by Oscar Venus | 9 Apr, 2021 | Main News Feed, Technical, Transformation
Ahead of the next Digital Construction Working Group (28 April 10am), FIS has launched a new tool to help members to follow and understand the technologies that are shaping the present and future of construction.
Expressions like Industry 4.0’, the fourth industrial revolution, the Digital Revolution are bandied around and the Construction Playbook isolates the need to “develop new solutions including improved digital capabilities.” but what does the digitalisation of the finishes and interiors sector actually mean to projects and businesses in the supply chain?
FIS CEO Iain McIlwee commented “The Digital Spine was born at a Round Table we hosted with key experts from our sector. We looked at where digital is having influence and what is holding us back. A key concern was that behind all of these digital solutions is whole new language that we are struggling to get to grips with. The roundtable also isolated that the environment can be bewildering with solution not always matched to problem and real concerns over interoperability of all of the rapidly expanding range of tools at our disposal. Taking a step back we decided that the best way to help was to create the Digital Spine, a simple outline of the language behind the technology that is evolving to support the FIS community, but vitally also to contextualise tools against the core areas of business operation where they have the potential to support change. We are grateful to all the members who have supported the development to this point and encourage all users to bombard us with questions and omissions to support development from here”.
Mark Norton Group BIM Director, ISG added “The Digital Spine is great because it is simple and the key to innovation is to keep it simple and align it to genuine problems, not get caught-up in the technology. We recognise that this is a start and the tool will evolve with questions and as new innovation emerges. We’ll be reviewing at the Digital Construction Working Group on the 28 April and starting to look at where the biggest impact is and how we can ensure the FIS community is aware of opportunity, alert to the challenges and vitally too has influence in the way that some of these tools are emerging to support standardisation.”
The Digital Spine is available here.
You can reserve your place at the FIS Digital Construction Working Group here.
by Iain McIlwee | 12 Mar, 2021 | Main News Feed, Transformation
FIS has joined other leading construction groups in signing the RICS Conflict Avoidance Pledge. Commenting on the signing, FIS CEO, Iain McIlwee stated:
“Signing the pledge underpins our commitment to creating a better environment for our supply chain. It isn’t rocket science, in fact it underpins many of the values we expect of the FIS community and were instilled in me by my Mum! The Pledge is about creating and maintaining good business relationships, and dealing with problems early and amicably and working collaboratively to ensure projects are delivered on time, on budget and without the need to waste huge amounts of money on legal disputes.
The construction industry spends around 1.6% of its total expenditure in the UK on legal services, which compares unfavourably to the UK economy’s median spend of 0.8%. This is because we have created an adversarial environment built on win lose contract negotiations. We have made the contract more important than the project – we have even started calling ourselves contractors rather than constructors! We need to consign this 20th Century thinking to the past as it stands in the way of progress and undermines attempts to drive up quality and reduce waste. The RICS Avoidance Pledge and corresponding Conflict Avoidance Process (CAP) are part of an industry wide commitment to change this and we are eager to support and encourage others in and around our community to do the same”.
Martin Burns, Head of Dispute Resolution Services (DRS), Research & Development at the RICS stated:
“It is great that we have leading trade bodies like FIS supporting the pledge and actively encouraging their members to sign and adhere to the terms laid out. The culture in construction needs to change, but change will openly happen when enough people take that first step to being better and believe that others can and will change too.”
As part of signing, FIS is encouraging all members to sign the Conflict Avoidance Pledge and working with wide industry groups to ensure that the core principles are embedded in future editions of standard construction contracts.
We believe in collaborative working and the use of early intervention techniques throughout the supply chain, to try to resolve differences of opinion before they escalate into disputes.
Wording of the RICS Conflict Avoidance Pledge
We recognise the importance of embedding conflict avoidance mechanisms into projects with the aim of identifying, controlling and managing potential conflict, whilst preventing the need for formal, adversarial dispute resolution procedures. We commit our resources to embedding these into our projects.
We commit to working proactively to avoid conflict and to facilitate early resolution of potential disputes.
We commit to developing our capability in the early identification of potential disputes and in the use of conflict avoidance measures. We will promote the value of collaborative working to prevent issues developing into disputes.
We commit to work with our industry partners to identify, promote and utilise conflict avoidance mechanisms.
On signing the pledge an organisation will be listed on the Conflict Avoidance Directory as Bronze, Silver or Gold.
Bronze verified – This indicates that the individual, business or organisation is a signatory to the CA Pledge.
Silver verified – This indicates that the individual, business or organisation is a signatory to the CA Pledge AND has taken formal steps to incorporate policies to give effect to their commitment to avoiding and effectively managing disputes.
Gold verified – This indicates that the individual, business or organisation is a signatory to the CA Pledge AND has taken formal steps to incorporate policies to give effect to their commitment, conflict avoidance and dispute management procedures AND is actively engaging in such policies.
Visit the FIS Contractual and Legal Hub here
by Iain McIlwee | 11 Mar, 2021 | Skills, Transformation
The Construction Leadership Council (CLC) today (Thursday 11 March) publishes the first sector-wide skills plan for construction, developed by Industry.
The Industry Skills Plan for the UK Construction Sector 2021-25 sets out the key skills challenges facing construction and how they will be tackled. The plan sets out a series of clear actions and commitments for both industry and Government to help meet these challenges, grouped under the following four areas:
- Careers
- Standards and Qualifications
- Training, Education and Development
- Culture and Working Environment.
To improve the attractiveness of construction careers and access to them, a Talent View portal will be created, providing a one-stop-shop for new entrants and an industry standard for work experience will be put in place. In addition, up to 7,000 STEM Ambassadors will be encouraged to join the sector-specific Construction and Built Environment scheme, with a target of 1,700 fully supported by 2024.
A set of new construction traineeship programmes, and a pathway from Further Education into construction, will be developed in order to support and boost routes into the industry.
There will be a move to focus of competence by developing new competence frameworks. New training standards will be set in two areas: to support the drive towards Net Zero fossil fuel emissions; and for Smart Construction to develop digital and offsite construction skills. The CLC also supports the drive towards increased direct employment. The plan supports Government mandates on direct employment through procurement.
Mark Reynolds, Group Chief Executive of Mace and CLC member, said: “This is the most ambitious and wide-ranging skills plan the construction sector has ever produced. It should have a far-reaching impact on how we attract, retain and develop people in construction and help deliver upon Government’s home-building and infrastructure plans. “Many of the challenges we address in this plan will require a shared commitment over years, so the hard work starts now to deliver real and lasting change for the benefit of the whole sector.”
Commenting on the Plan FIS CEO, Iain McIlwee stated: “There is some good thinking in the plan and, in the main, it is easy to support and uphold the principles it projects. I do, however, have some concerns over the section on direct employment. We would need to see drastic changes in procurement to enable businesses to employ more. We maybe haven’t got the balance quite right, but with ridiculously short lead times, insufficient allowance in programmes and surge construction when the programme slips, flexibility is essential and that is before you look at the scale and geographic spread of projects in construction and the fact businesses are so easily cast aside in favour of a cheaper quote.
Employment is not the only way to ensure we have an engaged and evolving workforce, indeed the concept of employment has drastically changed in recent times with key tipping points like the introduction of CIS and the death of the final salary pension scheme changing the landscape . We need to be careful of falling into the trap that PAYE is the only way and it was better because we used to employ everybody. I am not convinced construction ever did in the conventional sense (remember the cards?) and there are areas like Health and Safety where we have been able to show marked success. I think we should bring some academic rigour to this part of the plan to better understand the balance and impact on productivity and quality by utilising a freelance contingent and ensure that procurement focusses on how we respect, invest in, manage the competence of and supervise individuals rather than simply how we employ people.”
The plan sets out a series of clear actions and commitments for both industry and Government to help meet these challenges, grouped under the following four areas: Careers; Standards and Qualifications; Training, Education and Development; and Culture and Working Environment. Commitments include:
- Creating Talent View, a one-stop-shop portal for new entrants
- Recruiting 7,000 construction STEM Ambassadors
- Developing an industry standard for work experience
- Producing competence frameworks
- New training standards for Net Zero and Smart Construction
- A pledge to promote direct employment
Details of how to get involved in these commitments will follow in the coming weeks.
by Iain McIlwee | 3 Feb, 2021 | Main News Feed, Transformation
This excellent report (published by the Foundation of the Wall and Ceiling Industry and made available to FIS Members via the Association of the Wall and Ceiling Industry -AWCI) explores how construction technology is impacting the means and methods of wall and ceiling construction and draws on original interviews with industry thought leaders working in this sector in the US to provide insight into how technology is transforming the sector.
Background
The need for wall and ceiling contractors to work more productively and safely in today’s labour-constrained construction environment is driving investment in
project management software, tracking and tagging systems and prefabrication machinery at wall and ceiling firms.
“The big drivers for me are productivity, quality and safety,” says Stephen Eckstrom, president, California Drywall Company. “I’m going to adopt more technology
if these [drivers] improve.”
Technology Investment Is Increasing
While many in the commercial construction industry have been slow to adapt to new technologies, according to various sources, technology investment is increasingly being seen as important.
“[Technology] will ensure that your company is positioned to offer new levels of service that may set you apart from competitors,” says Nancy Brinkerhoff, president and CEO of Ironwood Commercial Builders in Northern California and 2019–2020 president of AWCI.
“Companies not on board the automation revolution will be left behind,” says S.S. Saucerman in the AWCI’s Construction Dimensions article, “The Weakest Link? Us.”
How Is Technology Defined?
Technology is “the science or study of the practical or industrial arts,” says Webster’s New World College Dictionary. This definition1 suits the objective of this paper,
which is to discuss “practical” applications that affect the wall and ceiling industry’s workflows. Technology includes software, tools, collaboration methods, ways to
gather and analyse data and more.
What Is Meant by Means and Methods of Construction?
The means and methods of construction is a central principle of construction contracts in which the contractor controls the processes and materials used to build
structures falling within his or her scope of work. Often, contractors must provide their own incidental design input, value engineering or minor plan modifications to resolve on-the-spot difficulties during construction. The goal of contract fulfilment is to complete a project efficiently, profitably and within specifications. This is where investment in technology can have an impact.
A full copy can be downloaded here (FIS Members Only)
Foundation of the Wall and Ceiling Industry
FIS is grateful to the Association of the Wall and Ceiling Industry (AWCI), our sister organisation in the US who has given us permission to share this report with our membership. It is published by The Foundation of the Wall and Ceiling Industry. The Foundation’s mission is to be an active, unbiased source of information and education to support the wall and ceiling industry.
by Clair Mooney | 23 Oct, 2020 | Main News Feed, Transformation
In a bid to drive a greater understanding and support the implementation of BIM in the fit-out and finishing world, UK BIM Alliance is delighted to announce a formal affiliation with the trade body for the sector Finishes and Interiors Sector (FIS).
Iain Mcilwee, Finishes and Interiors Sector (FIS) CEO “There is little doubt that, as construction reinvents itself in the post COVID/post Grenfell era, the Digital Revolution is here. If we look at the reforms that will be driven through regulatory requirements or commercial drivers linked to productivity and quality, how we create and share information through the specification and construction process is key. BIM was always going to struggle to live up to the early hype, but the principles of BIM are already helping us to adapt and change and with greater standardisation and simplification, it will help us to deliver the golden thread along with the structural and cultural changes that we need to see. We are very much looking forward to aligning and working more closely with the UK BIM Alliance and helping our community to understand and implement these changes – like with BIM itself, collaboration is everything.”
Andy Boutle, UK BIM Alliance Engagement Co-Lead “We are delighted to welcome FIS to the affiliate programme who already have an active Digital Working Group focussing efforts in this area . We look forward to supporting and coordinating future activities together.”
The Affiliate programme aims to bring together the professional institutions, trade associations and any other industry organisations to provide a consistent message and coordinated approach to digital transformation, working across silos to a shared objective.
About the UK BIM Alliance
We are here to support the built environment sector take the first fundamental step in their journey to digital transformation. The UK BIM Alliance aims to ensure BIM becomes business as usual whilst at the same time, transforming and future proofing the way the industry work. The UK BIM Alliance is also the UK & Ireland chapter of buildingSMART. For more information visit the website.
About the Finishes and Interiors Sector
FIS is the representative body for the £10 billion finishes and interiors sector in the UK. The FIS membership is drawn from contractors, manufacturers and distributors of ceilings, steel framing systems, partitions, operable walls, plastering, drylining, and specialist interior fit-out and refurbishment businesses.
FIS exists to support its members, improve safety, minimise risk, enhance productivity and drive innovation in the sector. As well as specialist publications, technical support and expert helplines, FIS is a dynamic network that brings the sector together through a range of events, awards and specialist working groups, all aimed at sharing best practice, setting standards and advising Government, that help its members to improve performance and win work.
For more information visit the website.
by Iain McIlwee | 15 Oct, 2020 | Main News Feed, Transformation
Last week was UK Construction Week, which is a great opportunity to step back and reflect on what has been achieved by the CLC in the past year. One thing that is very clear to me, is that as a result of the Covid19 pandemic, the profile of both construction and the CLC has increased significantly. I was particularly pleased to hear the Construction Minister, Nadhim Zahawi, highlighting examples of our work including the Talent Retention Scheme during his keynote speech at the conference.
The CLC has of course been transformed as a result of our response to Covid-19. We have reformed our structure and organisation; we have increased the tempo of our work in response to the crisis and we are working hard to deliver an Industry Recovery Plan agreed jointly between government and industry last summer.
Yesterday we published a progress review of work on the Recovery Plan. As co-chair, I think that it is useful for me to share my thoughts on the key milestones. Before I do that, I also want to highlight why the plan is so important. Firstly, it is a really positive reflection of a joined-up industry that is thinking collaboratively and strategically about our role in the Covid-19 recovery. Secondly, its content reflects the effective relationship that we have developed with government over the past five years, supporting key objectives that are as diverse as net-zero carbon, skills, and productivity. Thirdly, and most importantly, the plan is being implemented successfully in partnership, and it is making a difference.
Turning to the review itself, I find it a really useful summary of a plan that has many moving parts, all of which play a role in driving the wider recovery. Most of the focus is rightly on our ‘reset’ activities that are supporting the industry to get back on track. Many of these measures, including the Site Operating Procedures, the extension of Right to Buy and flexibility on site working hours are all pragmatic measures that have enabled firms in the sector to work as productively as possible in difficult circumstances. Collaborative work on payment terms and contractual best practice also appears to have made a practical difference to the way in which money flows around the sector. However, I am clear that the biggest achievement of the CLC during the reset phase has been the establishment of the Talent Retention Scheme. As Covid-19 has an inevitable impact on both firms and the people working in our industry, I have a feeling that the TRS will prove to be a real asset as we look to retain our skills base.
Whilst our focus necessarily needs to be on the here and now, I am also really encouraged to see progress on the longer-term Reset and Re-invent phases of the plan which aim to support the longer-term transformation of the sector. Probably the highest profile initiative at the moment is the forthcoming Government Construction Playbook, which will support a stronger and more sustainable relationship between our sector and our government clients. However, there is also great progress being made on initiatives associated with innovation in collaboration with the Construction Innovation Hub, and with building safety, net-zero carbon, and skills.
I am immensely proud of the work that has been achieved by my colleagues on the CLC over the past year. Through a common purpose and tremendous collaboration, I believe that we have taken decisive steps towards our wider transformation to becoming more productive, efficient, sustainable, and safer sector. By taking these steps we will be in a position to consistently deliver value to our clients. I encourage you to read our status report and our plan and to reflect on how you can engage with our programme to not only embed our recovery, but to accelerate our transformation as well.
Blog from Andy Mitchell CBE, Co-Chair of the Construction Leadership Council
CEO Thames Tideway Tunnel
You can read the Building Winter Resilience – New Guidance from the CLC here
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