852 2823 1828E-mail: [email protected]: Stephen Lai
WUHANRoom 2301, 23rd Floor, New World International Trade Centre, 568 Jianshe Avenue, Wuhan 430022, Hubei Province, ChinaTelephone: +852 2823 1828Email: [email protected]: Stephen Lai
WUXIRoom 1410-1412, 14th Floor, Juna Plaza, 6 Yonghe Road, Nanchang District, Wuxi 214000,Jiangsu Province, ChinaTel: +86 21 6330 1999E-mail: [email protected]: W Q Wang
XIAMENRoom 2216, 22nd Floor, The Bank Centre, 189 Xiahe Road, Xiamen 361000, Fujian Province, ChinaTel: +86 21 6330 1999E-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 28 8670 3382Email: [email protected]: Eric Lau
ZHUHAIRoom 3108, 31st Floor Everbright International Trade Centre, 47 Haibinnanlu, Jida, Zhuhai 519015, Guangdong Province, ChinaTelephone: +852 2823 1830Email: [email protected]: Kenneth Kwan
INDONESIAJAKARTAJl. Jend. Surdirman Kav 45-46, Sampoerna Strategic Square South Tower, Level 18, Jakarta 12930, IndonesiaTelephone: +62 21 5795 2308Email: [email protected]: Widitomo Puntoadi
MALAYSIAKUALA LUMPURB2-6-3 Solaris Dutamas, No 1 Jalan Dutamas, 50480 Kuala Lumpur, MalaysiaTelephone: +60 3 6207 9991Email: [email protected]: Dato' Lai Kar Fook
PHILIPPINESBACOLODSuite 403-404. 4th Floor Carmen Building, Lizares Avenue, Bacolod City, Negros Occidental, PhilippinesTelephone: +63 88 850 4105 / +63 998 573 2107Email: [email protected]: Corazon Ballard
INTERNATIONAL OFFICES
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 20 8732 1801Email: [email protected]: Danny Chow
DALIANRoom 1103, 11th Floor, Xiwang Tower, 136 Zhongshan Road, Zhongshan District, Dalian 116001, Liaoning Province, ChinaTelephone: +86 10 6515 58188Email: [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 20 8732 1801Email: [email protected]: Danny Chow
HAIKOURoom 1705, 17th Floor, Fortune Center, 38 Da Tong Road, Haikou 570102, Hainan Province, ChinaTelephone: +852 2823 1828Email: [email protected]: Stephen Lai
HANGZHOURoom 2306, 23rd Floor, Deep Blue Plaza, 203, Zhao Hui Road, Hangzhou 310014, Zhejiang Province, ChinaTelephone: +86 21 6330 1999Email: [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: +852 2823 1830Email: [email protected]: Kenneth Kwan
NANJINGRoom 1201, South Tower, NIC, 201 Zhong Yang Road, Nanjing 210009, JiangSu Province, ChinaTelephone: +86 21 6330 1999Email: [email protected]: Eric Fong
NANNINGRoom 801, 8th Floor, Unit 3 Lingshijun Building No. 1, 10 Zhongwen Road, Qingxiu District, Nanning 530000, Guangxi Province, ChinaTel: +852 2823 1830E-mail: [email protected]: Kenneth Kwan
QINGDAORoom 2019, 20th Floor, Parkson Commercial Plaza, 44-60 Zhongshan Road, Shinan District, Quingdao 266001, Shandong Province, ChinaTelephone: +86 10 6515 5818Email: [email protected]: Stephen Liu/Simon Tuen
INTERNATIONAL OFFICES
ASIA
Rider Levett Bucknall | Riders Digest – United Kingdom 2017Rider Levett Bucknall | Riders Digest – United Kingdom 2017 129128
OCEANIA
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
COFFS HARBOURRider Levett Bucknall NSW Pty LtdLevel 1, 9 Park Avenue, Coffs Harbour NSW 2450Telephone: +61 2 6659 2060Email: [email protected]: Mark Hocking
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
INTERNATIONAL OFFICES
CAGAYAN DE ORO2308 Sto. Thomas Street, Sta. Cecillia Village, Gusa, Cagayan De Oro City, Misamis Oriental, 9000 PhilippinesTelephone: +63 998 573 2107Email: [email protected]: Corazon Ballard
CEBUSuite 601 & 602, PDI Condominium, Arch. Bishop Reyes Avenue, Cor., J. Panis St., Banilad, Cebu City, 6014, PhilippinesTelephone: +63 88 850 4105 / +63 998 573 2107Email: [email protected]: Corazon Ballard
DAVAO6th Floor, Units 15 & 19, Metro Lifestyle, Complex corner F. Torres Street and E. Jacinto Extension, Davao City, 8000 PhilippinesTelephone: +63 88 850 4105 / +63 998 573 2107Email: [email protected]: Corazon Ballard
MANILACorazon Clemena Compound, Bldg. 3, No. 54 Danny Floro Street Bagong Ilog, Pasig City 1600, PhilippinesTelephone: +63 88 850 4105 / +63 998 573 2107Email: [email protected] / [email protected] Contact: Corazon Ballard
STA. ROSA, LAGUNAUnit 201, Brain Train CenterLott 11, Blk. 3, Sta. Rosa BusinessPark Greenfield, Bgy. Don JoseSta. Rosa, Laguna, 4026 PhilippinesTelephone: +63 88 850 4105 / +63 998 573 2107Email: [email protected]: Corazon Ballard
SINGAPORESINGAPORE150 Beach Road, #09-01 Gateway West, Singapore 189720Telephone: +65 6339 1500Email: [email protected]: Silas Loh
INTERNATIONAL OFFICES
MIDDLE EAST
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 Barakat
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]: Rocky Chan
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
SOUTH KOREASEOUL(Yeoksam - Dong, Yeji Building), 3rd Floor, 513 Nonhyeon-Ro, Gangnam-Gu,Seoul 135-909, KoreaTelephone: +852 2823 1828Email: [email protected]: Stephen Lai
JEJU 1084, Seogwang-ri, Andeok-myeon, Seogwipo-si, Jeju-do, KoreaTel: +852 2823 1828Contact: Stephen Lai
VIETNAMHO CHI MINH CITYCentec Tower, 16th Floor, Unit 1603, 72-74 Nguyen Thi Minh Khai Street, Ward 6, District 3 Ho Chi Minh City, VietnamTelephone: +84 83 823 8070Email: [email protected]: Ong Choon Beng
Rider Levett Bucknall | Riders Digest – United Kingdom 2017Rider Levett Bucknall | Riders Digest – United Kingdom 2017 131130
INTERNATIONAL OFFICES
NEW ZEALANDAUCKLANDRider Levett Bucknall Auckland LtdLevel 15, Vero Centre, 48 Shortland Street, Auckland 1141Telephone: +64 9 309 1074Email: [email protected]: Stephen Gracey
CHRISTCHURCHRider Levett Bucknall Level 1, 254 Montreal Street,Christchurch, 8013Telephone: +64 3 354 6873Email: [email protected]: Neil O’Donnell
PALMERSTON NORTHRider Levett Bucknall Palmerston North LtdSuite 1, Level 1, 219 Broadway Avenue, Palmerston NorthTelephone: +64 6 357 0326Email: [email protected]: Michael Craine
QUEENSTOWNLevel 3, The Mountaineer Building,32 Rees Street, PO Box 691,Queenstown, 9348Telephone: +64 3 409 0325Email: [email protected]: Chris Haines
TAURANGARider Levett Bucknall Auckland LtdGround Floor, 3/602 Cameron Road, Tauranga 3141Telephone: +64 9 309 1074Email: [email protected]: Richard Anderson
WELLINGTONRider Levett Bucknall Wellington LtdLevel 1, 279 Willis Street, Wellington 6011Telephone: +64 4 384 9198Email: [email protected]: Tony Sutherland
INTERNATIONAL OFFICES
NEWCASTLERider Levett Bucknall NSW Pty Ltd63 Lindsay Street, Hamilton NSW 2303Telephone: +61 2 4940 0000Email: [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
Rider Levett Bucknall | Riders Digest – United Kingdom 2017Rider Levett Bucknall | Riders Digest – United Kingdom 2017 133132
MISCELLANEOUS
134 Conversion Factors
136 Calculation Formulae
137 Sources
138 Notes
Rider Levett Bucknall | Riders Digest – United Kingdom 2017Rider Levett Bucknall | Riders Digest – United Kingdom 2017 135134
MISCELLANEOUS
To convert Multiply by
Mass
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
Rider Levett Bucknall | Riders Digest – United Kingdom 2017Rider Levett Bucknall | Riders Digest – United Kingdom 2017 137136
SOURCES
MISCELLANEOUS
no. Source
1 Gov.uk (https://www.gov.uk/government/news/uks-research-and-innovation-bodies-welcome-budget)
2 See RICS (www.rics.org)
3 See RICS (www.rics.org)
4 RIBA (www.architecture.com/RIBA/)
5 OJEU (www.OJEU.eu)
6 bimtaskgroup.org (http://www.bimtaskgroup.org/wp-content/uploads/2012/03/BIS-BIM-strategy-Report.pdf)
7 bimforum.org (http://bimforum.org/lod/)
8 BIM Task Group (www.bimtaskgroup.org) (GSL)
9 Gov.uk (https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/6395/1780763.pdf)
10 Gov.uk (https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/6395/1780763.pdf)
11 bma.org.uk (https://www.bma.org.uk/news/media-centre/press-releases/2017/february/capital-funding-needed-to-deliver-stps)
12 British Institute of Facilities Management (BIFM) Business Confidence Monitor Summary Report: https://www.bma.org.uk/news/media-centre/press-releases/2017/february/capital-funding-needed-to-deliver-stps
To convert Multiply
Area 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 2017Rider Levett Bucknall | Riders Digest – United Kingdom 2017 139138
MISCELLANEOUSMISCELLANEOUS
NOTES
Rider Levett Bucknall | Riders Digest – United Kingdom 2017140
RLB.com
Bringing imagination to life
AFRICA AMERICAS ASIA EUROPE MIDDLE EAST OCEANIA
