Summary findings from interviews with construction professionals in Greece

www.innovation.view.gr Centre for Construction Innovation 1

Enhancing Vocational Language Skills and Working Culture Awareness of European Construction Professionals 3rd Meeting, 6-8 February 2009, Athens Greece

Summary findings from interviews with construction professionals in Greece

Centre for Construction InnovationDepartment of Construction Engineering and Management

Faculty of Civil EngineeringNational Technical University of Athens



Outline

• Research methodology

• Research sample

• Interview results

• Conclusions



Research methodology

• Main research steps– Interview form in Greek– Definition of research sample– Undertake the interviews– Analysis of the results– Construct validity– Research outcome



Interview form in Greek



Research sample

• Cluster sampling

• Six construction organizations• ATHENIAN PARKING LOTS S.A. (www.polispark.gr)

• ATERMON S.A. / KOPELOUZOS S.A. (www.copelouzos.gr/gr/activities/power_plant.asp)

• KOURTIDIS S.A. / TEKAL S.A. (partner 8) (www.tekal.gr)

• MPAKOGIANNIS & ILIOPOULOS Ltd.

• ELLINOTECHNIKI S.A.

• Bovis Lend Lease Hellas S.A. (partner 6)(http://www.bovislendlease.com/llweb/bll/main.nsf/all/gl_europe_greece)

• Six projects representing • different types of civil engineering works (infrastructure / commercial /

residential projects)

• a wide variety of budgets (~0,3m. € – 32m. €)

• different locations around Greece (Patra, Thessaloniki, Athens)



Project 1: Car park station



Overview of Project 1

• Company: Partnership ATHENIAN PARKING LOTS S.A.– Construction: consortium of the largest contractors in Greece (J&P

AVAX S.A. / AEGEK S.A. / BIOTER S.A. / ELLAKTOR S.A. / GEK TERNA S.A.)

– Operation: 30-year concession project managed by POLIS PARK S.A.

• Project scope – Part of a programme for six car park stations in Athens and

Thessaloniki– 645 parking lots facility with 4 underground levels in central Athens– 19,000 m2 of total surface– Challenging project due to

• Deep excavations (15m) in residential area

• Mitigation of severe water uplift pressures



Technical info on Project 1

• Indicative schedule and cost breakdown

Utilities relocation

Retainment works

Insulation works

Building structure

Finishing works

Paving & landscaping

Excavation works

Mechanical installations

Main activities

20/12/2001

15/2/2002

15/2/2002

1/1/2003

30/5/2004

13/3/2004

1/2/2002

10/6/2003

Start date

30/1/2002

1/12/2002

30/12/2002

6/1/2004

30/6/2004

19/6/2004

3/11/2002

11/5/2004

End date

180.000 €

2.800.000 €

500.000 €

3.000.000 €

300.000 €

300.000 €

2.620.000 €

1.400.000 €

Cost

TOTAL 14.800.000 €

Automation installations 7/6/2003 2/3/2004 1.800.000 €

Electrical installations 10/6/2003 19/4/2004 1.100.000 €

Painting & Signaling 6/4/2004 10/6/2004 800.000 €



Project 2: Dam and hydroelectric station




• Company: Partnership ATERMON S.A. / KOPELOUZOS S.A.– Construction: Consortium company GLAFKOS HYDROELECTRIC

STATION S.A.– Experienced in energy-related construction projects

• Project scope – Privately financed turnkey project in Western Greece (Patra)– Part of the government initiative for private producers selling energy to

the Greek Public Power Corporation (P.P.C.)– Construction of

• 1.5x8.0m dam

• 5km pipeline

• 5,5MW hydroelectric station





Site set-up

Station construction

Generator installation

Operation

Dam construction


Main activities

1/11/2006

12/4/2008

1/8/2008

10/3/2008

16/1/2007

15/10/2008

Start date

15/12/2006

30/8/2008

16/9/2008

15/3/2009

19/8/2007

3/1/2009

End date

50.000 €

1.000.000 €

2.000.000 €

5.000 €

800.000 €

610.000 €

Cost

TOTAL 11.475.000 €

Automation equipment installation 12/9/2008 8/12/2008 900.000 €

Electrical installations 22/9/2008 16/12/2008 780.000 €

Final testing 9/2/2009 9/3/2009 10.000 €

Finishing works 22/1/2009 15/2/2009 120.000 €

Pipeline installation 20/9/2007 28/4/2008 5.200.000 €



Project 3: Schooling complex, Athens




• Company: Partnership TEKAL S.A. / KOURTIDIS S.A. – Medium-sized contractors experienced in schooling buildings

• Project scope – Public project owned by the Organisation of School Buildings– Traditional design-build tender– 2,500m2 total surface – 2-storey, steel-concrete structure schooling complex in western Athens– Technical school

• Teaching rooms

• Labs

• Sport facilities

• Administration facilities





Land clearing

Concrete structure

Masonry construction

Finishing works


Excavation works


Main activities

1/2/2007

19/4/2007

11/10/2007

13/8/2008

8/7/2008

21/2/2007

5/9/2007

Start date

20/2/2007

30/1/2007

16/3/2008

15/9/2008

30/8/2008

18/3/2007

17/2/2008

End date

200.000 €

1.510.000 €

560.000 €

80.000 €

50.000 €

700.000 €

710.000 €

Cost

TOTAL 7.390.000 €

Plumbing installations 17/10/2007 10/2/2008 360.000 €


Scaffolding & Painting 26/4/2008 29/7/2008 120.000 €

Plastering works 19/2/2008 1/5/2008 420.000 €

Steel structure erection 22/3/2007 8/11/2007 2.200.000 €



Project 4: Residential building complex




• Company: Partnership MPAKOGIANNIS & ILIOPOULOS Ltd.– General contractor company operating in the real estate sector– Experienced in residential block of flats construction

• Project scope – Privately financed residential project– Two 5-storey, residential building complexes in southern Athens– 4,500m2 total surface for 40 flats– Underground car park for residents– Typical concrete building structure





Land clearing

Concrete structure


Finishing works


Excavation works


Main activities

1/5/2005

19/9/2005

1/7/2006

13/11/2007

8/9/2007

2/7/2005

8/4/2007

Start date

4/6/2005

30/6/2006

16/11/2006

7/12/2007

22/11/2007

8/9/2005

11/7/2007

End date

100.000 €

1.800.000 €

560.000 €

70.000 €

60.000 €

400.000 €

390.000 €

Cost

TOTAL 4.420.000 €

Plumbing installations 7/11/2006 12/2/2007 400.000 €


Scaffolding & Painting 30/6/2007 29/8/2007 120.000 €

Plastering works 12/4/2007 28/5/2007 140.000 €



Project 5: Entertainment facility, Athens




• Company: ELLINOTECHNIKI S.A.– Consultant company with expertise in project / construction

management, property development and architectural / engineering services

• Project scope – Entertainment and commercial centre in central Athens– Cinema complex of 10-screening rooms, shops and 5-level

underground car park– Sheet piles and soil anchors for excavations– Concrete building– Special acoustics design for optimum performance





Demolition & land clearing

Retainment works

Building structure


Finishing works


Excavation works


Main activities

12/1/2001

1/5/2001

1/2/2002

1/7/2003

30/10/2004

17/8/2004

1/4/2001

8/4/2003

Start date

30/3/2001

1/2/2002

30/7/2004

6/11/2004

5/12/2004

29/11/2004

3/1/2002

11/11/2004

End date

500.000 €

8.000.000 €

6.000.000 €

1.600.000 €

700.000 €

400.000 €

7.000.000 €

2.400.000 €

Cost

TOTAL 32.000.000 €

Plumbing installations 7/12/2003 2/11/2004 1.300.000 €

Electrical installations 7/12/2003 19/12/2004 2.100.000 €

Scaffolding & Painting 6/2/2004 29/11/2004 2.000.000 €



Project 6: Gas station, Thessaloniki




• Company: Bovis Lend Lease Hellas S.A. – Subsidiary company of a leading real estate group– Project / construction management consulting services– Global partner of BP

• Project scope – Typical BP gas station in northern Greece (Thessaloniki)

• Station building / Washing & Service facility / 3 pumping stations

– Prefabricated steel structure– Light weight masonry material– Steel roof pre-assembly on the ground and erect to final position– Focus on mechanical engineering (pumping stations / fuel tanks)





Land clearing

Station building

Washing & Service facility

Pump line assembly

Pumps installation and finishing works

Roof installation

Fuel tanks construction


Main activities

18/11/2008

22/11/2008

22/11/2008

5/12/2008

30/12/2008

17/12/2008

19/11/2008

7/12/2008

Start date

20/11/2008

30/12/2008

30/12/2008

6/12/2008

5/1/2009

29/12/2008

25/11/2008

15/12/2008

End date

25.000 €

68.000 €

42.000 €

35.000 €

50.000 €

42.000 €

28.000 €

50.000 €

Cost

TOTAL 340.000 €



Interview results

• Semi-structured interviews

• 28 open-ended questions in six categories– 1. Professional roles– 2. Contract / Subcontractor management– 3. Labour relations– 4. Quality assurance / H&S – 5. Education and training– 6. Communications / Information sharing

• Each category is further analyzed in specific topics



Topics examined (1)

• 1. Professional roles– 1.1 Professions involved in the project– 1.2 Conflicts management / resolution – 1.3 Project team / personnel selection process

• 2. Contracts management– 2.1 Subcontractors management– 2.2 Suppliers management– 2.3 Construction methods / techniques– 2.4 Project planning / scheduling– 2.5 Factors influencing construction industry

• 3. Labour relations– 3.1 Workforce management– 3.2 Motivation / rewarding schemes



Topics examined (2)

• 4. Quality management / H&S– 4.1 Quality management policy– 4.2 Health and Safety (H&S) policy

• 5. Education & Training– 5.1 Education & Training systems– 5.2 Formulation of training programmes– 5.3 Education and career path development

• 6. Communications and Information sharing– 6.1 Communication networks– 6.2 Social relationships development– 6.3 Decision making approach– 6.4 Information sharing

• Outcome analysis on each one of the topics



1. Professional roles (1)

• 1.1 Professions involved in the projectArchitects

Civil Engineers

Mechanical Engineers

Electrical Engineers

Site engineers

General labour

Excavation crew

Formwork crew

Pre-project Project Post-project Main responsibilities

Concrete pouring crew

Steel structure crew

Plasters

Painters

Plastering board crew

Plumbers

Tiles crew

architectural layout, functionality

static design, supervision, quantity surveying , project management

lighting, ventilation, HVAC

electronic systems design, IT support

quantity surveying, site organisation

general support tasks (cleaning / hauling)

machines operators, support tasks

formwork installing / uninstalling, cleaning

concrete placing, concrete pump operator

steel elements montage

wall plastering

external / internal facility painting

plaster boards placing for internal design

plumbing network installment

tiles or finishing for walls and floor

Admin site office management, communications

En

gin

eers

Su

bco

ntr

acto

rs

Geotechnical eng.

Special acoustics eng.

soil tests, excavation works study

acoustics design, layout modification

Ironing crew steel reinforcement placing

Masonry crew brick masonry walls construction

Professions / Trades

Continuous elaboration of the designs leads to overlap between the pre-project and the project phase




• 1.2 Conflict management / resolution– Differentiated according to the type of the organisation

• Authoritative style for medium sized organisations

• Cooperative approach in large organisations

– Conflicts resolution is based on “clear definition of responsibilities”• Project team members are accountable for their own responsibilities

– Deploying personality skills and exercising the correct “art of management” resolves conflicts

• There is no single strategy for conflicts resolution

– Keeping a balance between the conflicting parties– Good relationships amongst project participants is a key to project

success




• 1.3 Project team / personnel selection– Mixture of hard and soft skills / qualities

• Personality plays a critical role

– In the case of recruiting new personnel• Relative education and theoretical background

• Years of experience for particular project type

• Soft skills (Communication / Teamwork / Integrity)

• Proximity to the project (locally available personnel is preferable due to avoidance of overhead costs – e.g. accommodation)

• Provide work to the local community

– In the case of allocating existing personnel• Past experience in similar projects in the company

• Long-term relationships for teams / crews / individuals

• Current needs of the organisation



2. Contracts management (1)

• 2.1 Subcontractors management – All specialized work is preferably subcontracted

• risks are transferred to the subcontractor

– Empirical selection based on previous record and H&S processes– Local subcontractors are preferable

• Lower quotes

• Good relations with local community

– Subcontractor evaluation• Merely organizations with ISO systems evaluate subcontractors regularly

and systematically

– Subcontractors supervision / management• It is the site engineer as identified by the majority

• One interviewee criticized this practice and strongly supported the deployment of a subcontractors’ administrator instead




• 2.2 Suppliers management– Suppliers selected based upon (in order of importance)

• Best quote

• Quality standards

• Compliance with technical specifications

• Availability of resources (local / national / international)

• Payment demands (mentioned by smaller contractors)

• 2.3 Construction methods / techniques– Bore / sheet piles for deep excavations– In situ concrete pouring – Prefabrication when possible– Steel-structure elements for project acceleration




• 2.4 Project planning / scheduling– Special software (MS Project / PPP)– Scheduling undertaken mostly for typical reasons (included in the

project’s file when submitted for permit approval)– Delays in all projects due to (in order of importance)

• Reworks in design due to lack of constructability

• Change orders by the client / owner

• Subcontractors’ inefficiency

• Conflicts / lack of cooperation amongst the project participants

• Human mistakes




• 2.5 Factors influencing construction industry– Government policy (changes in legislation / tendering processes)– Bureaucratic procedures for public works execution– Inefficiency in applying European / International standards– Fragmentation of the construction delivery process– Lack of actual project planning (day by day management)– Lack of certification for building trades (e.g. painters / plumbers /

masonry workers etc.)– Transient nature of project teams (successful teams are not

preserved from project to project) leading to reduced productivity– Fluctuations in the international business environment (e.g. steel unit

rate fluctuations in the past two years)



3. Labour relations

• 3.1 Workforce management– Respect of labour legislation – Support to project’s personnel

– “Equal opportunity” policy – However, there are still serious problems to overcome

• Long working hours especially for young people

• Low wages

• Skills shortage for the building trades / technicians

• 3.2 Motivation / rewarding schemes– Merely unofficial than official– Tangible rewards (bonuses, monetary incentives)– Intangible rewards (moral satisfaction, acknowledging contribution)– Intangible better motivational factor than strictly tangible rewards



4. Quality management / H&S

• 4.1 Quality management – 2/6 of the organisations were ISO 9001 certified– Quality systems can be beneficial as long as they don’t bring too

much of a bureaucracy in the organisation– Quality procedures are essential for

• Effective management

• Conflicts avoidance (clear definition of work flow / authority)

• 4.2 Health and Safety– Respect of the legislation– H&S is a critical criterion for subcontractors selection– H&S plan / safety engineer is a prerequisite of every project– Although H&S equipment is normally provided to the site personnel,

however most of the staff is reluctant to implement them– Cultural perceptions of site personnel



5. Education & Training

• 5.1 Education and Training policy– Organizations support the development of the employees– “Win-win” situation for both parties

• 5.2 Formulation of training programmes – Ad hoc identification whenever needed (e.g. new software release)– Lack of planning on behalf of the organisations– Employees suggest training programmes themselves

• 5.3 Education and career path development– Training is important, however it is the employee’s overall

performance / productivity that interests the organizations– Efficient training results in increased productivity



6. Communications and Info sharing (1)

• 6.1 Communication networks– Mixture of informal (e.g. oral) and formal (e.g. written) communication– Based on respect of the hierarchy– Open atmosphere– Communication both horizontal and hierarchical – Deviation of hierarchical levels when needed (e.g. for resolving

conflicts)

• 6.2 Social relationships development– Developed “between up to 15% of the employees”– Social events– Top management satisfied to know that employees are friendly



6. Communications and Info sharing (2)

• 6.3 Decisions making approach

– Structured meetings with agendas– Open sharing of ideas– Discussions but the responsibility lies with a single person– Deliberate attempt to build consensus within the project team– Authoritative if needed

• 6.4 Information sharing

– Information sharing is filtered based on the hierarchy– Database management systems are used for storing past experience– Conventional IT systems (document control systems / admin)– Use of wireless technology for communication between the site and

the headquarters (e.g. PDAs / Laptops)



Conclusions• Cultural differences have been identified• Agreement on the roles and responsibilities of the project

participants• Different approaches on subcontractors’ control and evaluation

procedures• Workforce management is primarily based on respecting the

legislation• Quality assurance systems benefits are not perceived in the same

manner for all the interviewees• Training and Development schemes are not implemented

systematically and depends on the employees’ initiative• Communications based on hierarchical structures • Decision making relied upon responsibility allocation



Thank you for your attention!

Summary findings from interviews with construction professionals in Greece

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