Building Manager of the Year

Peter Carruthers' first association with this project was in early 1997, when he led the McAlpine bid team at the prequalification stage. By midsummer the site set-up and design team was being established, and work started shortly afterwards on the demolition of two tower blocks and a printing works, and the diversion of numerous services.

After six months, with site work progressing and design well established, the client changed. Hammerson UK Properties acquired the site from the original developer and introduced substantial concept changes. It wanted a new food court on two levels, with additional finishes and associated changes to the roof over an area of 5000m2.

It also wanted an increase in floor-to-floor heights, and, as time passed, it added a project that involved the refurbishment of two five-storey listed buildings to be used as offices for the centre management. Carruthers committed to incorporate these changes within the original programme and, recognising the new client's desire for cost certainty, committed also to a Guaranteed Maximum Price.

By this stage, the client and its professional advisors were impressed with Carruthers. In fact, one of his citations records his "unsurpassed level of understanding and commitment to meeting our objectives" and added "this blend of capabilities, versatility and interpersonal skills required to successfully deliver such a complex and demanding project is seldom found in one individual".

Carruthers' own design and management team was extensive. It peaked at more than 240 staff, and they were quickly able to recognise his ability to identify priorities, to act decisively and still ensure that adequate attention was given to detail.

A project of this sort requires exceptional ambassadorial skills, and Carruthers rose to the challenge. He was able to liaise with the client's retained consultants and those of the anchor tenants, and to integrate the often conflicting requirements of each.

His entire approach to professional relationships was marked by the absence of conflict and the spirit of co-operation. This was extended outside the immediate contract personnel to include the various local and statutory authorities, local residents and businesses, the disabled access group and the media. Carruthers even had a regular slot on local radio.

His abilities as a consummate statesman were tested and found true on particularly sensitive issues. For instance, he was deeply involved in securing an agreement with the Environment Agency on the disposal of contaminated material from the site. He fronted negotiations with adjoining owners regarding environmental conditions at the site boundary. In addition, he presented the proposals to the city council's planning committee.

It is to Carruthers' great credit that all sectional handover dates were met, all work was completed within the GMP and to the client's high quality standards and the final account was agreed within two weeks of handover.

Carruthers and his team have now moved to another, larger contract with the same client. His citations are glowing in their praise of his capabilities, including this: "Peter Carruthers not only successfully delivered an outstanding retail facility that is worthy of recognition in itself, but also proved to the industry that contractors can support the achievement of their client's objectives in a way that far exceeds meeting the construction challenges alone."