Construction Archives | Page 5 of 11

Civil Engineering Construction Health and Safety

Ensuring Health and Safety on UK Construction Sites

Construction sites are dynamic environments where progress and productivity meet with inherent risks. In the United Kingdom, where the construction industry is a significant contributor to economic growth and infrastructure development, ensuring health and safety measures is paramount. From towering skyscrapers in urban landscapes to residential developments in suburban areas, every construction project demands a rigorous commitment to safeguarding the well-being of workers and the public.

Legal Framework:

The UK construction industry operates under strict regulatory frameworks designed to protect workers and mitigate potential hazards. The Health and Safety at Work Act 1974 serves as the cornerstone legislation, imposing general duties on employers, employees, and contractors to ensure the health, safety, and welfare of all individuals involved in construction activities. Additionally, the Construction (Design and Management) Regulations 2015 (CDM) provide a structured approach to managing health, safety, and welfare throughout the lifecycle of construction projects.

Risk Assessment and Management:

Before commencing any construction activity, thorough risk assessments must be conducted to identify potential hazards and implement appropriate control measures. Hazardous tasks such as working at height, excavation, and operation of heavy machinery require meticulous planning and adherence to strict safety protocols. Site managers must regularly review and update risk assessments to adapt to evolving project conditions and mitigate emerging risks.

Training and Competence:

Ensuring the competence of personnel is vital for maintaining a safe working environment. Construction workers must undergo comprehensive training programs to familiarise themselves with safety procedures, emergency protocols, and the proper use of personal protective equipment (PPE). Supervisors and managers play a crucial role in providing guidance and mentoring to workers, promoting a culture of safety and accountability across construction sites.

Personal Protective Equipment (PPE):

The provision and utilisation of appropriate PPE are essential for minimising the risk of injury and exposure to hazardous substances. Construction workers must wear suitable protective gear, including hard hats, high-visibility clothing, safety boots, gloves, and eye protection, depending on the nature of their tasks. Employers are responsible for ensuring that PPE is readily available, properly maintained, and correctly worn by all personnel at all times.

Site Organisation and Housekeeping:

Maintaining a clean and organised construction site is fundamental to preventing accidents and injuries. Proper storage of materials, clear signage, and delineation of pedestrian and vehicle routes help mitigate the risk of slips, trips, and falls. Regular inspections and housekeeping routines ensure that potential hazards such as debris, spills, and uneven surfaces are promptly addressed, fostering a safe and efficient working environment.

Collaborative Approach:

Effective communication and collaboration among stakeholders are essential for promoting health and safety on construction sites. Contractors, subcontractors, designers, and clients must work together to address safety concerns, share information, and coordinate activities to minimise conflicts and hazards. Regular site meetings provide an opportunity to review progress, discuss safety issues, and implement corrective actions in a timely manner.

Continuous Improvement:

The pursuit of excellence in health and safety requires a commitment to continuous improvement and learning. Conducting incident investigations, analysing near misses, and soliciting feedback from workers are valuable practices for identifying systemic issues and implementing preventive measures. Embracing innovations such as wearable technology, drone surveillance, and Building Information Modeling (BIM) facilitates proactive risk management and enhances the overall safety culture within the construction industry.

Conclusion:

In conclusion, ensuring health and safety on UK construction sites is not merely a legal obligation but a moral imperative. By prioritising risk assessment, training, PPE provision, site organisation, and collaboration, stakeholders can create an environment where workers can thrive without compromising their well-being. As the construction industry continues to evolve and expand, a steadfast commitment to safety remains the foundation for sustainable growth and prosperity.

By adhering to stringent regulations, adopting best practices, and fostering a culture of safety, the UK construction sector can pave the way for safer, healthier, and more resilient communities for generations to come.

Construction Construction Vehicles Public Works Contract

Collett have successfully delivered two 178TE transformers

Working on behalf of Hyundai Electric UK, in conjunction with National Grid, Collett has successfully delivered two 178Te supergrid transformers from Tilbury Dock in Essex to National Grid’s Biggleswade substation in Bedfordshire.

Each transformer measured 9.0 metres long, 5.4 metres wide and 5.0 metres in height; combining with the trailer for a total vehicle length of 66 metres. Collett utilised their 250Te capacity Goldhofer girder bridge trailer to facilitate the movement of the two transformers to their final destination. The entire project took place over two weeks, with the transport occurring on two consecutive Sundays.

Collett has successfully delivered two 178Te supergrid transformers from Tilbury Dock in Essex to National Grid’s Biggleswade substation in Bedfordshire. — Image: Collett

Prior to the transport, Collett’s Projects and Consulting Departments provided comprehensive planning and site visits to strategise the route.

This included a comprehensive route survey, as well as swept path analysis reports, identifying obstructing street furniture that would require temporary removal. Collett liaised with both Cambridgeshire County Council and Central Bedfordshire Council to ensure that the movement would be successful.

With Collett having undertaken all ship chartering operations, the two transformers arrived at Tilbury Dock. Here, the first transformer was discharged from the vessel onto the girder bridge trailer where it was lowered onto stools in a secure storage area to await future transport.

The second of the two transformers was discharged directly onto the girder bridge trailer, in preparation for the first delivery to commence.

With all preparation in place, Collett began the transport.

Departing from Tilbury Dock, Collett travelled along the 76-mile route in approximately 8 hours.

The load was accompanied by Collett’s in-house escort vehicles as well as police escorts; initially being escorted by Essex police from Tilbury Dock, then handed over to Cambridgeshire Police at the county border.

Upon arrival at the site, Collett was responsible for offloading the transformer. Having previously undertaken detailed planning, including ground bearing pressure calculations, method statements, risk assessments and installation drawings, Collett’s Heavy Lift Team utilised their heavy duty jacking and skidding equipment to skid the 178Te transformer directly from the trailer onto the final plinth.

With one of the two transformers successfully delivered, the girder bridge was de-mobilised and returned back to Tilbury Dock to load the second transformer. Following the same route, the transformer was delivered to the site where it was once again offloaded onto the final plinth.

The 400kV substation includes two transformers that are needed to power the local area. The substation will initially boost power capacity by 80mW, allowing for future residential and employment growth in the Biggleswade area.

Construction Construction Vehicles News

Fox Group electric trucks to support new low carbon asphalt plant

Family-owned Fox Group is taking delivery of four new zero tailpipe emission Volvo trucks which will be used to service a low carbon asphalt plant being constructed at its site in Leyland.

The order comprises three Volvo FMX Electric 8×4 Tridem tippers – to be followed shortly by an FH Electric 6×2 tractor unit.

Fox Group is taking delivery of three new Volvo FMX Electric 8x4 Tridem tippers — Image: Volvo Trucks

Paul Fox, Managing Director of the Blackpool-based business, says: “Electric trucks are no longer on the horizon; they’re here, now, and key to reducing our carbon footprint. At Fox Group we see it as our role and responsibility to make the switch; we’re demonstrating to the whole of the sector that in the right applications, the transition from diesel to electric can be happening now.”

The FMX Electrics will be used to deliver asphalt from a soon to be established low carbon asphalt plant to local construction sites, before backloading sand from Fox Group’s nearby quarry into the plant – with zero tailpipe emissions and minimum noise. It complements the recent re-opening of the former Leyland railhead, which Fox Group is using to bring in enough materials daily to replace 95 eight-wheeler loads. The use of electric vehicles is vital on Fox Group’s journey to net zero, reducing the reliance on fossil fuel.

Supplied by Neil Crook, Customer Solutions Executive at local dealer Thomas Hardie Commercials, each new FMX Electric is plated at 32-tonnes and benefits from a hydraulically steered tag axle, operating with an insulated aluminium tipper body manufactured by local bodybuilder AJ Hayton.

In a first for the UK, one of the FMX Electrics has been manufactured with fossil-free steel to form the truck’s chassis frame. Produced using a completely new technology based on hydrogen, it ensures a much lower climate impact than conventionally produced steel. It is being gradually introduced to Volvo’s heavy-duty electric trucks, as part of plans to make them both net zero in operation, and when it comes to the materials used in their construction.

Fox adds: “We’re confident that with these electric Volvos, together with our other investments in electric plant and the railhead, we’re showing how we can transport large volumes of materials in a much more efficient and sustainable way.

“It’s the right thing to be doing for the planet and the communities we operate in, and we’re proud to see Fox Group leading from the front.”

Specified with five traction batteries, each FMX Electric runs on three electric motors, delivering 666hp of continuous power. The massive power is handled by an electromobility traction control system which ensures precision vehicle control even on slippery surfaces, all driven through Volvo’s popular 12-speed I-Shift gearbox – a long-standing favourite with drivers.

The FH Electric tractor unit will feature a matching driveline, but with six batteries, whilst operating at up to 44-tonnes. It will be used in conjunction with a 12m tri-axle tipping trailer, transporting stone from the railhead to local concrete plants.

To support the new vehicles Fox Group has extended its DC charging facilities, with the installation of additional recharging equipment at the railhead. Trucks will operate predominantly during the day, returning to base at night to recharge.

They have been supplied on five-year Volvo Gold Contracts which includes preventive maintenance, repairs, real time monitoring to keep track of the health of the batteries and battery replacements, should performance drop below agreed levels. The trucks are also backed by a full suite of Volvo Connect fleet management services to help boost productivity and energy efficiency.

Fox Group currently operates from 32 locations nationally, specialising in the supply and haulage of aggregates, recycled materials, muck-shift, earthworks and civil engineering projects. It has a fleet of more than 350 vehicles, consisting of six- and eight-wheel tippers, artics, low loaders and road sweepers to work alongside its impressive 4,500 pieces of plant and machinery, and a team of more than 850 people.

Civil Engineering Construction Public Works Contract Transport for the North

Blueprint for the North’s transport infrastructure

Transport for the North (TfN) has today (25 March 2024) published an ambitious plan for sustainable and inclusive economic growth in the North, enabled by transformational connectivity.

The new Strategic Transport Plan (STP) was approved at Transport for the North Board meeting in Leeds by Northern leaders. It outlines how with the right investment and policy levers, together with transformational transport infrastructure we could have a Northern economy that will be £118 billion larger by 2050.

Lord McLoughlin - Transport for the North Chair — Lord McLoughlin – Transport for the North Chair. Image: TfN

The blueprint which builds on the first plan published five years ago, sets out the case to transform the North’s transport infrastructure and services, demonstrating how better connectivity can enable economic growth, decarbonise our transport system and create more opportunities for all. The first STP enabled a step change in government funding for rail, by setting out the case for Northern Powerhouse Rail (NPR).

TfN’s new Plan is focused on the outcomes needed for people and places, seeking to better connect communities and businesses with services and opportunities. It sets out robust monitoring and evaluation to measure progress year-on-year, making sure the Plan is on track.

The new STP:

Sets out the North’s ambition for near zero emissions from surface transport in the region by 2045
Supports efforts to reduce car dependency and create the capacity required to grow patronage on our public transport networks
Recognises the scale of change required in accessibility needed to unlock opportunity and reduce social exclusion by one million people by 2050
Puts in place a long-term ambition to treble the share of freight carried by rail.

Lord McLoughlin, Chair of Transport for the North, said: “Our Strategic Transport Plan sets out Transport for the North’s statutory advice to government on how the North, speaking with one voice, can reach a sustainable, socially inclusive transport network for the future, support growth and employment opportunities.

“The STP will lay the foundations for the transport infrastructure investment for the North for decades to come. We will provide further advice to government on how the plan can be implemented, from the pan-regional investment pipeline required, to efficiencies in how transport infrastructure and services are delivered. The evidence in this STP shows how with sustained investment, the right policy levers and enabling behaviour change, we can truly transform the North.”

The revised Strategic Transport Plan can be viewed on our website

Construction News

GRS Group proves low-entry trucks are up to tough construction work

The arrival of GRS Group’s latest batch of Mercedes-Benz trucks means the operator is now running the country’s biggest fleet of low-entry Econic tippers.

The three new trucks take GRS Group’s Econic line-up to 15 – all are 3235 models, and were delivered by Dealers Motus Truck & Van and Sparshatt Truck & Van. Based at depots in Rainham, Kent, and Bow, East London, they are currently working full-time on construction projects in Central London related to the HS2 high-speed rail link.

Mercedes-Benz Low-entry truck

They were chosen for the unrivalled field of view offered from the driver’s seat, a key factor in allowing the Econic to achieve the highest possible rating from Transport for London’s Direct Vision Standard – a full five stars.

But that’s not all they offer. The Econic combines this significant attribute, which helps make it one of the safest trucks on the road for both operating crews and other road users, combined with proven Mercedes-Benz build quality, reliability and Dealer support.

GRS’s trucks are powered by 7.7-litre six-cylinder engines that produce 260 kW (354 hp) and drive through 12-speed Mercedes PowerShift 3 automated manual transmissions. The operator chose ENA configuration chassis, with single front steer axles, double-drive bogies and rear-steer axles, which allow for an impressively tight turning circle. The resulting, enhanced manoeuvrability compared to a standard 32-tonne construction eight-wheeler is a major advantage for operation in the capital.

The Econic’s deep, panoramic windscreen and the full-height, glazed folding side door chosen by GRS afford unbeatable visibility. Coupled with a seating position which is much lower than that of a conventional construction vehicle, this allows drivers to make direct eye contact with vulnerable road users, particularly cyclists and pedestrians, a major advantage in enabling each to understand the other’s intentions.

Mercedes-Benz Low-entry truck

The vehicles are also equipped with Active Brake Assist 5 emergency braking technology, which boasts an industry-leading pedestrian recognition capability, and an Electronic Parking Brake that is applied automatically when the engine is switched off.

They were acquired with competitively priced funding from Daimler Truck Financial Services, and will be maintained on Mercedes-Benz Service Contracts. All 15 have Thompsons Loadmaster Lite tipping bodies and are fitted with Samsara telematics.

Matthew Johansson, GRS Group’s Plant & Logistics Director, said: “Our decision to invest so heavily in the Mercedes-Benz Econic was driven by a desire to go beyond minimum requirements and set the highest possible standards for safety, while at the same time future-proofing our fleet against any tighter future restrictions. We believe these trucks are the best option available for work in the busy urban environment of London.

“The low-entry cab makes life easier and safer for our drivers – the reduced height floor means the cab is very easy to access, while the seating position allows them to keeps a much closer eye on other road users. We take our responsibility to operate in the safest way possible very seriously, so this package made the Econic a very attractive choice.”

He continued: “The trucks have now been well proven in a tough application – removing excavated materials from HS2 sites. We took the first examples early this year and the most recent arrived in October. Between them they’ve already shifted the best part of a million tonnes of construction spoil, and they often deliver aggregates on the return leg of their journeys too. I’ve no doubt we’ll be adding more soon.”

Mark Starosolsky, Logistics Director for HS2 contractors SCS JV, added: “GRS have proved themselves to be a trusted partner with their investment in five-star Direct Vision Standard tippers.

“These Econics, with their lower driving position, place the driver at the same level as vulnerable road users. The cab design, with much larger windows, maximises visibility while minimising the blind spots present in traditional truck design.

“We’re committed to using the safest vehicles available and are please we could work with GRS to support this investment to deliver our programme.”

Driver Peter Watson is among those tasked with piloting a GRS Econic in and out of London. He added: “Some of the guys were unsure about the cab design when we first started with these vehicles – being so low down is not what we’ve traditionally been used to in a construction truck.

“However, we were all quickly won over. The panoramic view and the fact that you’re much closer to other people on the road makes the job of negotiating busy city streets much less stressful. As an all-round package the Econic is unbeatable for this role.”

As with all new Econics supplied through the manufacturer’s UK Dealer network, GRS Group’s trucks are covered by a three-year/160,000 km warranties.

Construction Construction Materials Supply Chain

Overcoming delays on construction sites with on time deliveries

Keeping building projects on track is a challenge for construction companies, with an estimated 90% of large-scale construction projects being delivered late, and almost two thirds of these by at least two months. Additionally, as 1 in 4 construction projects are delivered more than 250 days late, with 10% delayed by up to a year, these challenges are all too familiar across the sector; and are likely set to remain. Further, these delays can have knock-on implications, as the cost of manufacturing and transportation can change, affecting overall costs and profitability too.

A significant contribution to these delays lies in the delivery of building materials to sites. When materials are delivered late, only in parts, inaccurately, or not at all, construction projects can potentially grind to a halt, forcing companies to waste time and money on contracted labour that would use the materials. Builders merchants often play a crucial role in minimising these delays, through ensuring the timely and accurate delivery of construction materials to the correct location when they are required.

Andrew Tavener

Andrew Tavener, Head of Marketing for Fleet Solutions at Descartes Systems explains how builders merchants can take advantage of proven software solutions such as accurate delivery scheduling, route planning and customer notifications to streamline their delivery operations, which will enable them to overcome many of the challenges associated with construction site deliveries; ensuring that the delivery of building products take place on-time and in full, and deadlines are met.

Co-ordinating multiple deliveries to sites

Delivery delays can derail a project, resulting in costly overruns and missed deadlines, so keeping a project on schedule requires timely delivery of supplies and availability of contractors. However, builders merchants often need to coordinate many logistical factors with multiple stakeholders in large-scale construction projects. This includes the general contractor, subcontractors and suppliers. Coordinating deliveries with all of these stakeholders is time-consuming. If not carried out effectively, they will cause delays. This is on top of the added challenge of managing multiple deliveries of different products that construction sites need to receive daily. This can prove even more challenging on a larger site, especially one with restricted or multiple access points, or rural locations.

Delays and increased costs also arise due to material damage or loss. What’s more, changes to a project scope or schedule might result in last-minute changes in the delivery of materials, which is challenging to manage. Additionally, with inventory management being important on a construction site, to ensure that materials are available when required, and to prevent overstocking or running short, goods may potentially need to be delivered on the day they are required. Moreover, site storage may be limited too – so deliveries might need to be coordinated around the availability of the storage space required, while also considering how deliveries and the storage of construction materials affects the health and safety of employees on sites. Achieving this involves controlling the flow of delivery vehicles and ensuring that materials are unloaded, stored and handled in a safe and timely manner.

The Solutions

An answer to this multi-faceted problem for builders merchants can be found within delivery scheduling and route optimisation software. This technology enables them to optimise the delivery of building products and materials to construction sites with several benefits. For instance, modern and proven route optimisation software allows suppliers to plan the most efficient delivery routes through analysing real-time traffic data to calculate the shortest, fastest or most economical routes for deliveries, helping to reduce delivery times, miles driven, fuel consumption and CO2 emissions. The software will also plan routes that avoid hazardous areas or roads with low bridges, improving the safety of drivers and reducing the risk of incidents and delays.

The real-time updates and alerts provided by route optimisation software helps to improve communication between planners, drivers, dispatchers, and site managers. Automated notifications from the software will help coordinate deliveries with multiple stakeholders – it can notify a construction site that a delivery is due, the expected time of arrival at the site, or any delays due to unforeseen circumstances such as roadworks or road traffic incidents. Deliveries can also be tracked in real-time through GPS tracking, allowing organisations to monitor their progress live on a map, and to make any necessary operational adjustments in real time. This provides construction teams and planners with an oversight of delivery status; and an informed ability to locate vehicles without having to telephone the driver to find out where they are. This enables builders merchants to offer a better customer service – one that enables them to be proactive in communications with construction sites about delivery times and any potential delays.

Delivery scheduling software is powerful for builders merchants because it can quickly and efficiently schedule and manage multiple deliveries, ensuring that materials are delivered to the right place at the right time. In addition, route optimisation software will help reduce delivery errors by providing clear, accurate delivery instructions to the driver. While proof of delivery functions enable goods to be checked onto and off the vehicle, ensuring no goods are missed when either loading or unloading the vehicle.

The Benefits

Implementing these technologies offers the potential to transform the delivery process and optimise operations, generating multiple benefits for builders merchants and their customers alike. Firstly, route optimisation and delivery scheduling software will increase project efficiency by facilitating on-time material delivery. Delays will be minimised and construction projects will be kept on track with accurate delivery times.

Proactive customer communication notifications reduces the risk of delays caused by incorrect orders or other issues. All parties can be kept informed about the delivery status of goods. This will ultimately lead to reduced costs by minimising late and / or inaccurate deliveries which cause project costs to increase when projects are delayed.

Optimising delivery processes will lead to improved relationships with construction firm stakeholders too. Accurate delivery times and delivery notifications contribute to better communication with customers, with a view toward building trusted relationships between the suppliers and construction site project managers. If site managers do not need to keep checking where their deliveries are, their time can be better spent managing other important aspects of their construction project. As a result, site managers will be able to manage their projects more efficiently.

The visibility of accurate delivery times and improved customer service will also allow construction teams to be more responsive to unloading materials when they are delivered. This will help reduce the time a delivery vehicle is at site, releasing it to continue with deliveries or return to base faster – and it will play a role in increasing productivity for all parties.

Conclusion

As builders merchants face a multitude of challenges in their efforts to deliver construction materials on time and in-full to sites, delivery scheduling and route optimisation software will help logistics and planning teams to optimise their delivery processes, improve customer service and decrease delays.

From automating and calculating the most efficient delivery routes, to enhancing customer communication through real-time updates, improving communication with stakeholders, managing multiple deliveries, reducing fuel consumption and improving health and safety, builders merchants can look to these technologies to streamline and improve their own internal processes to benefit customers.

This will ultimately generate a positive result for construction site customers. Builders merchants will be able to better plan and deliver construction materials when they are required and be in a position to proactively manage any exceptions. This all leads to a more trusted customer relationships, an overall improved service, and hopefully, and ideally, projects that meet deadlines and cost expectations.

Construction News

Construction output in the UK increases by 0.2%

Construction output in the UK hit a record high in March, despite poor weather conditions and weak performances in the housing and commercial sectors

In March 2023, there was an estimated 0.2% increase in the volume of monthly construction output due to a 0.7% rise in new work, according to the latest ONS figures. Since records began in January 2010, construction output has reached its highest level of £15,616 million. This increase was partially offset by a 0.6% fall in repair and maintenance output.

“The modest increase in output will provide a measure of good news for the construction industry, especially given a large proportion of work during the month would have been impacted by it being the wettest March for more than 40 years,” said Clive Docwra, managing director of property and construction consultancy McBains.

Construction output varied across sectors

Four out of nine construction sectors witnessed an increase in output. Infrastructure and public work were the main contributors to the rise. Infrastructure work increased by 2.2% (£51 million), and public work increased by 6.5% (£48 million).

A rise in repair and maintenance output of 4.9% also contributed to an increase in quarterly construction output in early 2023. There has been continued strength within the repair and maintenance sectors across 2022 and early 2023, with all repair and maintenance sectors increasing in the quarter.

“The private housing and commercial sectors are still weak, with the 0.2% increase in the output being largely down to other work sectors. The picture in the housebuilding market in particular is not surprising because although reports elsewhere show house prices are rising, which would normally trigger an increase in construction activity,” said Docwra,

“Most developers are still planning to reduce by about a quarter the number of homes they planned, and further land purchase is also on hold until the economic forecast becomes clearer,” he added.

The weather may have helped the repair and maintenance sector

According to anecdotal evidence, adverse weather conditions in January 2023 increased the need for repair work. However, weather conditions improved in February 2023, which allowed for more work to be done in general.

There was a 12.4% decrease (£1,571 million) in total construction new orders when compared to the previous quarter. This was largely due to a decline in private commercial and private housing new orders, which fell by 22.3% (£773 million) and 18.4% (£607 million), respectively.

Six out of the seven sectors witnessed a decrease in total construction new orders in Quarter 1 2023, with the largest contributor being other new work new orders (non-housing) which fell by 9.7% (£874 million).

Private commercial new orders saw the largest decline, decreasing by 22.3% (£773 million). This was due to falls in office and entertainment projects. Infrastructure decreased by 8.2% (£183 million). However, there was an increase of 11.1% (£177 million) in public new work new orders during the same period.

Furthermore, the annual rate of construction output price growth was 8.5% in the 12 months leading up to March 2023. Although this growth rate is still high, it has slowed down slightly from the record annual price growth of 10.4% that was observed in May and June 2022.

Source: pbc today

Construction Construction Materials House Building Modular Construction

Persimmon Invests in Top Hat

UK-based developer, Persimmon, has invested in Top Hat – a leading modular house builder. This strategic investment is set to revolutionise the construction industry by improving the speed, efficiency, and quality of building modular homes.

Persimmon’s investment in Top Hat will enable the modular home builder to scale its operations and increase production to meet the growing demand for affordable, high-quality homes. Top Hat’s innovative technology allows for the construction of modular homes to be carried out in a controlled environment, ensuring consistent quality while reducing construction waste.

With this investment, Persimmon is tapping into the rising popularity of modular homes, which are an excellent alternative to traditional homebuilding. Modular homes are built in a factory and assembled on-site, reducing construction time by up to 50% while also reducing the environmental impact of building. The investment also aligns with Persimmon’s commitment to sustainability and reducing carbon emissions.

Top Hat’s modular building system allows for customisation of homes, giving homeowners the freedom to design their dream home. The modular design process also ensures that the final product is structurally sound and energy-efficient, with high-performance insulation and windows, which can save homeowners money on energy bills.

With this investment, Top Hat can now accelerate its growth and will begin production from its cutting-edge 650,000 sq ft manufacturing facility in Corby, Northampton in 2024.

Jordan Rosenhaus, CEO and Founder at TopHat, said: “Today’s announcement is testament to the innovative approach that TopHat continues to take to house building and marks a step-change for the future of housing.

“It has been clear for some time that designing and building green, beautiful homes in factories is a critical part of solving the housing crisis – and today’s announcement will enable TopHat to reach the scale where the new generation of modular homes can be made available to everyone.”

Dean Finch, Group Chief Executive at Persimmon, said: “Persimmon is delighted to announce this partnership, combining the country’s most innovative modular manufacturer with the most cost-effective volume house builder.

“This investment provides Persimmon with guaranteed access to very energy-efficient volumetric modular units as well as TopHat’s innovative brick façade to use with our Space4 timber frame products.

“This will provide further build efficiencies, manage the growing challenge of labour shortages in key trades and expand our product range for customers. Combining our complementary industry-leading capabilities alongside other significant new investment makes me excited for the opportunities ahead.”

Construction Contracts News Public Works Contract

February construction output shows encouraging bounce back of 2.4%

At the start of 2023, the construction industry showed positive signs of growth, with February construction output bouncing back by 2.4%. This is a welcome relief after a sluggish end to 2022. According to recent data from the Office for National Statistics (ONS), the construction sector has been steadily improving since last year, despite the ongoing challenges posed by the pandemic.

Key Highlights

Construction output rose by 2.4% in February 2023, following a 1.8% fall in January.
The three-month on three-month growth rate was 1.9%, the highest level since July 2022.
The private housing sector saw the strongest growth, with a 5.2% increase in output.
The infrastructure sector also showed significant growth, with output rising by 3.8% in February.

The increase in construction output is a positive sign for the UK economy, and the industry as a whole. The strong growth in the private housing sector is particularly encouraging, as this is an area that has been struggling in recent years due to a lack of investment and high demand. The government’s recent efforts to boost housebuilding, through initiatives such as the Help to Buy scheme and the creation of a new Housing Infrastructure Fund, are starting to have a positive impact.

Meanwhile, the growth in infrastructure output is also good news for the industry. This is an area that has been neglected in recent years, with a lack of investment leading to significant delays in major projects. However, the government’s commitment to increasing infrastructure spending is starting to pay off, with projects such as HS2 and Crossrail showing signs of progress.

Road works — Image by Stefan Schweihofer from Pixabay

Mike Hedges, director at Beard Construction, said: “Like many other key sectors, construction has been unable to avoid the challenges of the last nine months or so. However, it is positive to see the landscape beginning to improve with an increase in output and the highest monthly value seen since January 2010.

“While it’s encouraging to see a marginal increase in new work, we shouldn’t be surprised to see repair and maintenance continuing to lead the recovery effort. This could in part reflect customers being wary about committing to large new-build construction projects but could also reflect the emerging direction of trying to maximise value from existing assets, reducing waste and preserving embodied carbon.

“Looking beyond February at the three-month picture though, infrastructure new work was a key contributor to growth. This certainly mirrors the broad portfolio of projects we’re working on and the tender opportunities we’re currently seeing at Beard.

“It’s further proof that firms need to remain agile and pivot toward more resilient sectors that will continue to provide opportunities, such as specialised infrastructure projects for local and central government. This is especially true for those firms reliant on residential building or housebuilding, which continues to be challenging with higher mortgage rates and borrowing costs stifling new-build demand. It will be encouraging to see the challenges on these sectors ease later this year with the slowing of interest rate increases.”

However, despite the positive signs, the construction industry still faces significant challenges. The ongoing impact of the pandemic continues to be felt, with supply chain disruptions and a shortage of skilled workers affecting many companies. In addition, rising material costs and inflation are putting pressure on margins, making it more difficult for companies to invest in new projects.

Overall, the increase in construction output in February 2023 is a positive sign for the industry and the wider economy. While challenges remain, the government’s commitment to boosting investment in housing and infrastructure is starting to have a positive impact. Companies that are able to navigate the current challenges and position themselves for growth in these key sectors are likely to see significant benefits in the coming years.

Construction News Public Works Contract

Sir Robert McAlpine restructure plans will see 60 jobs axed

Sir Robert McAlpine is cutting around 60 jobs, waving goodbye to two senior directors and switching its focus to sectors rather than regions under a major rejig of the business by chief executive Paul Hamer.

The most eye-catching departures are the firm’s London boss, Alison Cox, a McAlpine board member who has been in the post for just 18 months, and the managing director of its Southern business Ian Cheung who has been with the firm seven years.

But McAlpine is bringing back Grant Findlay as executive managing director of a newly formed Buildings division and who will now sit on a refreshed group board.

It will prioritise sectors where it has been most successful; these include healthcare, commercial offices, industrial, as well as the heritage and complex schemes delivered by its Major & Special Projects team.

McAlpine restructure plans will focus on clients’ changing requirements and decarbonisation.

The recent announcement of Sir Robert McAlpine’s appointment to the Temple Quarter Enterprise Campus for the University of Bristol is a good illustration of this vision in action. The company will be working closely with this key client on a project that will make a huge impact on the city of Bristol and the local area, both socially and economically.

It is also growing the rail, transport, and nuclear sectors of its infrastructure business to drive profitable growth and minimise its exposure to ongoing geo-political and market risks.

The business will move from a regional operating model to a sector-focused model, with national centres of excellence providing projects with swift access to expertise.

McAlpine restructure plans will reduce workforce by 2.5%, but vows to remain guided by strong set of value.

The McAlpine way of Build Sure continues to underpin the business’s approach to engineering and technical excellence, ensuring the delivery of exemplary projects safely, sustainably, on time, on budget, to the highest quality.

Paul Hamer, chief executive, Sir Robert McAlpine, said: “We have been proudly building Britain’s future heritage since 1869, and, throughout our history, have successfully overcome obstacles by remaining agile and adapting to evolving market conditions.

“The challenges that the industry is currently facing are exceptional and unprecedented. In this turbulent market, we owe it to our people and our clients to carefully consider how we apply our focus and expertise over the coming years to seize the opportunities that will support us to thrive.

“These changes are needed to enhance our operational agility. They mean we can move rapidly whilst generating improved efficiency and productivity. This does, unfortunately result in a small number of roles becoming redundant, which is a difficult but necessary decision.

“This strategy provides the momentum to take Sir Robert McAlpine successfully into the next 150 years. It enables us to build on our existing strengths and realise our full potential.

“We want to be renowned for our work with clients and communities as we construct a better world for future generations.”

Newer Posts

Older Posts

0151 931 5599

Construction