Three teams shortlisted for swing bridge over the Clyde

The £90.7m Clyde Waterfront & Renfrew Riverside project includes more than 2km of roads as well as the 184m-long, twin-leaf cable-stayed swing bridge, which will connect Renfrew to Clydebank and Yoker by carrying vehicles, cyclists and pedestrians. It will open horizontally for passing ships.

Following an initial selection stage earlier this year, Renfrewshire Council has now invited three bidders provide detailed tenders.

The three are:

ARC – a joint venture of Roadbridge and American Bridge supported by Cowi as design partner;
A Balfour Beatty team that includes Cleveland Bridge, Qualter Hall and consultant Atkins;
Graham, working with Hollandia and Ramboll.

Each team has received the full tendering pack which comprises more than 750 documents and 300 drawings. It is anticipated the successful team will be appointed in early 2020 and construction is scheduled to start later that year and be completed in 2022.

Also included in the project are more than 2km of new and improved roads and shared cycle and pedestrian routes, including connections into the Advanced Manufacturing Innovation District Scotland being developed next to Glasgow Airport.

Bob Grant, chief executive of Renfrewshire Chamber of Commerce, said: “This is a hugely exciting project which will bolster business growth along the Clyde – adding to the significant job opportunities coming to the manufacturing innovation district being developed next to Glasgow Airport. I would urge local businesses to ensure they are registered on Public Contracts Scotland as this is where subcontractor opportunities will be published. Renfrewshire has a highly skilled workforce and I’m sure the opportunities ahead will also be of great interest to students at University of the West of Scotland and West College Scotland.”

Renfrewshire Council leader Iain Nicolson said: “This project will transform the Clyde waterfront and connect communities on both sides of the river, improving access to jobs, education, hospitals and leisure pursuits. I am very pleased to see this project progressing well and it is no surprise that it has attracted such high-calibre teams bidding to secure the design and construction contract.

“More than 470 people will be involved in the initial construction and a further 2.300 jobs are expected to follow over the next decade through the new developments and business growth it attracts. Independent analysis ranks it one of the top-performing economic growth projects in the west of Scotland and we’re excited by its economic potential and by the benefits it brings for residents on both sides of the river.”

Engineering firm Sweco worked with Kettle Collective – the architect behind the Falkirk Wheel – to produce initial designs for the bridge, drawing on the area’s shipbuilding heritage.

The project is jointly funded by the UK and Scottish Governments through the Glasgow City Region City Deal.
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Three teams shortlisted for swing bridge over the Clyde – – 2019-07-31 09:38:00

How Clancy Construction Updated Workflows Using Construction Software

Founded by Mr. John Clancy in 1947, Clancy Construction is an award-winning indigenous Irish company with three generations of growth and expertise. Headquartered in Tipperary County and with offices in Dublin, Limerick, and Cork, the company has grown from a small family business to an innovative organization utilizing construction software to provide comprehensive design and construction solutions throughout Ireland.
Clancy Construction: Built on Partnership
Clancy’s motto is “Built on Partnership,” reflecting the company’s value of collaboration and listening to its clients. With a focus on the core pillars of Safety, Quality, and Collaboration, Clancy also prides itself getting projects done right the first time, carefully executing to meet a high standard of quality. And the industry has taken note: Clancy has received accolades from the 2016 Irish Construction Industry Awards to a Deloitte Best Managed Company title.
Clancy has gotten to where they are by overcoming challenges that face many longstanding SME contractors. Like many, Clancy suffered a slowdown in the wake of the 2007-2008 Financial Crisis. In order to remain competitive in an evolving marketplace, Clancy decided to examine their business and proactively adapt to changing markets and technologies, beginning to adopt Lean methods and construction software. Clancy wanted to be ahead of the curve and provide their team with the tools they needed to get there. But they also knew it wouldn’t happen overnight. It would take a gradual approach to learn how they could use digital technologies and get buy-in across their organization. In 2013, Clancy began utilizing construction software on selected projects and making it mandatory for all Design and Build projects. Since then, the company has fine tuned their approach by learning lessons from each completed project.

Embracing the Future with Construction Technology
When it came to adopting new technology, anticipating developments in the regulatory sphere provided another motivation. In 2017, the National BIM Council of Ireland released Digital Roadmap 2021 to support the digitization and efficiency of construction in Ireland. Clancy wanted to be able to meet the requirements if the roadmap is enacted. Further, with the adoption of PAS (Publicly Available Specification) 1192 in the United Kingdom requiring the use of 3D construction software, Clancy wanted to be prepared if a similar guideline were to be adopted in Ireland. The direction the industry is heading was clear, and Clancy wanted to be ready for the changes.

“The introduction of BIM 360 has brought about a better system for the company to deal with quality, project data recording, checklists, and much more.
Aidan Maher, Contract Manager, Clancy Construction

Aidan Maher, a contract manager for Clancy Construction says:
“The ability to use the software on the computer, tablet and even phone app makes it a very user friendly system. I myself have found it very beneficial for creating and closing out defects on projects that I have worked on. Our greatest challenge with the software is getting each project team to utilize it fully. Like all new procedures and technology it can take time for any system to get up and running. Recently we have also asked design teams who we both work in partnership with and also who work for our clients to use the system for their quality checks during the project. This has added great value and information flow. Collaboration on a project is very important and I feel that BIM 360 can enhance this.”

Construction software, such as BIM 360, adds great value and information flow to complex projects

Leading Proactive Change
Instead of simply going out and purchasing in a singular tool that solved one problem, the leadership at Clancy took a step back to look at the bigger picture. They had problems they wanted to solve today, but they also knew that in order to grow, they needed a strategy to improve their whole business. Beyond issues in the field, Clancy had the foresight to see the deeper benefit of cloud technology: capturing and collecting project data and customizing it to suit exactly what they wanted to track and measure.
After working on a joint venture where they were exposed to BIM 360, the team decided that they needed to invest in a field management software that combined mobile technologies for on-site use with cloud-based collaboration and reporting. With such a software, Clancy could take advantage of new ways to manage field processes, such as quality, safety, distribution of plans and drawings, and mobile 2D and BIM construction document access. Doing a Lean review of the company’s processes helped the team decide which problems they could solve with digitization.

Clancy transitioned from paper-based processes to construction software throughout the company.

Clancy knew it was time to transition from paper-based to digital processes throughout the company. They took a holistic approach by working with all of their departments to identify appropriate tools and map processes that could be digitized. That was the easy part. Clancy’s leadership knew the most important part would be to bring everyone in the company on board with digital transformation. Changing workflows would impact each individual, changing the way they historically worked. Keeping in mind the human impact to technological adoption, Clancy worked with their team to integrate new technologies into the company.   

The Result: A Better Quality Program
Quality and safety are the bedrock of Clancy’s approach on the job site. They operate a Grade A Safe-T-Cert safety management system, a level that few companies in Ireland comply with. They also strive for zero defects on every project. Clancy has utilized construction software for a variety of tasks, but most importantly to meet their high standards of Health & Safety and Quality. Using cloud software, Clancy moved from a paper-based to a digital checklist system. The digital checklists are linked to Inspection Test Plans and contain all relevant material, including markups and photos, in one central repository. This also has the added benefit of enabling them to comply with Ireland’s BC(A)R regulations introduced in 2014. They are also able to ensure the site team has access to and are working with the latest drawings through the cloud, with a full history of all previous versions, providing transparency for surveyors.
Clancy also takes an innovative approach by utilizing QR codes to help control defects, as well as monitor supply chain performance. All rooms and equipment on a project are able to be tracked with a QR code and linked to elements in BIM 360, enabling Clancy to electronically monitor progress on things such as deliveries, installations, QA/QC processes and inspections, and more. They are also able to capture information to easily record and track defects and resolution of issues.
Clancy has found the software easy-to-use, and has provided leadership to encourage adoption across the project team. Clancy Contracts Manager Aidan Maher says, “The introduction of BIM 360 has brought about a better system for the company to deal with quality, project data recording, checklists and much more. The ability to use the software on the computer, tablet and even phone app makes it a very user-friendly system.” In order to support their core value of Collaboration, Clancy has asked their partner design teams to use the system for quality checks to improve information flow among project stakeholders.

Clancy continues to explore new ways to improve, including investing in drone and VR technology

By being willing to examine their processes and lead their organization through adopting new technologies, Clancy is able to ensure their deep roots will grow into the future. Aligning their technology strategy to their overall goals, Clancy is now able to not only consistently capture critical project data, but also analyze it to implement continuous improvement across their company – with a special focus on health, safety, and quality. And they show no sign of slowing down. Clancy continues to explore new ways to improve, including investing in drone and VR technology, as well as refining their current processes. We’re excited to see where they go next.

Learn how to leverage construction software and become a company of the future.

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How Clancy Construction Updated Workflows Using Construction Software – (Kristina Poluyanova) – 2019-02-27 18:38:39

MPs urge faster pick-up of modern methods of construction

The government risks falling short of its pledge to deliver 300,000 new homes a year by the mid-2020s if the construction industry sticks to traditional methods, a report by the housing, communities and local government committee has warned.
MPs urged the government to “unlock the potential for modern methods of construction (MMC) to build homes quicker, more cheaply, while maintaining build quality”.
It added that this is necessary because a lack of skilled workers means that it cannot meet that target using traditional building methods alone.
Methods highlighted include the use of offsite, productivity improvements and 3D printing.
In order to achieve a greater use of modern methods, the report emphasised the need for improvements in supply chain capacity for such projects, a better trained workforce and better data collection and sharing, “to demonstrate the long-term value and durability of MMC”.
The government should also use bodies such as Homes England to develop build programmes targeted for the use in manufacture of MMC homes.
Housing, communities and local government committee chair Clive Betts MP said that for the government to meet its homes target, it must create the conditions to improve investor and consumer confidence.
He added: “Reluctance is understandable. The perception is that the building innovations of the 1960s created homes that failed to survive half a century, while rows of Victorian terraces are still standing.
“Proving quality and longevity will be key. That is why we have called on the government to collect and publish the data that prove new building methods work, and also show if they have failed.”
In a statement, a ministry for housing communities and local government spokesman said the department is committed to providing the opportunity of home ownership for a new generation.
He added: “In order to meet this goal we need to think innovatively, and that’s why we’re keen that housebuilders embrace modern methods of construction to help deliver good quality new homes faster and drive up choice and quality for consumers.
“Last year delivered more new homes than in all but one of the last 31 years but we want to see the whole sector, public and private, push on by getting behind the latest innovations in development and building.”
Yesterday PMI data revealed that UK housebuilding reported its sharpest decline for three years.

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MPs urge faster pick-up of modern methods of construction – Miles Rowland – 2019-07-03 11:52:09

Rydon picked for Bath automotive institute

IAAPS will be a home for research into driverless cars and electric vehicles The Institute for Advanced Automotive Propulsion Systems (IAAPS) will be a new research and innovation facility based at the Bristol and Bath Science Park. It is set to open in 2020 to support automotive industries develop propulsion systems and ultra-low emission vehicles.

Rydon Construction will build a facility with a floor area of 13,250 sq m. The estimated price in the original contract notice was £27m but the agreed contract price is £30.2m.

The University of Bath has budgeted £60m for the overall cost of the project.

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Rydon picked for Bath automotive institute – – 2019-06-25 08:56:00

Going digital: Where is construction now?

Digitising the industry is easier said than done, but how far has the sector come? CN convened a panel of experts to find out

James Albiges, Zen | Ernie Bardrick, Clarion Housing Group | Rennie Chadwick, Osborne | Jami Cresser-Brown, Bryden Wood | Lizzie Featherstone, Taylor Woodrow | Lilly Gallafent, Cast | Matthew Hurrell, ISG | Russell Lloyd, RLB | Andy Radley, Morgan Sindall Infrastructure | Mark Richardson, U+I | Helen Samuels, Network Rail | Binyamin Ali, Construction News (chair)

Last month, a group of industry experts gathered for dinner at a central London hotel to discuss one of the most pressing issues of the day: digitisation.
The debate, held in association with connectivity and cloud-hosting provider Zen, and chaired by Construction News, examined both the barriers to digital adoption in the industry, as well as the progress being made.
Kicking off the conversation, Matthew Hurrell, a director at ISG, said it was vital for clients to take the lead and make it clear to the supply chain what their expectations are.
“Naturally, when there is a drive from the client, it helps,” he said.
“It also helps push it down the supply chain. It makes them see that it’s something that they have to do, which is really important if we’re going to be successful in the digital arena in the future.”
Clients’ role
Lizzie Featherstone, head of business information tools at Taylor Woodrow, agreed. “Most people in my business know that we need to change, but certainly for some senior people – and that goes for other businesses, too – they don’t know how to do it,” she said.
“But once a client comes on board and says ‘you have to do that’, they will figure out a way.”
Of course, if clients have a role to play with digitisation at all, they will need to understand what is involved, how new technologies work and the outcomes that can be delivered.
For major clients with multiple priorities and an entrenched culture, that can be a time-consuming process and one that is not without its difficulties, according to Network Rail engineering director Helen Samuels.
“Network Rail is huge, and the BIM journey we have been on has been too slow,” she said, adding that the fact Network Rail was not covered by the government’s 2016 BIM mandate didn’t help matters.
“I’m not saying that was the reason, but it may have contributed to it.”

Ms Samuels added that BIM had been used for Network Rail projects for some time, but that a lack of understanding within the organisation from teams involved after the build phase meant the benefits hadn’t translated from construction to operation.
“We were in a situation where we were doing some really good BIM stuff on our design-and-build projects, but it was all supplier-led,” she said.
“That meant that it was great for the design and construction, and the benefits were realised project by project, but what we were finding was that what we were getting at the end was a lovely [digital tool] and we didn’t have anywhere to [incorporate it]. It wasn’t necessarily compatible with our systems.
“Our asset managers loved it when they saw it but didn’t know what to do with it. We just didn’t have a strategy.”
An internal BIM strategy is now in place for parts of the organisation, Ms Samuels added, but designing it had been a balancing act: she acknowledged that Network Rail needed to take the lead, but said that it had to be done in a way that didn’t suppress innovation in the supply chain.
“Once a client comes on board and says, ‘you have to do that’, [firms] will figure out a way”
Lizzie Featherstone, Taylor Woodrow

“I think the challenge is how we can provide that client-led framework, which I passionately believe is the right thing to do, but do without stifling innovation,” she said.
“At the moment, we’re not quite there yet. I am also positive, but I think the utopia of a client-led approach where the client really knows what they’re doing and can keep up with the technology [is difficult to achieve].
“We can’t keep up with technology in the same way that the supply chain can because we’re not as fleet of foot. At the moment, we’re still too supplier-led.”
Starting with the end in mind
However difficult digitisation may be, the panel was clear that the potential benefits were worth the effort. Andy Radley, head of digital engineering at Morgan Sindall Infrastructure, recalled a project he worked on where all parties were clear about what they wanted to achieve from the outset.
“I was leading a strategic group in North Wales where the client was happy to bring the capex and opex together, and have discussions about the asset that was going to be handed to them,” he said.
“We looked at the end goal. And for them, it was statutory maintenance, which is about which parts of the building could kill or hurt somebody.
“So we agreed a solution collectively, which gave us something to aim for in terms of information to hand over at the end.
“Having your ducks in a row up front helped us to make decisions. It meant we could get really rich information to work with.”
Ernie Bardrick, head of design and technical at Clarion Housing Group, agreed that digitisation could lead to efficiencies, in particular when it came to repairs and maintenance.
“The way we’re running our business now is all on the information and the intelligence, so we know where our asset is and what we’re going to spend money on next,” he said. “[For example] is that gas boiler lasting seven years or 10 years?

“We have spent a considerable amount of money revisiting what we’ve been doing to the extent that I’ve got new asset-information requirements, BIM requirements, and they’ve all got to come together.
“We know that there is a particular product that, if we install it, we won’t have to visit that house for another seven years. It’s about getting the right information to the right people at the right time.”
Mr Bardrick added that there was the potential to go much further, but that it would require investment in talent.
“There is an emerging group of people who are coming out of this whole thing – the digital information systems managers,” he said.
“They are the people who are going to interrogate the data and use it in smart ways. So why do we need to monitor air-conditioning units? You can stick a 4G sensor on them and it rings a centre once a month and says ‘I need my filter changed’.”
Private-ownership problem
However, Mark Richardson, delivery director at U+I, said additional issues needed to be resolved when it came to privately owned blocks.
“The problems that we’re looking at concern a future of high-rise private ownership where we all know that the life expectancy of lifts, MEP services and so on are finite,” he said.
“You’re going to have 300-to-400 private owners in a 50-storey tower and at some point you have to replace the heating. How is that going to be done? No one is having that debate.”
Lilly Gallafent, a director at Cast, added that in housing in particular, it can be difficult to sell the benefits of digital information for a building’s operation if a housebuilder’s business model is simply to sell up as soon as possible.
“With a lot of private for-sale residential, they don’t operate assets,” she said. “They don’t care at all. Why care about a BIM model for a building that you’re going to sell?”
“The challenge is how we can provide that client-led framework, which I passionately believe is the right thing to do, but do without stifling innovation”
Helen Samuels, Network Rail

However, Ms Gallafent added that the rise of investor interest in alternative housing typologies, such as retirement housing and build-to-rent, which typically involve a developer or investor holding onto a building for a long period of time, is leading to a greater focus on maintenance.
“Obviously, with the way the market is changing, with a focus on later living and BTR [build to rent], people are much more interested in BIM models and all those types of things,” she said. “We are having those conversations much more now.”
Another barrier to adoption identified by the panel was how the case for investment in digital technology could be made to company boards.
That is a particular issue for large, traditional contractors, most of which operate on wafer-thin margins and, by their very nature, have to be very tight on costs to the business.
“The starting point for me in terms of barriers is when you get the board to switch their perspective on technology from it being about cost to [being about] an investment,” said Osborne chief operating officer Rennie Chadwick.
“Nobody in our industry invests at the level that high-value manufacturing does. We paint ourselves into a corner by looking at everything as a cost.”
The productivity argument
The trick, Mr Chadwick continued, was to argue that digitisation has the potential to boost productivity.
“If you look at it as an investment in productivity, that argument is usually fairly easy to make,” he said.
“Personal productivity is dead easy to do and then you look at project perspective, which is a bit more difficult.
“The investment case isn’t the difficult bit – it’s how you get it to land and how you evidence the impact.”
Picking up on the point about how construction compares with other parts of the economy, Jami Cresser-Brown, a director at Bryden Wood, said that the most progressive industries were happy to invest in digital research and development, even if it wasn’t immediately clear which benefits the initiative might yield.

“The use of technology shouldn’t be transactional,” she said. “We shouldn’t be just going to a tech company and asking them to design something.
“We need to have the trust to try to develop the technology without necessarily having the end goal in sight.”
Ms Cresser-Brown added that her own company was already investing in the development of new digital tools – and that once they were ready, Bryden Wood would make them available for the industry at large to use.
“We’ve been developing a number of apps that we will release for the industry,” she said.
“They’re easy-to-use design tools, and they’re encoded with the spatial logic that complies with building regulations and national space standards, and so on. So wherever you start, that is encoded in your design.”
Supply chain challenge
Of course, if digitisation is to truly transform construction, it will have to be embedded throughout the supply chain. That is more difficult for construction than for, say, the automotive sector, where the supply chain is far more integrated and responsive to the digital strategy set by major car manufacturers.
In construction, digital take-up is far more hit-and-miss. “We work across a lot of different stakeholders and the inconsistency is just horrendous,” said Russell Lloyd, national head of cost consultancy at RLB.
For his part, Mr Bardrick agreed, but added that in his experience, subcontractors could be far more progressive on digital uptake than clients and main contractors.

“Some of those guys are more in tune with tech than the main contractors,” he said.
“I was on a site where the drylining contractor [and] every one of his guys had a tablet, and every day via Dropbox they had the most up-to-date drawings.
“The guys that were project-managing it had to go back to the office to use their laptop to access the same information.
“Some of these guys have seen the bigger picture.”
Such examples should be seized upon and used for a wider communication strategy for the industry as a whole, said James Albiges, general manager for networks and communications at Zen.
“If you’re talking about the supply chain, you’ve got to train them and encourage them,” he said. “You’ve got to show them why it is worth their while to do it.”
“The investment case isn’t the difficult bit – it’s how you get it to land and how you evidence the impact”
Rennie Chadwick, Osborne

He added: “On one project, we digitised technical submittals. Every job has probably between 100 and 500 technical submittals.
“By digitising that and sharing it with the supply chain, it was much quicker than doing it by paper.
“They could see that it was beneficial and that it was good for them. If you can show them that it’s easier than doing it the traditional way, you can bring people with you.”
So, while the panel identified multiple barriers that must be overcome – and there was wide acknowledgement that construction still has a lot of catching up to do compared with other sectors of the economy – it was also clear that digitisation was now firmly on the agenda.
Reaping the full benefits will take time and won’t be easy, but the conclusion was that the industry is, at last, moving in the right direction.

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Going digital: Where is construction now? – Adam Branson – 2019-06-27 06:50:02

Window supplier doubles aluminium capacity

CMS Window Systems aluminium factory with Scotland’s first Emmegi Quadra L2 machinery. L-R are CEO David Ritchie, quality manager Jack Cuthbertson, contracts manager John Murphy, project manager Lee Dair and factory manager Alistair Patrick.Scotland’s first Emmegi Quadra L2, an 18-axis CNC machining centre for milling, drilling and cutting aluminium profiles, is at the heart of the capacity-boosting investment as it automates tasks that previously required manual handling.

CMS Window Systems chief executive David Ritchie said: “Our latest investment in our aluminium division will help us strengthen our position at the forefront of the market, and provide solutions for a greater range of commercial, public sector and residential projects. For example, one of our first customers to benefit is the developer of a luxury residential scheme in Edinburgh, for which we have been appointed to manufacture a number of 3m x 3m aluminium sliding doors. The Quadra L2 accommodates these with ease thanks to its ability to handle greater profile sizes.

“We have excellent capacity right across our business thanks to our long term production planning, with our aluminium division expansion coming on the back of the opening of our new doors factory in Kirkcaldy, which is already producing 150 doorsets every week. The market for high quality windows, doors and curtain walling remains strong and we look forward to growing further as a result of our latest investment.”

Operating from its 15-acre main manufacturing and recycling facility and HQ at Castlecary near Cumbernauld, together with its new door manufacturing and recycling plant in Kirkcaldy, Fife, CMS Window Systems makes and installs PVC and aluminium window, door and curtain walling. The company has been backed by private equity investor LDC since May 2016.

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Window supplier doubles aluminium capacity – – 2018-11-13 08:10:00

Autodesk Construction Welcomes Assemble Systems

We’re pleased to announce that we’re bringing the talent and tools of Assemble Systems into the Autodesk construction Family!
Assemble Systems is a web-based solution for general contractors that provides real-time access to critical project data–from 3D models and point clouds to cost and schedule–throughout the project lifecycle. The solution enables construction professionals to condition, query and connect BIM data to key workflows across bid management, estimating, scheduling, site management and finance and we’re excited to add these capabilities to the Autodesk construction portfolio. Assemble Systems’ products are used by 174 unique customers, in nearly 1,000 sites and offices working on 12,700 projects, including one-fourth of the ENR 400 customer list.
Since Assemble has had a long history of integrating with many of the Autodesk core authoring tools such as Revit, it becomes a natural next step to carry the critical BIM and project data through to the construction site. Assemble joining Autodesk demonstrates our continued focus on supporting the digitization of the construction industry, and helping your project teams access and leverage actionable data to make real-time decisions and realize more predictable outcomes.
A screenshot of Assemble Systems software in action
The Next Steps
Assemble Systems’ products will continue to be sold through its existing sales channels for the next few months, and Autodesk will honor the company’s existing partnerships so as not to disrupt our customers’ work. The ultimate goal is to integrate the Assemble solution with our Autodesk BIM 360 project management platform over time, sharing these benefits globally and continuing our commitment to provide the best possible experience for construction customers.
Everyone on the Autodesk team is excited to welcome Assemble.

“I welcome the Assemble Systems team to the Autodesk family as part of our efforts to digitize and improve the construction industry. We are connecting project data from design through construction, creating the cloud-enabled tools necessary to make the critical preconstruction phase of a project more predictable and profitable.”
Andrew Anagnost, president and CEO, Autodesk. 

Continuing our Commitment to Innovation
Automation in preconstruction lays the groundwork for the entire construction project to be more streamlined by using the building information model (BIM) to enable better visibility, productivity and collaboration. BIM 360 is quickly becoming the industry leader for project visualization, design and construction, helping project teams to collaborate on coordinated, shared designs – regardless of location, role, or stage of the project.

“Autodesk is an AEC technology leader and was the majority investor in our Series A funding last year. We partnered closely with Autodesk to make the greatest impact on the construction industry. We’re excited about joining Autodesk and continuing to make BIM data more useful across construction project workflows.”
Don Henrich, CEO, Assemble Systems

The preconstruction phase is where a substantial amount of data is created and arguably one of the most critical stages to a successful project overall. Welcoming Assemble Systems to Autodesk is another exciting moment in our collective efforts to support the needs of the construction industry. Together we are better connecting critical data created in preconstruction to those who need it, when they need it, across the project lifecycle.

Watch the video:


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Autodesk Construction Welcomes Assemble Systems – (Sarah Hodges) – 2018-07-13 18:20:57

Skanska wins further work at neutron research centre

It has been commissioned by Skandrenting, through wholly owned subsidiary SKR Spallation, to build the ESS Campus under an agreement worth approximately SEK475m (£40m)

The ESS Campus is adjacent to the ESS research facility, which Skanska is already building in Lund. Three buildings with a gross area of 20,000m2 will be built on the 40,000m2 campus.

“We are building for the future with high-end sustainability goals,” said  Skanska Sweden district manager Jörgen Christiansson. The office building is targeting certification to the highest level of BREEAM, Outstanding.

ESS is a pan-European research facility that will be used in a number of research areas, including environment, medicine, food and materials. The plant is a neutron source, where researchers from around the world are able to study the materials of the future to understand how they are built and functioning.

“The ESS Campus is a part of the perhaps most interesting research project ever in Sweden,” said Skandrenting CEO Johannes Nyberg. “We are very proud and happy to be part of this unique event.”

The ESS Campus will be completed by the end of 2020.

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Skanska wins further work at neutron research centre – – 2018-11-14 09:53:00

Organised crime ‘making £50k-£60k a week’ from construction | News

As part of efforts to tackle the use of counterfeit skills cards and qualifications, Mr Sidney said his fraud team often found that the perpetrators had ties with organised crime groups linked to trafficking and modern slavery.
“In one of the recent cases we’re working on and it’s still ongoing, we’ve got estimates that the facilitators are making £50,000-£60,000 a week through facilitating this type of activity,” Mr Sidney said.
“It is relatively low-risk compared to organised crime’s usual arenas of drug smuggling and guns. It’s relatively low-profile and low-skill. It’s certainly an emerging trend.”
He said criminal groups had become increasingly involved in fraudulent construction skills cards “over the last five to six years [as] organised crime groups [entered] the testing and training facilities, because they see it as an easy route to make money”.

Mr Sidney said “the bulk” of the people who used fake skills cards were foreign nationals.
Some of these people had arrived legally and were simply deliberately misinformed and subsequently convinced to use a fake card or qualification.
Others trafficked into the UK illegally will have had “their CSCS cards, driving licence and so on” handed to them on arrival and be ready to go onto a construction site.
“That’s all part of a debt bondage where they will end up owing thousands of pounds, and be indebted to the gangmaster-type person and that’s how they keep control of them,” Mr Sidney said.
There have also been instances where illegally trafficked people found to be in possession of fake cards were asked how they got the card, and “they will say quite openly they never did the test”.
“When we’ve asked them, ‘How does it have your photo on it?’ part of the package is they send photos of themselves across to their facilitator before they even leave their country of origin. It’s as organised as that,” Mr Sidney said.
Earlier this year in May, the Chartered Institute of Building claimed to have uncovered examples of labour exploitation on major UK projects.
In September, Thames Valley Police made three arrests following allegations of modern slavery on sites in Buckinghamshire.
Last month a fraudster was jailed for three years and eight months for producing and selling fake CSCS cards online.

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Organised crime ‘making £50k-£60k a week’ from construction | News – (Binyamin Ali) – 2018-11-15 06:06:00

The Year’s Best in Construction Technology

The AEC Excellence Awards highlight bold and innovative projects which are pushing the limits of construction technology and imagination in the architecture, engineering, and construction (AEC) industry. This annual competition showcases the design and construction of truly groundbreaking projects from around the world that are paving the way to the future of design and construction—all with the use of Building Information Modeling and Autodesk software. Autodesk asks the visionaries who are creating bold structures, who are bringing a daring vision to the spaces of tomorrow, the places where we live, work, play, and study, to share their work with industry peers.
Increasingly, AEC firms are using digital tools and construction software as the bedrock foundation of their large-scale projects, bringing profit and scalability to their stakeholders. Each year, the finalists in the AEC Excellence Awards display their eagerness to innovate and experiment with new technologies and processes, bringing their awe-inspiring designs forward through collaboration.
We are excited about the upcoming AEC Excellence Awards for 2018, and there’s still time to submit your project or nomination for “Innovator of the Year.” (Submissions end July 31, 2018).
As we look forward to the announcement of this year’s finalists, let’s take a look at some of the first place winners from 2017.
Building: The Museum of the Future
The Museum of the Future in Dubai won first place in the ‘Building’ category at AEC 2017. Image: Killa Design
The Museum of the Future in Dubai was a collaboration of Killa Design, BAM Higgs & Hill, and BuroHappold Engineering. These three firms all made extensive use of high-end digital tools to create a truly monumental piece of architecture. Shaun Killa spoke of the challenges of bringing unique aspects of his 2D sketch into BIM, implementing a highly complex form generated from panoramic views. Using connected BIM collaboratively with BuroHappold in the design phase enabled the team to answer structural and engineering challenges.
Christopher Wodzicki, of BuroHappold, highlighted the digital integration that drove the design phase, making sure that the entire team was fully connected and that all the elements were integrated. Their team went so far as to push the envelope of the tools being used, developing new ones in some cases to enhance the project.
Real-time, iterative design was what really made this project stand out, according to Derek Bourke of BAM Higgs & Hill. BIM360 played a major role in the building process, allowing the builder to federate all models together into one platform. They were able to work from fully up-to-the-minute models onsite and used BIM 360 Field to manage subcontractors and materials in real-time.
This team came together in a remarkable way, showing how innovation and collaboration is pushing the industry forward.
Fortunately for us, Jeff Sample and The ConTechCrew were able to interview the winners of last year’s AEC Excellence Awards, capturing the team’s reaction as they exited the stage.
Watch the interview:

Sustainability: The Porter School of Environmental Studies
The Porter School of Environmental Studies won first place in the ‘Sustainability’ category at AEC 2017. Image: Geotectura
The Porter School of Environmental Studies in Tel Aviv, Israel, brought together Assa Aharoni Consulting Engineers and three architecture firms: Axelrod-Grobman Architects, NCArchitects, and Geotectura. Though the creators of this design work at different firms, they were able to collaborate using Autodesk tools to get the building perfect while remaining friends throughout the process. Their emphasis on communication and the integration of technology in the building truly highlighted their drive for sustainability. The team used leading edge digital tools to expand human possibilities, integrating the factors of environmental concerns, economics and the social impact of the new building. This was the greatest challenge of the project. Autodesk gave these visionaries the tools to hold their vision of connecting people and technology to create sustainability.
Watch the interview:

Infrastructure: The New International Airport in Mexico City
The new International Airport in Mexico City won first place in the ‘Infrastructure’ category at AEC 2017. Image: Foster + Partners
The new International Airport in Mexico City was all about changing the paradigm and pushing the envelope of airport design and construction. Constructed using a single spaceframe, the project needed to answer the challenges of unpredictable soil conditions, immense size, and the human experience of the building itself. With their innovative design, Foster+Partners and FR-EE had one goal in mind: put people first. The lightweight steel structure melds roof and walls into a single aerodynamic form, creating an open interior uncluttered by columns and support structures. Autodesk BIM tools gave the designers the ability to play with space and form and create a magnificent and unique structure that is a celebration of space and light.
Watch the interview:

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The Year’s Best in Construction Technology – (Sarah Brown) – 2018-07-06 19:22:55