BMYA: Category 3

Gold

High flier
looking at it from the client's point of view helped Thibaut Heinrich win bae's trust

BAE has a history of Compulsory competitive tendering (CCT) for the procurement of construction works and has been frequently disappointed in the results. The local management decided to explore an informal partnering arrangement for an expected series of contracts in various manufacturing and administrative buildings at its facilities at Prestwick.

From this wary start, Thibaut Heinrich and his counterpart at BAE developed a strong trust and respect for each other's abilities. The first of two handovers of a £1.6m contract for new production lines for the Airbus A320, was achieved a week early, and the client was given access three weeks early for the installation of equipment. The work consisted of new concrete slabs, foundations and supports for four new overhead cranes, new paint shops, a new steel-framed building, M&E services and general refurbishment.

Mutual benefit
Before the first contract was completed, negotiations began on the second, even though there was still pressure within BAE to revert to CCT. By this time, the client had decided that its own external project manager was no longer required and negotiations were conducted directly between BAE and John Mowlem.

However, it was made clear that the award of further contracts was not certain. Heinrich realised his client was bidding for internal funds for work to be carried out at Prestwick (in competition with other BAE projects elsewhere) which he hoped would, in turn, be awarded to Mowlem. He quickly realised it would be mutually beneficial to assist in developing the client's own budget when each new scheme was being considered.

The second project was £100,000 worth of internal refurbishment and the third was a £200,000 contract for new internal laboratories for Boeing and Airbus.

The fourth contract was the most challenging, with new production lines required for the leading edges of the wings for the Boeing 767. The work consisted of new concrete bases with piled foundations, and the construction of water-tight ducts, cut through an existing 500mm slab and next to existing production lines. No dust, vibration, draughts or fumes were allowed, and no disruption to production was possible.

Heinrich devised special measures to satisfy these requirements, including the erection of a tent over the work areas. This contained negative pressure to control dust and fumes, and arrangements for the extraction of exhaust and water from the cutting machine. Heinrich was also asked to cut the construction programme from 12 weeks to six. He completed in five and a half and received a rare commendation from Boeing.

Long-term potential
On each of his contracts, Heinrich appreciated the importance of client and end-user liaison. He took great trouble to understand their requirements and the limitations imposed upon his team. According to his client, "He understood the potential benefits available from a long-term strategic partnership and worked tirelessly to promote the relations and trust essential to the success of such an endeavour."

Winner: Thibaut Heinrich
Contractor: John Mowlem & Company Plc
Client: BAE Systems (Operations) Ltd
Contract location: Prestwick Airport, Ayrshire
Contract description: Several contracts for alterations and improvements to various occupied factories
Contract value: £2.3m
Contract terms: JCT Scottish Building Contractor Design, amended for GMP

Silver

Building trust
As the benefits of partnering became clear, the client gave Chris Harris control

This was the fifth contract within a small development of seven separate low-rise office buildings, totalling 25,000m2. Chris Harris led his team from the pre-qualification interview of the first building until completion of the whole development four years later. The client had established its objectives in publishing its statement of principles, and Harris recognised the potential for a successful partnering approach. Each contract was awarded on a negotiated, open-book basis, using the previous contract as a benchmark.

Essentially the same team was retained throughout, from the designers to the subcontractors. On the first two buildings, the client retained control of the design team, but with the growing confidence and trust in the informal partnering arrangements, Harris was given full control of the design team in subsequent contracts.

With experience gained from the earlier buildings, Harris was able to value-engineer important improvements for Building C, including the relocation of the plant room to reduce the cost of the frame, amendments to the foundation design to keep construction above the 1.2-metre water table, the introduction of a French system of controlling storm water on site and various other specific minor improvements.

The quality of the completed building is excellent, as are many of the major and minor design details. The management of the snagging process was helped by a system, newly introduced to Norwest Holst, which Harris helped to debug, develop and improve during this contract. This system has now been introduced across the company.

Improving the health, safety and welfare of site staff was one of the client's original objectives for the development. Harris worked hard to ensure this was met by giving careful consideration to design matters, changing some constructional techniques, and ensuring all staff and operatives were aware of their responsibilities. There were no reportable accidents.

This whole development provides a good example of the benefits of partnering. It has undoubtedly been achieved by Harris's intelligent and sophisticated approach to the management of this contract.

Winner: Chris Harris
Contractor: Norwest Holst Construction Ltd
Client: The Crown Estate
Contract location: Building C, Cambridge Business Park
Contract description: 2,000m2 office block. Piled foundations, reinforced concrete frame, curtain walls, single-ply roof
Contract value: £2.6m
Contract terms: JCT '98 with Contractors Design

Bronze

The tightest of squeezes
The site was tiny and work in the surrounding hospital buildings could not be stopped or hindered, but Peter Twyman still managed it

Peter Twyman had to shoe-horn a new facility into a small courtyard within an old hospital complex. He immediately realised he had to initiate and maintain good relationships and strong links with the many adjacent users within the hospital. He achieved this admirably. Noise, dust and vibration were banned, and the work had to be completed without disturbance to the efficient running of the hospital services.

Twyman's first task after setting up the site was to demolish an existing reinforced concrete building and remove the spoil. First, a temporary access corridor to the maternity ward was built and the existing one demolished. This sealed off the work area, allowing construction of a ramped access over the new corridor and installation of a hoist. All materials entering or leaving the works used this route, which was at the end of an alley 50 metres long and two metres wide. Larger items of plant and equipment were chosen for their ability to be dismantled and transported into place, before being reassembled prior to use.

Except for a visiting surveyor and manager, Twyman was the contractor's only representative on site. He did all his own setting out, planning, logistics and liaison with the design team and 40 subcontractors.

The larger and heavier materials could only be placed by crane, but the crane had to over-sail offices and a hospital ward. The cost of a crash deck was too high for the client's budget, so on each of the crane's 16 visits, the ward was vacated for the day and banksmen employed to evacuate the offices with each movement. The clearance of the counter-weight from the nearest ward was just 140mm.

The large size of the crane, the small size of the site, and the restrictions of the final approaches made each visit a difficult and lengthy process.

Before the start of the contract, the client was hoping, but not convinced, that the works could be completed without affecting the hospital. It is to Twyman's great credit that this contract was successfully carried out to the client's complete satisfaction.

Winner: Peter Twyman
Contractor: Ballast Plc
Client: Kent and Canterbury Hospital NHS Trust
Contract location: Kent and Canterbury Hospital, Canterbury
Contract description: Installation of new linear accelerator room
Contract value: £900,000
Contract terms: JCT '98 LA with Qs

also Commended in category 3
Steve Davies, Kingswood Construction (London); and Paul Eccles, Bovis Lend Lease.