YG Book Final

Young Guns 72011

COMING TOGETHER IS A BEGINNING,

KEEPING TOGETHER IS PROGRESS...

6

...WORKING TOGETHER IS SUCCESS.

HENRY fORd

SECTION 1 - PURPOSE ANd SHAPE:

SECTION 2 - MEMORABLE MOdULES:

SECTION 3 - MAJOR PROJECT 1: SAVE THE CHILdREN:

SECTION 4 - MAJOR PROJECT 2: NORTHUMBERLANd TYNE ANd WEAR NHS fOUNdATION TRUST:

SECTION 5 - RESULTS:

SECTION 6 - LEGACY ANd LOOKING fORWARd:

SECTION 7 - WORK HARd, PLAY HARd – TOGETHER:

SECTION 8 - ACKNOWLEdGEMENTS:

7

CONTENTS:

8 9

few employees, in any industry, get the chance to participate in a development scheme like Young Guns. fewer still get to work for a company that so actively encourages radical thinking and the application of new learning. At the individual level, Young Guns has helped us to develop leadership skills and smart thinking that will stay with us for the rest of our careers. It has been a tough test of our ability to absorb new information and, more importantly, our ability to benefit Laing O’Rourke with the application of that knowledge.

Originally a diverse group of individuals, we are now part of a much wider leadership community within the business. Young Guns has encouraged us to look beyond standard definitions of role and responsibility; to understand what qualities we need to become leaders and where the business needs us to demonstrate those qualities to make a difference to Laing O’Rourke and the stakeholders we work with.

We understand the global vision of the Group and our responsibility to be mobile to deliver that vision. We also know that we must make the most of the opportunities that the business makes available to us.

In short, there is no going backwards for us after this experience – the changes that have been made to the way we think and the way we act are permanent. As individuals we understand that we must continue to challenge, change and lead from the front if we are to add value to the business - driving delivery, collaboration and innovation in everything we do. As a team we understand that we have the strength and depth to make this happen.

We would like to thank everyone who has played a part in the success of the Young Guns programme so far and wish those involved in future programmes the best of luck.

PREfACE:

“If you are good enough you are old enough”

YOUNG GUNS 7: MAKING A dIffERENCE

SECTION 1: PURPOSE ANd SHAPE

dELIVER – COLLABORATE - INNOVATE

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YOUNG GUNS 7: PROGRAMME SHAPE:

Contract

Conduct

Close-out with Joint

Board

Supporting Relationships

Support from within the

Group

Mentors & Guns Community

Line Manager & HR Business

Partner

ProgrammeFaculty & Sponsor

LOR LEADER PERSPECTIVES

21-23 April

Thinking and Learning

3 days: Dartford

Thinking and Learning

3 days: Dartford

You Projects and BeyondYou and BusinessYou Projects and BeyondYou and Business

21 – 23 July

Leadership and Teams

3 days: Dartford

Leadership and Teams

3 days: Dartford

Judge Business School

3 days: Cambridge University

1 2 316 - 18 June 16 – 18 Sept

Laing O’RourkeStrategy and

Action

3 days: Dartford

416 – 18 Sept

Laing O’RourkeStrategy and

Action

3 days: Dartford

428 - 29 Oct

Mid PointReview

2 days: Dartford

528 - 29 Oct

Mid PointReview

2 days: Dartford

59 - 10 Dec

2 days: Explore

Engineering-Led Design

69 - 10 Dec

2 days: Explore

Engineering-Led Design

6

Leading Projects

20 - 21 Jan

2 days: Dartford

7Leading Projects

20 - 21 Jan

2 days: Dartford

7

Consulting Skills

82 – 4 March

2 days: Dartford

Consulting Skills

82 – 4 March

2 days: Dartford

Structured Learning: 8 modules over 13 months

Coming together as

Group

Client Project5 Months

FURTHER LEARNING & DEVLOPMENTGROUP DINNER

DEBATESWORK TOGETHERPLAY TOGETHER BOOK REVIEWS

ASSIGNMENTS TED TALKS ACADEMIC INSIGHTS

GROUP FEEDBACK

The purpose of this book is to demonstrate the impact and difference those people on cohort 7 of the Young Guns programme have made:

» As individuals.

» As the Young Guns 7 Group.

» Within the wider Laing O’Rourke business.

» With the Stakeholders we work with.

This will be shown by looking at the highlights from our time on the programme, the client projects we have worked on and how this has resulted in a difference to the above areas.

THE YOUNG GUNS PROGRAMME: THE PURPOSE

» To highlight the personal responsibilities incumbent upon individuals to drive their own development and initiate change within the business.

» To nurture and develop talented, high potential individuals into future leaders of the business by fast tracking them into senior roles.

» To develop an enduring support network amongst our peers.

» To challenge participants to think creatively and develop their own leadership styles such that they can make a difference within the business.

» To align future development paths to the 2020 Vision and extend the global mobility this demands.

YOUNG GUNS 7: HOW

By building on our existing leadership skills and professional capabilities, and equipping us with the necessary skills and ways of thinking to become the future leaders.

Over an 18 month period we were exposed to the following:

» 8 development Modules over a 13 month period.

» Client Consultancy Project over a 5 month period, which put our module learning into action.

» Exposure to Laing O’Rourke’s most successful leaders, the challenges they face and how they overcome them.

» Knowledge and insight from professionals at the leading academic institutions in the country including Cambridge University and Imperial College.

» Assignments including reading management development books, “feisty” dinner debates, TEd Talks (presentations from the world’s most influential speakers in their field), Systemic Thinking, group and individual assignments, case studies, competitor analysis.

» Mentor Community and Support: Guns mentoring Young Guns and Young Guns mentoring Cadets.

YOUNG GUNS 7: INTROdUCTION

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Our cohort contains people from a variety of backgrounds and disciplines working all over the world. We feel this diversity has been a key success factor in our learning and development as a group.

BACKGROUNdS:

The group has people from Egypt, Australia, Wales, Northern Ireland, South Africa, England, Pakistan, Scotland and Newcastle.

dISCIPLINES:

Cohort 7 includes Project Management, Planning and Resourcing, Engineering, Commercial Management, Cost Planning and Procurement.

LOCATIONS:

Young Guns 7 are working on Laing O’Rourke projects in Australia, The Middle East, Hong Kong, and Canada as well as across the United Kingdom.

YOUNG GUNS 7: A dIVERSE BUNCH....

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2 & 13

1, 3 - 11 & 13 - 15 16

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15

3 & 14

# Name Current Project Location

1 Stephen Robbins Taf Ely Wales, UK

2 Ahmed Sulaiman Middle East Planning dubai, UAE

3 Guto Jones Walkden Global College Manchester, UK

4 Jared Lazar Oxford University Projects Oxford, UK

5 James Hogan Insite dartford, UK

6 Paul Mackenzie Langdon Park School London, UK

7 Rhona Malcolm Heathrow Terminal 2A London, UK

8 Ross Wilson Work Winning dartford, UK

9 Nasir Khan Explore Manufacturing Steetly, UK

10 Mark Mannerson Work winning dartford, UK

11 Caroline Crook Beckton ASP Tanks London, UK

12 Warren Leech CHUM Quebec, Canada

13 Matthew Wilkinson Middle East facades dubai, UAE

14 Tracy Westerby Metrolink Manchester, UK

15 Garry O’dwyer CLM: London 2012 London, UK

16 Nick Haley Express Rail Link Hong Kong

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6, 11 & 15

5, 8 & 10

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YOUNG GUNS 7 COHORT:

2. AHMEd AdEL ALI SULIMANSelf-driven, results-oriented with a positive outlook and a clear focus on high quality results. A natural forward planner who critically assesses own performance.

PROfILE: » dOB: 14th June 1976

» designation: Senior Planning Manager

» BSc in Civil Engineering

» 7 years with LOR

HOW HAS YOUNG GUNS CHANGEd YOU: I have a better understanding of process improvement; this has helped me to reduce planning staff hours spent on Al Zeina Project. I have developed a network of contacts in the UK which I previously lacked; this has given me access to a much wider range of business information. WHAT NExT:I have now been given the opportunity to lead the planning function for the Middle East business; my focus now is to develop the planning function to create a World Class performing team and to align the processes used in the Middle East business with the UK core process.

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1. STEPHEN ROBBINSdedicated and driven, Logistics Manager with exceptional problem solving, organisation and communication skills. Specialising in intelligent logistics solutions and off site manufacture.

PROfILE:

» dOB: 29th April 1979

» designation: Logistics & Community Liaison Manager

» BSc Construction Management with 1st class (Hons)

» MPhil

» MCIOB & CMILT

» 6 years with LOR

HOW HAS YOUNG GUNS CHANGEd YOU: My improved ability of stakeholder management skills has been put to good use in promoting CSR on the projects that I have been involved in. My immediate goal is to achieve Construction Excellence demonstration Project Status on the project which I am currently working on. I wish to explore business development and diversification possibilities, and the ways in which I can add value to the Company in the future.WHAT NExT:I would like to work on a large project and I think that its important to gain some overseas experience, particularly in a new territory as I feel there will be more opportunity and a greater level of exposure to aid my development.

4. JAREd LAZARPassionate about working in a team environment, I believe wholeheartedly that the whole is greater than the sum of its parts. dedicated to the process of discovering why and how this occurs.

PROfILE: » dOB: 16th October 1980

» designation: Senior Planner

» BSc in Civil Engineering (Hon)

» 5 years with LOR

HOW HAS YOUNG GUNS CHANGEd YOU: The process has made me significantly more confident at work. I have gone from being an enthusiastic team member to an enthusiastic member of the leadership team. I now deal with the client and professional teams. My role has grown to combined planning and design management role where I have influence on strategic matters. I have learned that management of expectations, and retaining a sense of calm are vital factors in communication with stakeholders.WHAT NExT:The University of Oxford has an ambitious development plan over the next decade. I hope to play a key role in delivering these ambitions in the near future, and move towards a project leadership role. I would also like to enrol in further education, but have a few personal milestones to achieve first!

3. GUTO JONESI build high performing teams and developed talented individuals with great potential. I am currently on track to successfully handover one of the first two buildings to be manufactured at Explore Industrial Park.


» designation: Project Manager

» BSc (Hons) Construction Engineering Management

» 12 years with LOR

HOW HAS YOUNG GUNS CHANGEd YOU: YGs has made me realise the importance and benefits of developing others, and this has therefore become much more important in my role as Project Manager. To show my commitment to this, I currently have three GdP staff and one scholar directly reporting to me on my project. I have also committed to the Apprentice + scheme, by having two Apprentice + joiners on my project.WHAT NExT:In the short to medium term I will be the bid leader on a Manchester Metropolitan University Project with a potential value of £120m. I will also be the Safety Champion for Construction North. Long term, I plan to lead a large prestigious project and I am looking to gain experience abroad.

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6. PAUL MACKENZIEdedicated, trustworthy and focused on the success of projects. develops teams and challenging the norms of construction for the ultimate success of the business.

PROfILE: » dOB: 30th April 1979

» designation: Project Manager

» Masters degree in Civil Engineering (MEng)

» 6 years with LOR

HOW HAS YOUNG GUNS CHANGEd YOU: Young Guns has allowed me to develop within a more strategic business role. In practice this has meant that I have identified as key requirements good commercial awareness, positive stakeholder management and team development. I intend to make these the hallmark of all my future projects.WHAT NExT:following the development programme I wish to apply the skills and information that I have learnt to improving the business at project level before moving into a more strategic position as an operations manager / director of a LOR business unit.

5. JAMES HOGANTeam oriented manager. Enthusiastic about problem solving, commercially aware and customer focussed. Champions the highest standards of safety and quality.

PROfILE:

» dOB: 10th february 1981

» designation: Construction Process Engineer

» MA History

» CIOB Non-Cognate diploma

» 7 years with LOR

HOW HAS YOUNG GUNS CHANGEd YOU: I now speak out when before I might have held back, and challenge where before I might have gone with the flow. I have learned to embrace change, and chosen to take on a role where I can be a driver for change in the business. My improved networking skills have drawn stakeholders together and improved communications between them, making better use of my time and their knowledge. WHAT NExT:I will assist Insite in delivering a world-class service to the rest of the business by driving change, challenging existing practices and thinking. I am excited by the prospect of working abroad, particularly in the Canadian business.

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8. ROSS WILSONPositive team player working on the delivery function of the projects, being a member of and leading teams throughout the delivery period.

PROfILE: » dOB: 5th March 1979

» designation: Construction Manager

» BSc (Hons) Construction Management

» 4 years with LOR

HOW HAS YOUNG GUNS CHANGEd YOU: I feel that I have become a much more client facing individual following completion of the programme. I am better able to manage stakeholders’ expectations and my improved presentation skills have given me the ability to present to our clients. This has been required recently within the work winning function, presenting our proposals at mid bid and interview stage.WHAT NExT:The wider understanding of our business capability following the programme will allow me to consider a varied range of solutions to our projects. The networking opportunities presented throughout the programme have been fantastic and the benefits have been demonstrated through contacts made with Expanded, Select and the BIM team.

7. RHONA MALCOLMChartered Engineer with 8 years experience of the building services industry who enjoys working on complex, challenging projects.

PROfILE: » dOB: 14th february 1981

» designation: Senior M&E Engineer

» MEng Mechanical Engineering with Environmental Engineering

» 6 years with LOR

HOW HAS YOUNG GUNS CHANGEd YOU: There has been a huge increase in the number of people that I know within the business who I can now call on for advice. Having a mentor from the Guns programme has been an excellent source of advice and support and has given me an insight into another part of the business. I have also enjoyed mentoring two cadets and sharing my learning from the Young Guns programme with them. WHAT NExT: I am starting a part time LOR Sponsored MSc in Systems Engineering and Innovation at Imperial College in October. this will be a great opportunity to use what I have learned from Young Guns on ‘how to learn’ to increase my learning and how I implement what I learn from the masters course within the company.

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10. MARK MANNERSONCommitted, reliable and enthusiastic Construction Manager focussed on successful project delivery.


» designation: Construction Manager

» Construction Management degree; MCIOB

» 6 years with LOR

HOW HAS YOUNG GUNS CHANGEd YOU: Young Guns has made me appreciate the importance of planning; I will ensure that our projects are planned to a level where design, procurement and calibre of management are sufficient to guarantee our projects are a success. My participation in Young Guns has afforded me an opportunity to win a project and if successful deliver it. I intend to demonstrate that with the right level of planning I can deliver world class projects which exceed our stakeholder expectations.WHAT NExT:To continue to learn, develop and achieve my full potential within LOR, assisting in the implementation of our Business Strategy and achieving the company vision.

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9. NASIR KHANA highly motivated Project Management & Engineering Professional with specialist expertise in procurement & supply chain management.


» designation: Procurement Officer

» MSc Project Management

» BEng Civil Engineering

» 4 years with LOR

HOW HAS YOUNG GUNS CHANGEd YOU: I feel more empowered in challenging and changing practices and procedures that are wasteful and do not enhance value. I believe I have the potential to bring successful change at LOR, fill the leadership gap and provide the necessary succession in leadership. I am shaping the procurement strategy of the manufacturing business to meet the group guidelines.WHAT NExT:I believe that I can play a major role at LOR in developing talented individuals’. The best utilisation of knowledge and skills is by sharing it with others. I am enjoying my current challenging assignment and hope that I continue to face new challenges and offer the maximum utilisation of my skills and capabilities to LOR. I wish to play an active role in a successful manufacturing business at LOR.

12. WARREN LEECHfocussed, dedicated, Passionate & Conscientious Team Player, currently working as Commercial Manager on West Cumberland Hospital Re-development.

PROfILE: » dOB: 31st August 1985

» designation: Commercial Manager

» BSc (Hons) Quantity Surveying

» 9 years with LOR

HOW HAS YOUNG GUNS CHANGEd YOU: I feel I have a greater understanding and focus of the needs and drivers from our clients which help me make informed decisions on a day to day basis. I have gained the confidence and knowledge in order to lead a team, not only within the commercial department of my project, but for an external client in a consultancy role. I have vastly improved my listening skills and I am more conscious of the needs and situations of others. WHAT NExT:In the short term I am about to depart for Canada to work on the Centre Hospitalier de L’Universite de Montreal (CHUM) in Quebec. In the longer term, I hope to move into Senior Management within the business in order to contribute towards delivering the LOR vision of becoming an Engineering Enterprise.

11. CAROLINE CROOKSenior engineer for Expanded, focused on achieving exceptional project delivery on technically challenging projects.

PROfILE: » dOB: 1st May 1984

» designation: Senior Engineer

» MEng (Hons) Civil and Structural Engineering

» 5 years with LOR

HOW HAS YOUNG GUNS CHANGEd YOU: I’m now more aware of, and able to consider, the implications of decisions on a wider level. I believe this makes me a better-rounded leader who can make appropriate choices that consider all the possible impacts. My confidence has grown and knowing that I have been invested in makes me more determined to make a positive change on the business.WHAT NExT:I’m looking forward to applying my Young Guns learning, and my experience on recent dfMA-led projects, to the most technically challenging and exciting engineering projects at home and abroad. In the long-run I hope to progress to a senior position in the business while maintaining an active role in the engineering function and project solutions.

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14. TRACY WESTERBYConscientious and driven team member, primarily working on Infrastructure projects as an Engineer in various sectors; Air, Nuclear, Energy and Rail.

PROfILE: » dOB: 17th January 1983

» designation: Senior Engineer

» MEng Civil Engineering durham University

» Graduate Certificate Business Management

» 6 years with LOR

HOW HAS YOUNG GUNS CHANGEd YOU: Young Guns has made me more confident in my ability not just as an engineer but my role within a team and what I can bring to that team. I have been working towards my CEng since joining LOR in 2005 and this year I have felt ready to take my Professional review this Autumn, which I believe being part of Young Guns has made me realise that I could achieve.WHAT NExT:I am sitting my Professional review in Autumn 2011, I have recently joined the Oldham Town Centre Team and after this project I would like to gain experience working abroad in Australia and take on more of an Agent role on a project. After completing Young Guns and hopefully achieving CEng I would like to continue my further education, potentially Construction Law.

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13. MATTHEW WILKINSONdedicated and hardworking leader that thrives on physical involvement, from design to delivery. Primarily a facade specialist, yet have good exposure to all aspects of the building industry.


» designation: Senior Project Manager

» Industrial design & Engineering degree

» Graduate Certificate Business Management

» 5 years with LOR

HOW HAS YOUNG GUNS CHANGEd YOU: YGs has equipped me with a variety of skills that will undoubtedly aid me in my development in LOR. Importantly for me, YGs has provided me with a clear understanding of the company’s strategic goals, allowing me to align my professional and personal objectives to suit.WHAT NExT:I will be finishing my MBA in the coming year at which time I wish to diversify my role into a more high level position within LOR.I also wish to be involved in LOR’s dfMA task team. I believe with my design skills and practical understanding I can make a valuable contribution. I want to be part of changing the way we build.

15. GARRY O’dWYERHighly motivated and who enjoys working within a team environment. Experienced in working on large scale, complex projects.

PROfILE: » dOB: 16th September 1983


» BA Geography

» MSc Construction Law (ongoing)

» 5 years with LOR

HOW HAS YOUNG GUNS CHANGEd YOU: As part of a YG7 task group the LOR financial Board asked we investigate the use of labour agencies within LOR. We put our recommendations to the board and they were implemented. This changed the way LOR do business with labour agencies potentially leading to significant savings.WHAT NExT:In the immediate future I am looking to move to a more senior commercial role within the Infrastructure business after spending four years with CLM on London 2012. Longer term I would like to take up a commercial director role within LOR, being responsible for driving commercial strategy and project delivery.

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16. NICK HALEYCommitted and enthusiastic Commercial Manager who enjoys working as part of a team focussed on successful project delivery.

PROfILE: » dOB: 6th March 1977


» Quantity Surveying degree

» MRICS

» 14 years with LOR

HOW HAS YOUNG GUNS CHANGEd YOU: My participation in YG7 and moving to Hong Kong has made me aware of the global issues which impact upon LOR its future. This has given me a renewed enthusiasm to continue my development in a global business. WHAT NExT:To hopefully use my learning and experiences from the Programme to play a key role in the growth and development of the LOR Business in South East Asia.

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SECTION 2 : MEMORABLE MOdULES

TEAM BUILdING

The circus skills team-building session had us dropping our guards and bonding quickly as a team as we tried our hands at juggling, building human pyramids and stilt walking.

The day was truly a great ice breaker that levelled all Young Guns and set the tone to move forward.

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LAUNCH

The Project Launch kick started the programme with an opportunity to meet the Guns and hear the experiences of previous cohorts. This session instilled in all of us a sense of the importance placed in the programme and the potential it releases.

“I was sceptical about the value of team-building. Now I intend on doing something similar with my function group on my project. Pre-module reading from modules 2 and 4 have inspired me to reconstruct the function group and level the playing field”

RHYS TANNER, YOUNG GUNS 7

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LEAdERSHIP ANd TEAMS

Presenting with Impact, a session working with a trained actor on our individual presenting skills, included the daunting challenge of standing up in front of the group and receiving feedback on physical first impressions and our spoken presentations skills. Perhaps we have the success of earlier team-building to thank for preparing us for this onslaught!

As well as being an appropriate demonstration of the presentation skills we had been honing, Nick featherstone’s presentation on Testing Leadership covered his involvement on the T5 Tower project and was an inspiring piece on successful leadership, as well as the importance of maintaining a sustainable work-life balance. We followed this with an exercise which involved giving our own best attempts at dealing with the challenges Nick had faced.

“Throughout the programme we were exposed to some of the brightest and successful

people in LOR. Being made to put myself in their shoes and think like them has changed

how I think about and approach tasks in my day job. I have also tried to use different

leadership styles for different situations.” GARRY O’dWYER, YOUNG GUNS 7

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JUdGE BUSINESS SCHOOL, CAMBRIdGE UNIVERSITY

The module at the Judge Business School was unanimously voted as the favourite of the course. Getting away from the usual setting and having fun in Cambridge, from punting, to underground foam parties, was a refreshing change that brought the group together. The change of scenery also helped focus our minds on the challenging content of the days.

Excellently presented by members of the Judge Business School, as well as Mike Heyes, the content covered high-performance marketing, business strategy, human capital and finance. Completed with a session from Professor david Gann on innovation, we left with reams of information and inspiration for new ways of looking at our work and adding value by doing so.

“Accounting, Finance, Economics and

Strategy are not scary, they simply employ

a different language to Engineering. This

language can be learned.” JAREd LAZAR, YOUNG GUNS 7

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“Shadowing my mentor was a completely

eye-opening experience. Sitting in on a

meeting with a London solicitors was like

listening to a foreign language, and I

began to realise the extent of effort and

skill involved in setting up projects before

they even get near a site. Excellent biscuits

as well.” CAROLINE CROOK, YOUNG GUNS 7

STRATEGY ANd ACTION

A presentation and review of Laing O’Rourke Strategy and the 2020 Vision was one of the days that inspired the most energy in the group. Considering the macro-environmental factors in the work environment, rather than on a project scale, was both exciting and fascinating.

Exposure to the Group outlook at this level certainly created a feeling of trust and personal commitment in the Young Guns and many of us enjoyed relating the non-sensitive information back to our site teams, hopefully passing on our energy with it.

Our United Future2020 – Roadmap to an enduring companyOur United Future2020 – Roadmap to an enduring company

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“I rushed over here from the US. I could

have seen President Obama speak, but

I thought a day with you guys would be

more exciting and rewarding.”

JONATHAN TREVOR - PROfESSOR AT JUdGE BUSINESS SCHOOL

Module 5 was another opportunity to get away and let our hair down in a cabin in the woods. despite the evening camaraderie and barbecue around the bonfire we were all particularly interested in Caroline Blackman’s presentation on High Performance Teams

and the importance of sculpting a team with the right people to complete a task. Group outdoor challenges were a good way of bringing this to life, as the diversity of the YG group demonstrated how different skill sets can be effectively combined.

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Another highlight of the year, this day event in London did exactly what it said on the tin and provided excellent networking opportunities disguised as an entertaining treasure hunt around Laing O’Rourke sites.

A lecture at the Building Centre by Richard Ogden promoting the use of dfMA in British construction industry was perfectly pitched to the room of current and future proponents of design for Manufacture and Assembly, and it was interesting to hear about developments in, and support for, dfMA outside of the Laing O’Rourke Group. The culmination of the day with a river trip, and beyond into the nightlife on offer on the Embankment, was enjoyed by all.

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ENGINEERING-LEd dESIGN

This module at Explore Industrial Park in december was an opportunity for some of the group to see EIP for the first time, while also being a baptism by fire for certain team members who had never seen snow and were faced by a factory 8 inches deep in white stuff.

A 2-day session with Andy Butler and Anna Winstanley on ‘how to build Bridge Place 3’ in 100 days was one of the more testing challenges we had been set in terms of sheer output, but Andy added an element of competition between the groups which drove us into working late into the night to come up with our best achievable and pitch-able solutions. As with several other activities on the modules, working on a real example appealed to the pragmatic nature of most of us in the group and no doubt some of us will hope to be part of delivering the actual project!

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“I found the group to be energetic and keen

to learn a different approach to designing

and assembling a building.It was an intense

few days and the effort and detail the team

produced was of a very high standard.” ANdY BUTLER, dEVELOPMENT dIRECTOR, LAING O’ROURKE

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SECTION 3: MAJOR PROJECT 1

SAVE THE CHILdREN

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SAVE THE CHILdREN

EAT, SLEEP, LEARN, PLAY!

BACKGROUNdEat, Sleep, Learn, Play! (ESLP) is a new programme being launched by Save the Children UK (SCUK) to support families with young children living in abject poverty. Two elements make up the support programme. The first is the donation of material grants to support basic child development needs. The second is the engagement of volunteers to carry out dIY type work in households that are in need. A test phase in the summer of 2011 rolled out in Weston Super Mare was designed to test processes and relationships before launching the programme nationally. The national material grants launch is scheduled for October 2011, whilst the volunteering launch is scheduled for January 2012.

YOUNG GUNS CONSULTING PROJECT SCOPEYoung Guns 7 were engaged to carry out a consulting project in support of the ESLP test phase, with the view to providing findings and recommendations that would support the successful launch and sustainable running of the programme nationally. The project brief focussed on two key areas. The first, linked to the material grant element, was to monitor, review and evaluate the retail component of ESLP. The second was to develop tools for volunteer engagement as part of ESLP.

PROCESS, fINdINGS ANd IMPACT ON THE CLIENTRetail Component

The retail component was evaluated in the following manner:

» Key Performance Indicators (KPI’s) were set up and tracked during the test phase.

» Questionnaires were developed in order to engage the households receiving the grants.

» The KPI’s and household responses informed the generation of a number of process maps that were used to identify areas that could be improved upon.

» Roles and communication strategy between the various stakeholders involved were identified through meetings and discussions and analysed in order to determine where efficiencies could be achieved and the process streamlined.

The research and analysis carried out identified that the processes employed were too manual and that efficiencies could be realised through automating the process and moving to an online ordering system.

It was satisfying to learn that the findings presented have led SCUK to engage further system development with their selected retailer to improve automation of the procurement and delivery process. furthermore, it is pleasing that our recommendations will allow any waste in the process to be identified and eliminated, so that the portion of the budget allocated to supporting families is maximised, administration time / costs are minimised and households receive the best possible service. This will assist in making the national roll out more manageable and commercially viable. In order to carry our findings forward, a risk register was drawn up to assist SCUK in monitoring the risks involved in supply chain relationships – both existing and for future engagements.

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“You wouldn’t get McKinsey Consulting

doing that!” fERGUS dRAKE, UK dIRECTOR Of SAVE THE CHILdREN -

ON YOUNG GUNS VOLUNTEERING IN WESTON SUPER MARE

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fEEdBACK fROM CLIENTWe received extremely positive feedback from our client, but also some development points. Specific skills were pointed out for possible improvement, and we have accepted that we are still very much on our journey of learning and development towards being effective leaders. Notwithstanding these specifics, overall SCUK were extremely grateful for our recommendations and our hard work, dedication and determination to complete a successful and effective consulting project. We were advised that some elements of the programme would not have been possible without our assistance. Other elements would not be as effective without our recommendations. And as a result children from households living in extreme poverty will be better off than if we had not carried out this project.

LOOKING TO THE fUTURE

At the latter stages of the project Young Guns 7 became aware of the work taking place in Laing O’Rourke to create a more formal governance structure for our the CR/Sustainability agenda. As part of this activity, the Young Guns/Save the Children link has prompted an initial discussion about how partnering with Save the Children could fit into our future work to support local communities. This was received with great excitement by the Young Guns 7 and SCUK teams and we look forward to finding out more about this as the relationship develops. “

EAT, SLEEP, LEARN, PLAY! Volunteering Component

At the time of engagement, the volunteering element of ESLP was largely underdeveloped. Young Guns 7 worked with SCUK to develop a process for engaging corporate volunteers and then putting them to work in a safe and enjoyable manner that would make the experience a positive one for the households and the volunteers. In order to understand how various stakeholders viewed the process and what they wanted to get out of it, we embarked on the following research:

» Consultation with SCUK departments outside of ESLP to understand their drivers, issues and experience.

» Consultation and Research into other Organisations who run volunteer programmes to understand best practice and lessons learnt.

» Questionnaires with families to understand their needs and views.

» Survey of corporate volunteers to understand what they wanted to give in and get out of the process.

» Young Guns 7 participated in a test volunteering weekend in Weston Super Mare, gaining hands on experience of the process

As volunteering was very new to Save the Children, we played a key role in developing and proposing a process that we believe if adopted will drive the national launch of the programme forward. A toolkit (including the proposed process map, role definitions, engagement questionnaires, work pre- visit and planning sheets, risk assessments, induction, and task sheets) was developed and submitted. This will be used by SCUK to launch and maintain their volunteering drive nationally.

SKILLS ANd LEARNING

The skills gained during the Young Guns modules were invaluable in carrying out the consulting project. The work around 6-sigma analysis helped in developing and analysing process maps to identify “hidden factories”.

Training relating to understanding teams and their make up was core to carrying out the work. Analysis of team members’ Belbin personality profile at the outset informed the way in which work was allocated to draw on each individual’s strengths. Leadership was displayed by different team members at different times and in different ways – helping overcome the challenges presented by the geographical and time constraints. More specifically, drawing on the “consulting skills” module helped define a detailed brief along with the client at the outset which set out the work in a partnering manner.

Significant learning was achieved though carrying out the project. Working with a charity had a completely different feel to it than any other client we had worked with before. Their drivers are different to those of our regular clients, and adapting to their style and needs was a challenge through which we learned a lot. We see this adaptability to client needs as a key learning point to be taken forward into our future dealings with our own clients.

Time management, project administration and communication were absolutely essential to carrying out the project through distant working. We started slowly on this and found it rather challenging but had to adapt quickly to keep the project alive. It soon became apparent that effective delegation and giving accountability to team members to deliver individually within the overall project context would be key to delivering a successful project.

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“Our volunteer works in Weston wouldn’t

have been such a success without the help

of the Young Guns” SIMONE SPRAY, HEAd Of UK PROGRAMMES,

SAVE THE CHILdREN

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SECTION 4: MAJOR PROJECT 2

NORTHUMBERLANd TYNE ANd WEAR NHS fOUNdATION TRUST

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NORTHUMBERLANd TYNE ANd

WEAR NHS fOUNdATION TRUST

BACKGROUNdNorthumberland Tyne and Wear NHS foundation Trust is one of the largest mental health and disability Trusts in the UK – serving a population of 1.4 million, with a budget of £300 million and 7,000 staff. NTW is an ambitious organisation aiming to improve the wellbeing of everyone they serve through delivering services that match the best in the world.

YOUNG GUNS CONSULTING PROJECT SCOPE The Trust was formed in 2006 through the merger of 3 former Trusts; the new Trust has grown and developed since, becoming a foundation Trust in 2009. Some things came together well after the merger, However it was felt the Trust had not got right how they provide administrative support. As part of The Trusts ‘Next Steps’ Programme, the Trust invited Laing O’Rourke’s Young Guns 7 team to research in to how clinical administration currently operates within the Trust, and report back on the potential quality and efficiency improvements that could be made.

THE CONSULTANCY PROCESS The research was carried out using several methodologies, including attending various consulting meetings with Trust management teams, observing the administration teams at work, preparing and issuing a questionnaire to the administration teams and reviewing numerous documents and previous work performed by the Trust in relation to the subject. The desired outcome was to provide a report and presentation back to the trust within a 4 month period which highlighted the recommendations as well as an implementation plan to achieve a goal of £500,000 of savings.

OUR OBSERVATIONSObservations made by the team fell into three categories; People, Processes and Technologies.

People led observations included, the lack of a cross directorate administration led, discrepancies and differences in job titles and roles, high level of agency use with an annual spend of £1m (10% of the total administration budget), discrepancies in job grades and an overall ageing workforce, with 46% of the workforce over 55.

Process observations included an inconsistent referral system across the Trust with no single point of access for referrals. There were varying processes for similar tasks with a great deal of duplication within the processes. The Trust has an overall appointment ‘did Not Attend’ (dNA) Rate of 15%, which equated to 90,000 missed appointments per year.

Observations relating to technology included; the use of RiO (Electronic Record System) puts NTW well ahead of the competition in terms of meeting the government standards for electronic record keeping, however there is an inconsistent approach to the use of the RiO and its systems across the Trust. There was a lack of a standard reminder process for any appointments, a lack of new technology for ‘field staff’ and no use of an electronic check in system across the trust. The Trust used a large amount of traditional methods and technology throughout the Administration department, such as tape voice recordings and paper note taking.

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WEAR NHS fOUNdATION TRUST

OUR RECOMMENdATIONS fOR IMPROVEMENTThe team benchmarked the administration function of The Trust against other NHS Trusts, private companies and other public bodies, including local councils and law firms.

for people improvements the team’s main recommendations are the following:

» A new administration management structure to give consistency of approach, cooperation between directorates and career progression.

» Re-structure of Job Grades & Titles.

» Agency use needs to be all but eliminated by the adoption of a director approval system and the sharing of administration resources between the different teams.

» The number of band four staff to be reduced and an apprentice scheme could be implemented by The Trust.

for process improvements the team’s main recommendations are the following:

» A ‘Core Process’ Prince 2 System to be implemented Trust wide

» Central Resource to be established for a Trust Wide Single Point of Access

» A Standardised filing Structure to be Implemented

» Structured Roll of the Record Keeping Standards document (MR-PGN-02 July 2011)

And finally for technology improvements, the team’s main recommendations are:

» Improved Technology and Laptops for ‘field Staff’

» Implementation of a dial In recoding and dictation system

» Creation of an Audio Typing Pool.

» Installation of an electronic patient reminder system using SMS and Email.

» Trial of a Touch Screen Check in System

If the proposed recommendations within our report are implemented as indicted on a short, medium and long term implementation, the team believes over the next 5 years The Trust could achieve expenditure savings of £1,823,447.00 and efficiency savings of £6,560,869 across the 3 directorates.

fEEdBACK fROM THE CLIENT“I have been impressed with how quickly the team have identified the main areas for improvement within the current admin and clerical function. They have demonstrated an understanding of a highly complex set of services with differing needs within a very short space of time while being mindful of the organisations transformational agenda”.

“The team have been co-ordinated in their approach, utilising internal and external resources and have conducted their review with professionalism and sensitivity. A testament to this is the extension of invites to the final report out following the interim feedback”.

Caroline Wills, Manager for department of Communication - Northumberland Tyne & Wear NHS foundation Trust.

LOOKING TO THE fUTUREWe are hoping that our consultancy role with NTW has further improved our stakeholder relations with a value client and will put us in good favour when negotiating ‘Pride’, a £50M Hospital in Sunderland. We also hope that news of our work will be filtered, not only, though other mental health trusts, but also throughout the NHS, providing great PR for the business.

44 45

“When I think of the Young Guns, the words

that instantly come to mind are Challenging,

Innovative, Focussed and Determined.” LIZ

LATHEM, dIRECTOR Of WORKfORCE, NORTHUMBERLANd TYNE & WEAR NHS

fOUNdATION TRUST.

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SECTION 5: RESULTS

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We know that it is our responsibility to provide a return on the investment that has been made in our development. Young Guns has provided us with a variety of tools and skills which we now use to add value to the business.

This has led to our changing the way we do business and the way we work with each other. Young Guns 7 are now fully aligned with the company’s vision and actively communicating that message to the teams we work with.

Our stakeholder management skills have developed both internally and externally, in such that we have become demonstrably more effective in executing our roles, to which the stakeholder feedback in the following section attests.

Young Guns has helped us to make a difference in the following areas:

» Networking and Building Lasting Relationships

» One Team – Strength and depth

» Changing Laing O’Rourke

» Global Mobility

» Clients View

» Case Study - Young Gun - Ahmed Adel Ali Suliman

SUMMARY

RESULTS:

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“Since getting involved in the Young Guns

programme, Mark has shown a marked

increase in his self belief, so now not only

does he have the ability, he knows he does

which gives the team he leads confidence

in his leadership abilities” MARK WOOLCOTT

OPERATIONS dIRECTOR CS

“Rhona’s involvement in young guns has led

to her increased self assurance drive and

self confidence enhancing her importance

within our project team ” IAN MCKAY, ELECTRICAL

PROJECT MANAGER HEATHROW T2A

“Whilst Ross has always demonstrated

good qualities in leadership, attitude and

ability to overcome difficulties, we believe

these qualities have been enhanced by his

participation in the programme.” PHIL

MILES – COMMERCIAL MANAGER

“James has grown in confidence and with

his improved understanding of the bigger

picture he consistently seeks to play a

meaningful role in the delivery of our

business ambitions.” CLARE EMERY, SENIOR dEVELOPMENT

MANAGER, ExPLORE INVESTMENTS

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‘YGs are great because

they constantly challenge

me to ensure that I’m doing

what’s best for them and

the business which keeps

me on my toes…. and

because they’re pretty fun

on a night out….” BECKY MARTIN,

HEAd Of dEVELOPMENT PROGRAMMES

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RESULTS:

NETWORKING ANd BUILdING LASTING RELATIONSHIPSYoung Guns is a facilitator to group wide communication, networking and interaction via various activities, programmes and events setup to enhance working relationships between the Laing O’Rourke employees and group.

» Networking Events

» dinners and Gatherings

» Graduate Recruitment Evaluations

» Cadet Mentoring Programmes

» Communications Events

BENIfITS TO LAING O’ROURKE » Learning is not be contained to just the group. Programmes, such as Young Guns, encourage knowledge sharing.

» Barriers are broken down allowing communication to progress unimpeded.

» Lessons learnt and quality advice are openly shared.

» Team building spirit through supportive relationships.

ExAMPLE IN PRACTICE75% of the Young Guns 7 group are mentoring a cadet. Benefits of this to the business are: » Cadets are encouraged to progress their careers within the organisation as they can see that there are further development opportunities available to them.

» Cadets have the opportunity to broaden their network and learn about other parts of the business and other job roles.

» Cadets feel comfortable raising any issues they have with someone who is closer to their own age.

» Mentoring gives the Young Guns the experience to practice what we learnt in the modules about leadership, inspiring others, difficult conversations etc.

‘.... we meet up on a regular basis which

allows me to not only discuss any concerns

but use my more experienced peers

knowledge to aid my development.” PAUL

CARBERRY, CAdET Of THE YEAR 2011. MENTOREd BY RHONA MALCOLM YG7

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RESULTS:

LAING O’ROURKE: ONE TEAM STRENGTH IN dEPTHWith 16,638 employees working worldwide, knowing the right person to ask for advice can be difficult. for many people within the company, their networks are restricted to the people who they work alongside on a project.

If an employee comes across a problem which no one within their project has experienced before then knowing who has that type of expertise within the business can be difficult to identify.

This is where the networking opportunities available to Young Guns become invaluable. Working with Young Guns from other business units/geographical bases, meeting senior leaders and a wide variety of people external to the business all help to build links across the various parts of the business.

These links help to break down barriers and build connections which benefit, not only the Young Guns, but the business as a whole.

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WORK WINNING SELECT

ExPLORE

ExPANdEd CROWNHOUSE

COMMERCIAL

CONSTRUCTION

LOR CORE MANAGEMENT

TEAM

INfRASTRUCTURE

3

8

12

5

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6

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9

15

16

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1 Stephen Robbins

2 Ahmed Sulaiman

3 Guto Jones

4 Jared Lazar

5 James Hogan

6 Paul Mackenzie

7 Rhona Malcolm

8 Ross Wilson

9 Nasir Khan

10 Mark Mannerson

11 Caroline Crook

12 Warren Leech

13 Matthew Wilkinson

14 Tracy Westerby

15 Garry O’dwyer

16 Nick Haley

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RESULTS:

MAKING A dIffERENCE TO LAING O’ROURKE: CHANGING CORE PROCESS:As part of the Young Guns course we have participated in Laing O’Rourke in-house projects where we were engaged in a consultancy capacity.

A group was tasked with investigating the use of third party agency labour within Laing O’Rourke. The reason for this work was that poor management of labour-only subcontracts was estimated to cost the Group seven figure amounts annually. The Young Guns reviewed the current situation, analysed the problems, and proposed both short and long term solutions.

As a result of this presentation and the Young Guns recommendations the business updated the core process for managing labour agencies and labour-only subcontractors.

BENEfITS TO LAING O’ROURKE- Potential to save the business six figures plus as these new processes are implemented

- The Young Guns have increased their knowledge and understanding of a key business issue and can now reinforce the importance of this issue with their project teams.

- The business didn’t have to bring in an external consultancy company to look at this issue as the Young Guns were able to investigate this in-house. This saving the company the equivalent of £30,000 in external consultancy fees

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‘Your presentation was received very well by all those who attended. It was clear that you

all knew the subject matter and had put a lot of time and effort into the piece of work.

I personally thought you all did extremely well considering the amount of questions that

were hurled at you throughout, and the effect that these must have had on the flow of

your presentation.”

STUART HEAGREN - ExECUTIVE ASSISTANT, fINANCE

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RESULTS: YOUNG GUNS GLOBAL MOBILITY

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ALL AROUNd THE WORLd

To drive ambitious plans to grow the business into new geographic markets, Laing O’Rourke needs to recruit reliable and robust people who understand the Laing O’Rourke way.

The Young Guns programme provides skills and awareness to enable global positions to be matched with current employees through networking and exposure. Young Guns 7 are positioned across Europe, Middle East, Asia and Australia, and our appetite for new frontiers grows.

» UK South

» UK North

» Edinburgh

» Hong Kong

» Sydney

» Brisbane

» Perth

» Toronto

» Montreal

» dubai

» Abu dhabi

» Riyad

Young Guns 7

All Other Guns

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RESULTS:A CLIENTS VIEW: RUARI MAYBANKYoung Guns should not only make a difference to the individual and Laing O’Rourke Business but our stakeholders and clients.

The impact and idea of the Young Guns programme was put to one of Laing O’Rourke’s clients.

Name: Ruari Maybank, Olympic delivery Authority, Infrastructure Sponsor.

Young Gun 7 on project: Garry O’dwyer

Project: CLM Joint Venture - London 2012 delivery Partner. Value: Circa £700m

On noticing a difference in the performance of a Young Gun from cohort 7 working on his project at London 2012.

“What I have been pleased to see over the past 18 months is Garry taking increased responsibility, for owning relationships with stakeholders and leading commercial items....which as a client is a great position to be in as it takes the pressure off me to concentrate on other matters.”

On the value of development programmes like Young Guns.

“Inherently valuable to both the business and individuals...it provides skills tailored to the needs of the company and creates loyalty and career progression within individuals working for the company“

On companies investing in development programmes like Young Guns during a recession.

“During a recession whilst you may not be investing in new people it is important to invest in existing people, so when the market picks up the company is equipped with the right type of skills to rise out of the recession in a strong position.”

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I believe one of the advantages I have gained from this module is the exposure to the UK work environment; this definitely helped me to understand the work culture in areas different to the Middle East. I have also utilised the knowledge gained through the various modules in many real life situations including:

» Active listening which helped me to overcome difficult meetings during Al Zeina project.

» Process improvement which helped me to reduce planning staff hours spent on reporting on Al Zeina.

» The programme provided me with a network of contacts including Senior Leaders from the Middle East business and the entire Laing O’Rourke group.

» Knowing the bigger picture of the business.

» Communicating the learning with my team and spending time to analysis my team strengths and weakness and strive for continuous improvement.

MOST MEMORABLE MOMENT:

That was the moment in module 2 when I had to stand up in front of everybody for 30 second saying nothing followed by my first presentation to the team.

fAVOURITE QUOTE fROM YG’S 7:

“If you are good enough you are old enough”

WHAT’S NExT I have now been appointed to lead the planning function for the Middle East business; my focus now is to develop the department to create a world class performing team and to align the processes used in the Middle East with the UK core process.

In addition, I am keen to contribute the Company dfMA Strategy by capturing and producing the benchmarking records from various projects within the region which prove the efficiency and the advantages of the dfMA.

CASE STUdY:YOUNG GUN - AHMEd AdEL ALI SULIMAN:

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SECTION 6: LEGACY & LOOKING fORWARd

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LEGACY & LOOKING fORWARd:

LEGACY

We have come together as a group over the past 18 months and we feel we have made significant progress following the investment made by Laing O’Rourke within our personal development. This has left an indelible impression on each of us that we will implement throughout our careers. We hope that this has reinforced the importance of the Young Guns Programme.

As we are now part of much wider leadership community within Laing O’Rourke business, we believe the future

holds great opportunities for us to utilise the knowledge gained through the YGs course to make a difference to the Laing O’Rourke’s business, stakeholders and importantly our own careers.

The group understanding that YGs does not entitle us to any ‘direct route’ to promotion and recognise that any advancement in Laing O’Rourke has to come from hard work and dedication.

LOOKING fORWARd

The Young Guns areas we want to influence going forward

TECHNOLOGY

OPPORTUNITY

FUTURE LEADERS

MOBILITY

DFMA

DEVELOPING OTHERS

PERSONAL DEVELOPMENT

ONGOING NETWORKING

CHALLANGING & CHANGING

VALUE TO CLIENTS

FUTURE

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“..in the long term I would like to take up a Commercial Director role with LOR particularly in the Energy

and Infrastructure sectors being responsible for driving commercial strategy and project delivery”

“..I plan to lead a large prestigious project and I look to gain experience

“..I am starting a part time LOR Sponsored MSc in Systems Engineering and

Innovation at Imperial College in October”

“..In the long-run I hope to carry a senior position in the business while maintaining an active role in

the engineering function and project solutions.”

“.. I would like to work on a large project and I think that its important to gain overseas experience,

particularly in a new territory as I feel there will be more opportunity and a greater level of exposure”

“..My immediate goal is to achieve Construction Excellence Demonstration Project Status in

Corporate Social Responsibility on the project which I am currently working on”

“.. would like to gain experience working abroad in Australia and take on more of an Agent

role on a project.”

“.. I would like to help raise the bar again, to find new ways of utilising BIM that exceed our clients’

expectations and allow us to differentiate ourselves from our competitors. This is particularly relevant

now in light of the Government’s recent Construction Strategy Report and aligned BIM Working Party

Strategy Paper.”

“..I believe that I can play a major role at LOR in developing talented individuals”

“..I wish to be involved in LOR’s DfMA task team. I believe with my design skills and practical

understanding I could have a valuable contribution. I want to be part of changing the way

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SECTION 7: WORK HARd, PLAY HARd - TOGETHER

COMING TOGETHER AS A GROUP:

Throughout the programme we have come together as a community through Working Hard and Playing Hard together.

This included bonding over a few drinks, putting the world to right over dinner debates, games around the camp fire and dancing the night away in Cambridge.

1 2 3

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1. The Holt

2. Punting at Cambridge

3. Rossco before

4. Rossco after

5. YG’s very own ‘Ex Scouts’ minibus

6. Caz and the lads

7. Naz taking a ‘punt’

8. Tracy having a drink or two!

9. Paul with beer in hand after YGs work

10. Mark and Jim on a boat

11. Cambridge foam Party

12. The Holt again

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SECTION 8: THANK YOU

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THANK YOU:

» Laing O’Rourke Board for their vision and continued support in running the Young Guns Programme.

» Programme planning and delivery;

Becky Martin, Alan Hocking and Liz Veecock.

» Young Guns 7 Sponsors;

Callum Tuckett (Overall), James Eaton (SCUK Project), Stuart McArthur (NHS Trust Project)

» Guest Speakers (Internal);

Nick fletcher, Nick featherstone, Paul Lynchaun, Sharon doherty, Michael Heyes, david Gard, Andy Phillips, Prof. dheeraj Bhardwaj, Caroline Blackman, Jason Curtis, Charlie Ball, Andy Butler, Anna Winstanley and Clare Emery.

» Guest Speakers (External);

Richard Scrivens (Shell), Bridget Brice (Actress), david Gann (Imperial College), dr Jonathan Trevor (Human Capital Management - Cambridge University), dr Richard Barker (finance – Cambridge University), dr Shaz Ansari (Business Strategy – Cambridge University), Robert Alp (Holt), Paul Pastall (6 Sigma) and Adam Pearson (Consulting Skills).

finally, we’d like to thank our mentors from Guns (2) and line managers for their support over the past 18 months.

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LAING O’ROURKE CORPORATIONLaing O’Roruke plc

Bridge Place

Anchor Boulevard

Crossways

dartford, Kent

dA2 6SN

United Kingdom

T +44(0) 1322 296 200

f +44(0) 1322 296 262

www.laingorourke.com

YG Book Final

Documents

Transcript of YG Book Final