Level 2 and Level 3

Question 1

ETHICS - Talk me through being offered a gift on One Exchange Square?

Answer 1

CONTEXT:

On One Exchange Square, we had just awarded the demolition and enabling works package to a Contractor.

The Contractor in question, following confirmation of awarding the contract, offered me a case of wine, as a thank you.

ACTION:

• I politely declined the gift when it was offered, informed my Line Manager and notified the individual responsible for maintaining the gifts log.

WHY / LESSONS LEARNED:

• When making my decision, I consulted the RICS Professional Standard on Countering Bribery, Money Laundering and Terrorist Financing, as well as the RICS Ethical Decision making tree.
• Whilst my judgement was that the gift was well meaning, and was not illegal, I would not be happy to justify the gift and would not be happy if it became public, as I felt it could be perceived to negatively impact the perception of the tender process.
• I also felt that it would not maintain the RICS Rules of Conduct, particularly in relation to promoting trust in the profession.

Question 2

ETHICS - Is it ever acceptable to receive gifts?

Answer 2

There are situations where it would be accept a gift, but only if:

• It is modest, transparent, properly declared, and within my companies policy.

For example, if a longstanding consultant on the project offered to buy me a coffee, and I felt it would not adversely compromise my judgement, I could possibly accept.

Question 3

ETHICS - How do you maintain professional competence?

Answer 3

I maintain professional competence by undertaking regular and structured CPD (48-hours as an RICS Trainee).

For example, I recently undertook some CPD with a construction lawyer who outlined the key changes to the JCT 2024. These included:

(1) New relevant events included, such as Epidemics
(2) Modernisation of gender-neutral language
(3) Reducing time periods for responding to Extensions of Time (from 12 weeks to 8 weeks)

Question 4

ETHICS - How do you act with integrity?

Answer 4

To act with integrity means to be honest, transparent and do the right thing, even when it’s difficult.

For example, by owning up to mistakes (recently included a VAT allocation on a small sole trader), or by ensuring that I communicate openly with third-party stakeholders.

Question 5

ETHICS - How do you provide good quality output?

Answer 5

I ensure that my work is line with the Client’s requirements. For example, by adapting my monthly reports so it complies with my clients requirements.

Question 6

ETHICS - How do you treat Others with respect?

Answer 6

I ensure that everyone in a project team feels welcome and able to share their views.

At the end of meetings, I ensure I go around the room so everyone is able to provide comment.

I also ensure to provide written feedback to unsuccesful tendering parties.

Question 7

ETHICS - How do you promote Trust in the profession?

Answer 7

I promote trust by doing what I say I will. For example, when dealing with third party stakeholders on One Exchange Square, I will interrogate complaints and seek to minimise disruption wherever possible.

I.e. changing the contractors noisy working hours so it limits disruption to neighbouring tenants

Question 8

ETHICS - Talk me through working in the limits of your competence?

Answer 8

CONTEXT:

On 1 Finsbury Avenue, during the feasibility stage, my Client was deliberating whether to proceed with a CAT A or CAT B finish.

To assist their decision making process, they asked if I could provide some indicative construction cost estimates, and lettings value with each option.

ACTION:

I informed the Client that providing such advice falled outside of my professional competence, and they should seek advice from a Cost Consultant and Lettings Agent respectively. I also recommended some consultants that I had worked with on other projects.

WHY / LESSONS LEARNED:

1) To ensure I complied with the RICS Rules of Conduct (Members must provide services only within their areas of competence)
2) To protect the client, by ensuring that advice was accurate.
3) To ensure that I reduced risk for potential professional negligence claims.

Question 9

ETHICS - How did you maintain equality whilst tendering for a main contractor?

Answer 9

CONTEXT:

Undertaking the tendering process on 1TS.

ACTION:

I advised my Client that, in order to maintain equality and transparency, we should pre-issue the assessment criteria matrix to all tendering parties. The assessment criteria included weightings, which would enable contractors to understand how they were being asssessed.

The assessment criteria included:
1) Cost (30%)
2) Programme (30%)
3) Experience and Case Studies (20%)
4) Sustainability Credentials (20%)

WHY / LESSONS LEARNED:

1) To ensure that I complied with the RICS Rules of Conduct / Ethical Standards (Foster equality between tendering parties; provide a high standard of service)
2) Highlighted the benefits this would give to the tender process (contractors would focus on the clients core objectives, leading to a better outcome).

Question 10

ETHICS - What should you do if you are asked a question by one tendering contractor?

Answer 10

It depends on the question being asked, however I understand the importance of maintaining fairness, integrity and impartiality during the tender process.

If the question was not sensitive (i.e. disclosed commercial information from the party), I would:

1) Record the question
2) Check if it gave the tendering party an advantage
3) Prepare a written, neutral response simultaneously.

Question 11

CLIENT CARE - How have you reported to the client on One Exchange Square?

Answer 11

1) Written Communication - Weekly Newsflashes, Monthly Reports

2) Visual Communication - GANTT Charts, Risk Registers, CGIs

3) Oral Communication - Fortnightly project meetings

Question 12

CLIENT CARE - How do you tailor it to the specific recipients? Can you give some examples?

Answer 12

Before reporting, I evaluate (1) What I am reporting, (2) Who am I reporting to, and (3) What is the intended purpose.

For example, when reporting to the Malaysian client on One Exchange Square, who are not experienced within the construction sector, I ensure that reporting is non-technical and high-level, giving them the associated cost and programme impacts, as succintcly as possible.

This differs when reporting to British Land, who are a more experienced client.

Question 13

CLIENT CARE - Talk me through adapting your approach on One Exchange Square?

Answer 13

CONTEXT:

• Before construction works commenced, Client commenced they had obtained construction financing.
• A fund monitor was being employed, who needed to approve all payments as part of the debt financing agreement

ACTION:

• Noting that this was a core client objective, I updated the financial procedure, bringing consultant invoices forward a week, thus allowing the fund monitor enough time to undertake their analysis.

WHY / LESSONS LEARNED:

• Tailoring services to the Client, complying with the RICS Rules of Conduct.

Question 14

COMMUNICATION & NEGOTIATION - Talk me through a time you have negotiated an appointment on One Exchange Square

Answer 14

CONTEXT:

• Agreeing consultant appointments with the Compliance Monitoring Team on 1ES.

ACTION:

• The preferred consultant had issued their fee proposal, which was above the signed off budget in the Development CapEx.
• Having reviewed the consultants proposal, it was clear that there had been some overlap between the Verification Engineer (already employed) and the MEP consultants proposed scope.
• I highlighted this to the tendering party, which resulted in the fee being reduced in line with the clients budget.
• Furthermore, when negotiating the fee drawdown with the Verification Engineer, they based their fee on the commissioning programme in the contract, with a highly variable cashflow.
• If there was any change to construction phasing, this would vary the cashflow. My clients preference was to get cashflow certainty.

Question 15

COMMUNICATION & NEGOTIATION - How would you adapt your communication style when delivering technical vs non-technical advice?

Answer 15

• When delivering advice, I ensure that I adapt my communication based on the information being issued, in line with the audience’s technical understanding.
• When delivering technical advice, I use precise terminology, and provide detailed explanations to support decision-making.
• When delivering non-technical advice, I focus on the key outcomes, risks and outcomes, and avoid using jargon. I also ensure that the advice is tailored to the recipients requirements.

Example:

When agreeing some demolition works in the near vicinity of adjoining building owners, I adapted my advice when speaking with the Contracting Team vs. the Third Party Stakeholders.

When agreeing the method with the contractor, I referenced specific acoustic reduction criteria with technical language (for example, targetting a DB reduction of 10Db)

When speaking with the adjoining owners, I did not reference the specific criteria, but instead highlighted that adequate noise reduction measures would be installed.

Question 16

COMMUNICATION & NEGOTIATION - What’s an example of a difficult negotiation you have done and how have you dealt with it?

Answer 16

On One Exchange Square, I assisted my Project Director when agreeing the retained structure risk.

Client’s requirement - transfer as much risk as possible to the Contractor.

Contractor’s requirement - Limit risk allocation to steel members / structure that they had amended.

Before undertaking the negotiation, I:

1) Outlined with the Client Team what the end goal was
2) Established the non-negotiatables vs. negotiables (i.e. below ground structure it was felt was difficult to pass to the contractor given the building constraints - willing to concede)

The negotiation took place, with the end outcome being that:

1) Below ground structure remained a client risk
2) Above ground structure was passed to the contractor. However during the PCSA, the Contractor was paid to undertake their own detailed survey, with an agreed stance that any required remedial works to existing structure would be paid for by the Client.
3) Both sides came out like they had gained something.

Question 17

HEALTH & SAFETY - Talk me through when you addressed H&S Concerns on site?

Answer 17

CONTEXT:

• A scaffolder did not correctly tether their tools whilst working from height on 1ES.

ACTION:

• Understanding that I have a duty of care under the CDM regulations, I immediately informed the scaffolder to stop their works.
• I informed the Construction Director of the action immediately, and ensured that it was formally logged.
• I requested that a Toolbox talk was undertaken the next day so all operatives were aware of the requirement to ensure tools are tethered.

Question 18

HEALTH & SAFETY - Talk me through the process of overseeing the production of the H&S File on 1FA? What was included?

Answer 18

• Understanding my role as a PM to coordinate and oversee the H&S file, I ensured that the Principal Designer was aware of their obligation to produce one prior to PC.
• I highlighted the information that needed to be included, alongside the consultant team, including as-built drawings, test certificates, maintenance instructions, residual risks etc.
• I ensured that the Principal Designer allocated responsibilities for who was due to provide information. I was responsible for producing the project directory and supplying this to the PD.
• Ensured that a “H&S File” agenda item was included on the recurring meetings.
• Ensured that the Client was aware of their responsibility to keep and update the file throughout the building lifecycle.

Question 19

HEALTH & SAFETY - What is the CSCS Health and Safety Test? What did you learn?

Answer 19

• The Construction Skills Certification Scheme is designed to verify that operatives have the appropriate knowledge of health and safety relevant to their role.
• I learned the importance of establishing a proactive health and safety culture where risks are identified and managed before incidents occur. The importance of a no-blame culture.

Question 20

HEALTH & SAFETY - What did passing the CSCS allow you to do?

Answer 20

It allows me to legally and safely access construction sites as a recognised competent person.

Question 21

CONTRACT PRACTICE - What contractual documents did you include in the 1ES JCT D&B?

Answer 21

VOLUME 1: The Contract, including the contract particulars, and the conditions of the contract (e.g. design responsibility)

VOLUME 2: Employer’s Requirements (ETRs, PC Checklist, Change Control Procedurre)

VOLUME 3: Contractors Proposals (CSA, Design Information, Clarifications)

Question 22

CONTRACT PRACTICE - What did you include in the ETRs?

Answer 22

1) Scope of Works

2) Performance and Functional Requirements (Floor to ceiling heights, acoustic criteria, M&E Occupancy design criteria)

3) Sustainability Targets - BREEAM Outstanding, NABERS 5*, WELL Platinum

4) Required completion date

Question 23

CONTRACT PRACTICE - Why was a JCT D&B used on 1ES?

Answer 23

Two main reasons:

1) Programme - D&B allowed the design and construction phases to overlap, allowing final Stage 4 design to be coordinated whilst enabling some of the strip-out works to commence.

2) Early contractor engagement - cut-and-carve project, so felt that early contractor engagement would be vital, particularly with regard to retaining the facade.

Question 24

CONTRACT PRACTICE - Why did you use a JCT Minor Works Contract for the leak on 1ES? Why did you feel the need to get an appointment in place?

Answer 24

• Standard form of contract used given requirement to get works underway as soon as possible, noting there were emergency leaks.
• Works were low value, with no immediate design requirements.
• However, it was important to define the scope noting the risk posed by working in NWR’s asset.

Question 25

CONTRACT PRACTICE - Why did you recommend a a JCT D&B on 1FA?

Answer 25

CONTEXT: * An office floor had recently been vacated by an office tenant. Their existing fit-out was in situ, and there was a requirement to return the floor to market as soon as possible. SOLUTION: * Given the programme was the key driver a JCT D&B was used, primarily to ensure the design and construction would be undertaken by the Contractor. Reducing the requirement for a design team to produce the design before tendering.

Question 26

CONTRACT PRACTICE? - What is Sectional Completion?

Answer 26

* A situation whereby different parts of a project are completed and handed over at different times. * On One Exchange Square, sectional completion was included to enable two returning retail occupiers to come back to site and commence their fit-out works so they could operate and trade at PC.

Question 27

CONTRACT PRACTICE - What is required as a minimum in an unamended JCT Contract as a precedent to Practical or Sectional Completion?

Answer 27

Sectional or Practical Completion is adminstered by the CA / EA depending on the contract being used. The JCT does set minimum requirements: 1) Works must be completed in accordance with the contract documents 2) All test and inspections completed 3) Works must be substantially free from defects that would prevent the employer from taking possession and use 4) HSF, O&M, Warranties and Certificates should be issued.

Question 28

CONTRACT PRACTICE - How was Sectional Completion contractually defined for this unit?

Answer 28

1) Red line boundary included in the JCT 2) Description of works included (facade replacement, installation of capped services etc.)

Question 29

CONTRACT PRACTICE - What was involved in issuing Sectional Completion on 1ES?

Answer 29

CONTEXT: * Sectional Completion of a retail unit for a returning retail tenant. SOLUTION: * Regular meetings and site inspections were undertaken in the months leading to SC. Attended with the CMT, Building Control and NDT * Ensured the Contractor issued their Notice of Completion * Ensured that all required documents were issued to the Client ahead of handover (inc. BC approval, snagging list, outstanding works, HSF, O&Ms, CMT Statements)

Question 30

CONTRACT PRACTICE - What did the defects rectification process involve?

Answer 30

Defects rectification is the 12-month period after Practical or Sectional Completion were the contractor is liable to rectify any defective works. On One Exchange Square, prior to completion one of the glass doors smashed due to plant movement. This was recorded on the Defects Works list. Contractor notified, clear timescales adhered to and communicated.

Question 31

CONTRACT PRACTICE - What did the contract say on defects rectification? Does it have any prescriptive requirements

Answer 31

Yes, there are standard requirements in the JCT when it cames to defects. It stipulates that: 1) The Contractor has an obligation to rectify defects (usually within 12 months) 2) The Employer must give reasonable access for the contractor to carry out the work 3) If the Contractor fails to rectify the defects, the employer can carry these out and costs can be deducted from retention or other monies due to contractor.

Question 32

DEVELOPMENT / PROJECT BRIEF - Talk me through assisting the production of the Strategic Brief on 1 Triton Square?

Answer 32

CONTEXT: * On 1 Triton Square, my Company had just completed the basebuild works. There was a S106 obligation for an Affordable Workspace to be provided. ACTION: * I assisted the production of the Strategic Brief by: 1) Establishing workshops with the Client, Planning Consultant, and FM team to understand the requirements 2) I structured the brief to outline deliverable objectives (the workspace had to constitute 10,000sqft as part of the planning permission, and needed to be complete within 2 years to comply with the S106 condition) 3) Engaged with relevant companies (such as leasing agents and cost consultants) to provide a target tenant list and construciton cots 4) Formalised in a high-level strategic brief to share with stakeholders.

Question 33

DEVELOPMENT / PROJECT BRIEF - How did you ensure there was a full understanding of each team members role in delivering the project brief?

Answer 33

* Organised workshops with the key stakeholders following fornalisation of the brief (inc. Client, Design Team, QS) * Issued a concise brief to each * Identified a roles and responsibility tracker

Question 34

DEVELOPMENT / PROJECT BRIEF - What was the Change Control procedure on 1 Triton Square Affordable Workspace fit-out?

Answer 34

Change Control process was formalised at the end of Stage 2. * Changes raised were logged in a Change Control Tracker * Changes were assessed on a case by case basis, against the core project objectve (i.e. cost impact, sustainability impact, programme impact) * Information was sought from the relevant profesional (i.e. cost impact sought from the cost consultant) * Following assessment, this was issued to the Client for approval. * If approved, change control tracker updated, design team informed and information updated.

Question 35

DEVELOPMENT / PROJECT BRIEF - Can you give me an example of a specific change that was reviewed? How did you review?

Answer 35

Change to the AV screen in the event space mid-way through construction. Future tenant requested a larger screen, with additional high-level speakers. Change request issued to the Contractor. Highlighted that the works costs would be 50,000, as well as an additional 1-week on programme to commission and test the software. Reviewed with the Tenant, decided not to progress given the programme implications.

Question 36

DEVELOPMENT / PROJECT BRIEF - How did you produce the PEP? What was the process?

Answer 36

CONTEXT: A project exeuction plan is a tool used to define how a project will be delivered. On 1 Triton Square, after having established the Project Brief for the Affordable Workspace fit-out, I produced the PEP. ACTION: * I reviewed the project brief, which outlined that the clients core objectives which was to deliver an Affordable Workspace fit-out within a budget of £3m (total development CapEx), prior to March 2024. * I drafted the structure of the PEP, which included a (1) Project overview and summary of client objectives (2) KPIs (sustainable >less than 170kg/C02m2 fit-out, within budget £3m and by March 2024) (2) Project Governance - RACI, Communication Protocal and Decision Making process (3) Agreed procurement strategy (4) Project Control procedures (change control, risk register and programme). * I then reviewed this with my Director and issued to the Client for initial approval. * I then held a workshop with the Consultant Team to ensure they were aware of their obligations, and issued a formal copy to each consultant team.

Question 37

DEVELOPMENT / PROJECT BRIEF - What is a VE proposal?

Answer 37

A process which seeks to reduce costs whilst maintaining a projects functions.

Question 38

DEVELOPMENT / PROJECT BRIEF - Can you give me an example of a VE proposal that you reviewed?

Answer 38

CONTEXT: During the PCSA on One Exchange Square, the Contractor was tasked with issuing some VE proposals to help limit project spend and ensure the budget was maintained. One such proposal was by changing some of the projects triple glazed units to double glazed units. ACTION: * Once the submission was received, I, alongside the relevant consultant team (QS. MEP engineer etc.) reviewed the VE proposal against the Clients brief objectives (programme, cost, sustainability accreditation impacts) * The QS highlighted there would be a c.30% upfront cost saving for the change. * However, the MEP engineer said that the change would likely impact the projects NABERS ratings, as the DGU had about double the U-value of the TGU. This would increase the HVAC requirements of the builidng more generally, which would lead to higher operational costs, as well as requiring more intense energy requirements which would impact the projects targted NABERS accrediation * I presented the findings of the analysis to the Client against their objectives with my project Director, recommending that the change was not pursued, which was accepted by my Client.

Question 39

DEVELOPMENT / PROJECT BRIEF - What is a U-Value?

Answer 39

A value measures how much heat passes through a building element per sqm, per degree of temperatute difference between inside and outside. The lower the U-Value, the better the insulation qualities. Part L requires new dwellings to acheive a high performance DGU.

Question 40

LEADING PEOPLE, PROJECTS & TEAMS - What is a S278?

Answer 40

A legal agreement under Section 278 of the Highways Act 1980 which allows a developer to carry out works to the public highway.

Question 41

LEADING PEOPLE, PROJECTS & TEAMS - Talk me through leading the team throughout the S278 process?

Answer 41

CONTEXT: On One Exchange Square, there was a requirement to undertake some temporary amendments to the roadway outside of the development for use as a pit lane. This included removing some temporary kerb build-outs, renting road space and temporarily moving some cycle stands. ACTION: * Prior to leading the team, I analysed the specific objectives of the task which was to: (1) Agree a S278 with TFL (2) Prior to the construction process commencing to facilitate logistics and deliveries to site. * I obtained the requirements from the Contractor, in regard to dimensions of the Pit Lane, and the duration it would be required. * Following confirmation, I had an initial meeting with TFL to understand what requirements they had in order for the S278 to be agreed. * I established a team required to undertake these requirements, which included the (1) Projects Transport Consultant (2) Main Works Contractor and (3) Project Legal Team. * I identified the specific roles of each team member which included (1) Transport Consultant - respond to TFL's queries on impacts of the pit lane (2) Main Works Contractor to develop the design (3) Lawyer - negotiate the terms of the S278 with TFL * Following this, I developed a RACI outlining the responsibilities of each party, established a regular meeting schedule with all parties, and a programme which would see the pit lane in place prior to construction works.

Question 42

LEADING PEOPLE, PROJECTS & TEAMS - How did you motivate the team?

Answer 42

Consistently reminded them of the importance of pit lane, and how it would help acheive the common goal.

Question 43

LEADING PEOPLE, PROJECTS & TEAMS - How did you adapt your leadership approach on 1TS?

Answer 43

CONTEXT: Leading an affordable workspace fit-out to completion. ACTION: * During the design stage, I adopted a democratic leadership approach. I adopted this appraoch so that all design members had an opportunity to speak and actions delegated effectively so that the best design outcome was acheived. * During construciton, I adopted a more authoritarian appraoch, involving the setting of clear deadlines, responsibilities and reporting structures. This was due to the high risk phase of the project in complying with the project brief, and I felt it important to be direct and clear on each members requirements.

Question 44

LEADING PEOPLE, PROJECTS & TEAMS - Can you give me a specific example of a time you have adopted an authoratitve leadership approach?

Answer 44

CONTEXT: During the affordable workspace fit-out, the furniture install package was undertaken outside of the Main Contract under a client-held approach. Towards PC, there was a tight programme between completion of snagging items, and the furniture install. ACTION: * Completion of both activities were required prior to occupation of the space. * I I took control and convened a meeting between the Main Works Contractor and Furniture install, to understand the scope required from both parties, and required areas of working. * I ensured that the works were coordinated carefully, so both contractors could access and complete their works prior to occupation. * I also ensured that both Contractors complied with the Building Management Teams permitting procedures.

Question 45

LEADING PEOPLE, PROJECTS & TEAMS - Talk me through the process of selecting and appointing the CMT on 1ES?

Answer 45

CONTEXT: Prior to the signing of the Main Contractor, I was tasked with advising the client on the appointment of the Compliance Monitoring Team. A Compliance Monitoring Team was used as the contract used was a Design and Build with the Contractor novating the incumbent design team, to ensure compliance with the project brief and ETRs. ACTION: * I had an inexperienced client so I ensured they understood the importance of employing a CMT. * I established a shortlist of suitable contractrors, and went out to tender. * I held interviews with each consultant, reviewed tender returns, and formalised a recommendation report to the Client.

Question 46

LEADING PEOPLE, PROJECTS & TEAMS - How did you manage the completion phase of the project?

Answer 46

CONTEXT: * 10 Exchange Square - a 10,000sqft CAT B fit-out. I joined the project during Stage 5 and towards practical completion. ACTION: * Given the project was reaching it's conclusion, I adoped an authoriative leadership approach, to ensure that all parties adhered to the strict timescales. * I chaired weekly meetings with all parties to assess progress, highlight key risks, and ensure they were aware of their obligations. * For example, ensuring that the relevant PC checklist requirements were adhered to. * I developed a specific PC programme for the last two months, which outlined when key documents needed to be issused, such as (1) CMT Compliance Statements (2) Contractor Notice of Completion (3) PC Site Inspection (4) O&M Issue (5) Snagging and Outstanding Works Lists (6) HSF

Question 47

LEADING PEOPLE, PROJECTS & TEAMS - Talk me through the poor performance on the planning process on 1ES?

Answer 47

CONTEXT: On One Exchange Square, I led the planning and S106 condition submission process. On the project, the planning consultant who was responsible for issuing conditions to the City of London was regularly uncontacable, and would often turn up to meetings unprepared without having reviewed key documentation. ACTION: * I informally approached the planning consultant and raised my concerns. * The planning consultant confirmed they had just been given a secondary project, meaning they had a stretched workload and were struggling. * I then formally raised this to the individuals line manager, and outlined the concerns and requested that additional supporting resource was employed.

Question 48

MANAGING PROJECTS - Talk me through managing the project risk register on 1ES?

Answer 48

* I held regular risk workshops during Stage 4 and kept the risk register up to date * The risk register listed out the key risks, rated the severity of each risk, by assessing each risk on a scale of 1-3 by assessing its (1) Likelihood (2) Cost Impact (3) Programme (4) Value Impact. Maximum risk score was 12. * Highlighted the specific risk owner, as well as the mitigation measures to reduce the risk Examples of risks that were captured include: * Commercial Risks - Provisional Sum expenditure * Construction Risks - As-built structure not matching with archive information * Third Party Risks - PW awards. NWR Approval etc. * Programme Risks - Procurement risks

Question 49

MANAGING PROJECTS - Talk me through how you manage the project CapEx budget?

Answer 49

CONTEXT: * I managed the Development CapEx which had been established with the Client @ the outset of the project ACTION: * On a monthly basis I would approve consultant invoices against their reported cashflow, highlighting spend to date, against approved budget and forecast spend. * I would also track project contingency, and highlight any early warnings to the Client

Question 50

MANAGING PROJECTS - How do you monior cashflows on One Exchange Square?

Answer 50

1) Ensure that consultant invoices are in line with their agreed drawdown, or work undertaken to date. if any invoices were not in line with their drawdown I woudld formally raise these with the Consultant. 2) I would provide quarterly updates to the client comparing the cashflow at the end of the three month period, to highlight whether was any underspend, overspend and reason behind. 3) I also reviewed, with the Cost Consultant, the Main Contractors valuations against the agreed cashflow, to flag any early warnings from a programme perspective.

Question 51

MANAGING PROJECTS - Talk me through recommending surveys on 1ES?

Answer 51

CONTEXT: * One Exchange Square is a cut and carve, with significant portions being retained, inc. 90% of structure and 50% of the facade/ * The design team had based their design on the available archive information, however this was from the 80's so there was a risk that this information would contain errors or changes, which would require design changes. ACTION: * I discussed this with the Design Team at regular DTMs, and established a full surveys scope and tracker. * I presented the list to the Client, and recommended that a suite of surveys be undertaken immediately following vacant possession (specifically, surveys to the retained stick facade system, and structural layout) * The client approved the recommendation, and I appointed a variety of surveyors to undertake surveys following the strip-out. * A point-cloud survey was undertaken on a level by level basis. Once received, I shared the output with the design team, which highlighted that several elements in the as-built drawings were not correct (for example several instances where beams were installed were there should have been trusses). * This enabled the design team enough time during the Stage 4 to update their drawings (particularly servicing layouts), which resulted in cost and programme saving.

Question 52

MANAGING PROJECTS - What is a DRM?

Answer 52

A project management tool used to define and allocate design responsibilites across all parties involved in a project.

Question 53

MANAGING PROJECTS - Talk me through producing the structure of the DRM?

Answer 53

* On 1 Triton Square, at the commencement of Stage 2, I produced a DRM which outlined who was responsible, accountable, consulted and informed of all design elements. * This was across the architect, MEP engineer, structural engineer and acoustic consultant * I produced the draft, ensured it was consistent with each consultants appointment, and shared with the design team for comment, review and agreement. * Once agreed, I issued to the Client for review, and inputted into the PEP.

Question 54

MANAGING PROJECTS - Were there any issues with the design team on the DRM? How did you overcome these?

Answer 54

There was some disagreement between the acoustic consultant and architect when it came to overall responsibility on acoustic performance. The acoustic consultant were not a designer, and therefore did not want to hold responsibility for the designed product complying with the design criteria. I held a workshop with both consultants, and came to an agreement that the responsibility for specifying the acoustic criteria sat with the acoustic consultant, however the overall responsibility for ensuring the system complied with said criteria sat with the architect.

Question 55

MANAGING PROJECTS - Talk me through the procurement process on 1 Triton Square?

Answer 55

* The procurement strategy was defined at the end of Stage 2, which was a single-stage D&B, with the Contractor being procured off Stage 3 information. * Once the strategy was established and the Stage 3 design concluded, I: (1) Oversaw the production of the Tender pack with the Cost Consultant. This included (A) Tender Instructions (B) Form of Tender (C) Certificate of Bona Fide Tender (Certificate confirming that their bid had been prepared genuinely and honestly, without an intention to mislead) (D) Indicative Programme (E) Contract (F) Pricing Document (2) Established a long-list of contractors (3) Issued a PQQ (4) Recommended a shortlist of contractors (5) Undertook mid-tender interviews (6) Responded to tender queries (7) Produced a recommendation report to the Client

Question 56

MANAGING PROJECTS - What did you include on your monthly report on 1ES?

Answer 56

* Executive Summary * Construction Update * Programme Update * Commercial Update (Contingency, Provisional Sum, Cashflow Variance) * Risk Register * Decisions Required

Question 57

PROGRAMMING & PLANNING - Talk me through producing the strategic programme on 1 Finsbury Avenue?

Answer 57

* I consulted the project brief to understand the specific requirements. The brief was to remove an existing CAT B fit-out on floor, and reinstate the existing CAT A services for a future occupiers. * I identified the key project activities, which included (1) Strip-out (2) Validation of existing services (3) Design Review (4) CAT A Install * I provided estimates of each project activities durations using previous project experience and my Directors advice. * I identified the interdependencies between each project activity (i.e. the strip-out had to be undertaken prior to validation of the existing services), and highlighted the critical path (longest sequence of interdependent events) * Organised a workshop with the design team and contractor to test the estimated durations * I then presented this visually via a GANTT chart to the Client for approval.

Question 58

PROGRAMMING & PLANNING - How did you track construction progress on 1TS?

Answer 58

(1) Established the construction programme with the main contractor prior to works commencing. Ensured inclusion of various milestones (e.g. completion of RAF install, completion of MEP first fix, completion of partition walls, MEP second fix, finishes, PC). (2) Undertook weekly site inspections to review on-site progress. Highlighted any instances whereby works were behind programme. (3) Reviewed the Contractors monthly programme issue and dropline (4) Reviewed the valuation cycle against the agreed cashflow to ascertain any early risks (5) Discussed any concerns during the main progress review.

Question 59

PROGRAMMING & PLANNING - Were there ever any activities that were not proceeding in line with the construction programme? How did you address this?

Answer 59

* The first fix MEP was not proceeding in line with the programme. The milestone programme showed that the first MEP should have been completed, however there was still significant portions where this had not been completed. * I raised my concerns with the contractor, and ascertained that there had been an issue with the procurement of cable trays - this was preventing the installation of ceilings in meeting rooms, which was on the critical path. * Ascertained the cause of the delay - Contractor risk, no relevant event. * Coordinated an updated programme with the Contractor - (1) MEP subcontractor would work backshifts and on Saturdays to recoup lost time (2) Ceilings could go up in certain areas - works resequenced.

Question 60

PROGRAMMING & PLANNING - What is the Party Wall Act?

Answer 60

The Party Wall Act 1996 provides a framework to prevent and resolve disputes between neighbour where building works affect shared or adjoining structures. It applies when: * Working on an existing party wall * Building a new wall on or near a boundary; or * Excavating close to a neighbouring property The building owner must serve a Party Wall notice on the adjoining owner. If they dissent, the party wall surveyors are appointed to agree a Party Wall Award which sets out how works are to proceeded safely and fairly.

Question 61

PROGRAMMING & PLANNING - Talk me through producing the party wall programme on 1ES?

Answer 61

CONTEXT: * One Exchange Square, there were several interfaces with an adjoining office building on the Southern elevation, where PW awards would need to be in put place. * The works involved (1) Demolising an existing boundary wall and replacing with a shaft wall (2) installing new facade connecting into a shared joint (3) Installing new lapped waterproofing ACTION: * I reviewed the scope of works with the Party Wall Surveyor, and understood that notices would need to be served, and design information issued to the adjoining owner, as well as a method of works * I reviewed the Main Contractors main works programme which highlighted milestone dates when these works were due to take place * I then produced a bespoke PW programme, which worked backwards from these dates which captured (1) What was required for the works to proceed (2) Estimated timescales for each activity * This included (1) Serving the PW notice - 1 month (2) Preparation of design information and method statements - 1 month (3) Reviewing and responding to comments - 2 months (1 month float to reflect comments and updates of drawings (4) Formalisation of award * I then presented this to my Director, the PW surveyor, and the Contractor to acheive buy in. I then ensured that dates were acheived facilitating works to commence in line with programme.

Question 62

PROGAMMING & PLANNING - Talk me through providing acceleration advice on 1TS? Was the advice taken?

Answer 62

CONTEXT: * Acceleration is the process whereby the pace of works are increased, seeking to improve the end completion date. * On the Affordable Workspace, there was an adjoining retail unit which was due to complete their works and begin trading 1 month prior to the PC date of the Affordable Workspace fit-out. * To minimise potential implications for the retail unit, the Client asked whether it was possible to accelerate the works and finish 2 weeks prior, with only remaining finishes, snagging and furniture install to be completed (less intrusive works) ACTION: * I reviewed the request with my Contractor to establish how works could be accelerated. * It was highlighted that this could be done by: (1) Employing additional site operatives (2) Working backshifts and undertaking out-of-hours working (3) Resequencing works by undertaking the commissioning works in parrelel with the installation of finishes * The accleration would cost the Client an additional £100k (c.5% of the Contract Sum) * I highlighted this to the Client, and also ensured the client was aware of the risks (1) H&S risks (2) Potential detorioration of quality (3) Additional risk of commissioning failure as they would not be undertaken in isolation in a dust free environment. * Following a review with the Client, where these risks were highlighted, the decision was taken not to pursue acceleration. * Instead the Contractor, Tenant and myself would work closely to understand their trading requirements, and how the implication of fitting out works could be reduced.

Question 63

PROGRAMMING & PLANNING - Contractually, how was acceleration captured under the contract you used?

Answer 63

* A JCT D&B 2016 does not contain an express acceleration clause (unlike the NEC), so if acceleration was to be adopted, this would need to be captured through a supplemental agreement.

Question 64

PROGRAMMING & PLANNING - Talk me through producing the different programme options on 1FA? What additional scope was included on the CAT A compared with the CAT B?

Answer 64

CONTEXT: * During RIBA Stage 0 - Strategic Definition, the Client was reviewing what specification of fit-out to deliver the space to. * The two options under review were either (1) CAT A, or (2) CAT B ACTION: * One of the client's key criteria was to understand the programme implications of both options. This was reviewed with other criteria, such as letting value implications, and cost implications * To assist with the decision making process, I produced two strategic programmes highlighting the forecast programme implications of both options. * Using my Directors expertise, and CAT A and CAT B examples within the office, I produced two strategic programmes. * This highlighted that the CAT A programme would result in a faster completion date by 10 weeks RESULT: * I presented this to the client, who used this alongside the value implications of both options, and the associated rent free options that a Tenant would enjoy. * The decision was taken to proceed with the CAT A.

Question 65

CONSTRUCTION TECH - What stages have you worked across? How have you adapted your approach across each one?

Answer 65

* I have worked across the first 7 RIBA Stages, specifically: * RIBA Stage 0 - 6 - 1FA * RIBA Stages 2 - 6 - 1TS * RIBA Stages 4 - 5 - 1ES * RIBA Stages 5 - 6 - 10ES I have adapted my approach to suit the specific requirements during each stage, specifically: * RIBA Stage 0-1 - Acted as an advisor and coordinator * RIBA Stage 2-3 - Acted democratically, seeking to coordinate the design teams efforts during each stage * RIBA Stage 4-5 - Focus on delivery, with a heavy focus on programme

Question 66

CONSTRUCTION TECH - What is the difference between the facade types you used on 1ES?

Answer 66

* On One Exchange Square, there are three different facade types that are used. (1) Unitised facade on the Western Elevation - these are prefabricated panels manufactured offsite, delivered in whole panels. (2) Stick facade - manufactured on site in component parts, using transoms and mullions. (3) Rainscreen Facade - A facade type designed to protect the building from rain and moisture, while allowing ventilation and drainage behind the exterior surface.

Question 67

CONSTRUCTION TECH - Why did your project use different facade types?

Answer 67

Different facade types were used to suit the existing building constraints, requirements and logistical requirements. The clients key driver was programme, so there was a pretendancy to use unitised panels wherever possible, as these can be assembled offsite and installed quickly. Unitised panels where installed on the majority of the Western Extension, which was possible due to having relevant crane infrastructure to install. However, on the lower levels of the building, such as in the retail arcade, site constraints meant that it was not possible to transport these large materials to the required works area. A stick system was therefore required. Pre-fabricated rainscreen cladding panels where used on the Southern Elevation. This was due to the fact that this elevation adjoined a neighbouring builiding, which was likely to extend their building in future, so therefore no glazing would be installed.

Question 68

CONSTRUCTION TECH - What are the advantages of the different facade types that you have used?

Answer 68

Unitised: (1) Quicker installation - manufactured offsite (2) Better quality control as can be managed on the production line Stick: (1) Easier to assemble on tight construction site with limited logistical arrangements (2) Easier to make onsite adjustments Rainscreen: (1) Individual panels can be replaced without full dismantle (2) Cost effectiveness compared to unitised.

Question 69

CONSTRUCTION TECH - What surveys did you instruct on 1ES? What was the performance criteria that each test had to pass? Talk me through the process

Answer 69

CONTEXT: * In addition to installing new facade, c. 50% of the buildings existing facade was due to be retained in the permanent scheme. * The scope of works was to retain the existing strongback facade system (the secondary support structure which holds the cladding into place), replace the existing DGU with TGU, sandblast and provide a new finish to the existing granite cladding. ACTION: * To ensure viability, I discussed with my Director and design team the tests that were required to ensure that the facade was applicable for reuse. This included: (1) Structural tests of the existing strongback system to ensure it had the load capacity to support the new TGU (2) Tensile Pull Out tests of the existing fixings which were holding the cladding panels in place (3) Advanced Weather testing for the newly treated granite panels to ensure it could survive 25-years of extreme weather testing * The tests were undertaken during the PCSA and strip-out works. These highlighted that: (1) The strongback system did have the required load bearing capacity to support the weight of the TGUs, however isolated base plate strengthening would need to be undertaken (2) The existing fixings had the required tensile strength (3) The treated facade could survive 25-year of simulated weather exposure

Question 70

CONSTRUCTION TECH - Talk me through designing a building in line with Part M on 1TS? What specific examples can you give that needed to be met?

Answer 70

CONTEXT: * Part M is an approved document under the Building Regulations which outlines how buildings can be used and accessed by all building users. ACTION: * During the design stage, I undertook several reviews with the Architect, and BCO, to understand the specific requirements that Part M would require. * This highlighted three specific examples, including: (1) Level access would need to be provided to the entrance of one of the doors - a ramp was installed at the main entrance so wheelchair users could easily access the site (2) All corridors and circulate space required 900m width to allow wheelchair users to access the space (3) Provision of accessible WCs with adequate grab rails

Question 71

CONSTRUCTION TECH - Have you got any other examples of delivering buildings in line with Building Regulations?

Answer 71

Yes: (1) Fire protection requirements for retained structure on 1ES - Ground two floors needed to have 120 mins of fire rating. 90 mins rating above - Part A (2) Drainage - Part H - ensuring the below ground drainage had adequate falls (3) Part C - Adequate waterproofing membrances and roof coverings to prevent water ingress (4) Part L - Minimum U-values - 0.26 for external walls

Question 72

PROCUREMENT & TENDERING - Why did you recommend a negotiated tender on 1 Finsbury Avenue?

Answer 72

* Clients key driver was programme, with the fundamental goal to reduce any void period on the floorplate * There was an existing fit-out contractor who was undertaking a similar scope of works on a floorplate two floors below. Contract terms, SoA were already agreed. * A competetive tender process had already beeen undertaken on the floor two levels below. * This would limit the tender process required, reducing procurement timescales, and allowed works to commence sooner than if a competitive tender was pursued

Question 73

PROCUREMENT & TENDERING - Did you highlight the potential disadvantages of a negotiated tender route?

Answer 73

Yes, I highlighted that: (1) Limited competition could lead to a risk of higher costs (2) Perception of bias or unfairness However, given that a competitive tender had been undertaken to award the initial contract, it was felt these drawbacks could be mitigated.

Question 74

PROCUREMENT & TENDERING - Do you think a negotiated tender route conforms with the RICS Rules of Conduct?

Answer 74

The RICS rules of conduct does have implications for tendering and procurement, specifically: 1) Acting with integrity 2) Providing a high standard of service 3) Act in a way that promotes trust in the profession 4) Treat others with respect and promote equality and inclusion. It is invariably context specific, however a negotiated tender does comply, if: 1) It is chosen for genuine, and justifiable reasons 2) Selection criteria is documented 3) Negotiation is fair and transparent 4) Any conflicts of interest are documented

Question 75

PROCUREMENT & TENDERING - Talk me through the procurement process on 1TS?

Answer 75

* The procurement strategy was defined at the end of Stage 2, which was a single-stage D&B, with the Contractor being procured off Stage 3 information. * Once the strategy was established and the Stage 3 design concluded, I: (1) Oversaw the production of the Tender pack with the Cost Consultant. This included (A) Tender Instructions (B) Form of Tender (C) Certificate of Bona Fide Tender (Certificate confirming that their bid had been prepared genuinely and honestly, without an intention to mislead) (D) Indicative Programme (E) Contract (F) Pricing Document (2) Established a long-list of contractors (3) Issued a PQQ (4) Recommended a shortlist of contractors (5) Undertook mid-tender interviews (6) Responded to tender queries (7) Produced a recommendation report to the Client

Question 76

PROCUREMENT & TENDERING - Why was a single stage D&B recommended on 1TS?

Answer 76

A D&B was chosen over other available procurement routes, because: 1) Client focus was on acheiving a fixed price, whilst also allowing a quicker works programme 2) Single stage was chosen due to (1) Project size - a PCSA was not deemed suitable given the relative simplicity of the project, and (2) Design was in a sufficient position to enable the Contractor to provide a fixed price, with limited design clarifications, exclusions or provisional sums.

Question 77

PROCUREMENT & TENDERING - What would you do if a Contractor asked you a question during the tender process that you felt offered them an unfair advantage?

Answer 77

It is important to ensure a competitive tender process, where no one party is given an unfair competitive advantage over another. If the query raised is not commercial, or sensitive in nature, then it is important to provide the information to all tendering parties. I would: * Document the tender query in the RFI tracker * Respond to the query with the design team * Issue the response to all tendering parties ASAP.

Question 78

PROCUREMENT & TENDERING - Why did you recommend the Contractor you did on 1TS?

Question 79

PROJECT FINANCE - Talk me through producing the CapEx on 1ES?

Answer 79

When producing the CapEx on 1ES, I: * Split the works packages between the various cost codes and consultants (I.e. Construction Costs, Professional Fees, Property Costs, Legal Costs, Other Costs) * Establish budgets for each consultant / workstream, based on (1) Fee proposals (2) Benchmark Costs (3) Office experience * Establish a cashflow * Establish a contingency

Question 80

PROJECT FINANCE - What is the difference between expenditure, committed cost, and anticipated future spend?

Answer 80

Expenditure: Money that has already been spent (I.e. invoices or salaries already paid) Committed Costs: Money that is obligated to pay (balance of a contract not yet paid) Anticipated Future Spend: Money expected to be spent (i.e. budgets for future works)

Question 81

PROJECT FINANCE - What would you do if you were aware of an early warning in relation to exceeding a project budget?

Answer 81

1) Investigate the Early Warning - what is the cause? What is the forecast excess that needs to be funded 2) Notify the Client 3) Evaluation options for mitigation - i.e. can VE be adopted? If not, what would the impact be on contingency? 4) Recommend and implement

Question 82

PROJECT FINANCE - Give me a specific example of a project change that you managed on 1ES?

Answer 82

* 1ES - specific contractor clarification that if a number of timber doors did not comply with Part M requirements, this would need to be instructed as a change. It was not possible to confirm the specific opening forces pre-contract * Post contract, several tests were undertaken, which demonstrated that several of these doors, due to their fire rating and acoustic requirements, they would not be able to open with less 30N worth of force (in line with Part M) * As such, power assistance would be required.

Question 83

PROJECT FINANCE - How do you assess whether to approve a change?

Answer 83

(1) Contractual requirement to instruct (2) Regulation requirement to instruct (3) Implication on brief (4) Client approval and implications on project brief

Question 84

PROJECT FINANCE - How do you work out if something is design development or a change?

Question 85

STAKEHOLDER MANAGEMENT - What project stakeholders have you worked with on One Exchange Square?

Answer 85

* Internal Stakeholders - Client, Project Team, Consultants * Third Party - NWR, LUL, British Land * Statutory - City of London

Question 86

STAKEHOLDER MANAGEMENT - Did you have to adapt your approach depending on the stakeholder in question? If so, how?

Answer 86

Yes I did, before engaging with stakeholders, I assessed: 1) Who they were and their technical expertise 2) Their level of interest and influence in the project 3) What information they were interested in. I then tailored my approach to suit. For example: 1) When speaking with the client, I ensured that I was high-level, strategic, and outcome focused 2) When speaking with the consultant team, or contractor, I was clear, precise, contractual and technical 3) When speaking with third parties, I was practical, empathatic and consultative 4) When speaking with statutory stakeholders, I was formal, compliant and documented.

Question 87

STAKEHOLDER MANAGEMENT - What is a Stakeholder Engagement Strategy?

Answer 87

A structured plan that outlines how a project will communicate and interact with stakeholdrs to acheive project objectives, manage expectations and minimise risks.

Question 88

STAKEHOLDER MANAGEMENT - How did you assess each stakeholders influence / interest?

Answer 88

CONTEXT: * On One Exchange Square, following the signing of the main works contract, I undertook an analysis of the projects stakeholder engagement strategy with the comms consultant and stakeholder engagement lead. * A stakeholder identification excercise was undertaken, which highlighted the wide variety of stakeholders who were involved in the project, either because they were involved in it, or impacted by its outcomes. The excerise was focused on third party stakeholders. * Once these were identified, I used an interest vs influence grid to highlight their level, and adopt a communication strategy as a result. A stakeholder was deemed to have high influence if they had, the ability to either directly or indirectly impact the works, either through providing approvals to work, or providing objections. A stakeholder was deemed to have high interest, based on previous experience.

Question 89

STAKEHOLDER MANAGEMENT - What is a communication strategy?

Answer 89

A structured plan which details how information will be shared between a project team and its stakeholders.

Question 90

STAKEHOLDER MANAGEMENT - Talk me through the different communication strategy for a couple of different stakeholders?

Answer 90

NWR - High influence, they had an approval role for works in the vicinity of the Station. However they were less interested in the general progress of the works. Targeted communication strategy, focusing on key approval items (such as Tower Crane install, or works within a 3m radius of their asset) LUL - High influence, low interest. Approval role on installation of some temporary fins in the vicinity of their Vents. Targetted communication specific to that issue. BL - High influence, high interest. Regular communication on a weekly basis.

Question 91

STAKEHOLDER MANAGEMENT - Did you ever have any bad experiences with Stakeholders?

Question 92

STAKEHOLDER MANAGEMENT - What is an organigram? How did you use it with your client team on 1ES?

Answer 92

CONTEXT: * On One Exchange Square, the Client Team had a number of different stakeholders who had varying roles and remits on the project. This included: (1) Development Team - Day to Day Client Lead (2) Sustainability Team (3) Insurance Team (4) Asset Team (5) Communications / Marketing Team * Whilst traditionally, we would only engage with the Development Team, it was important that the other internal stakeholders were informed and updated on their key workstreams. * To assist this, I produced an organigram which outlined who worked for each team, and what information they should be consulted and informed on.

Question 93

SUSTAINABILITY - What is WELL?

Answer 93

WELL is a sustainability accreditation, which is focused on human health and well-being in developments. It was established by the International WELL Building Institute, and rates buildings on a scale of Bronze, Silver, Gold, Platinum. It focuses on how the built environment impacts the health, comfort and productivity of occupants.

Question 94

SUSTAINABILITY - What is the normal process with WELL?

Answer 94

(1) Define the Goals and Scope of the Project - whether it is a new build, major fit-out or existing building. Register via IWBIs online platform and determine a target rating. (2) Assess requirements for target rating, ensuring compliance with mandatory features, and establish a list of targeted features. (3) Develop a plan, and implement these into the design and operation of the building. (4) Prepare evidence of compliance for each feature (5) Third Party on-site assessment for most features (6) Certification

Question 95

SUSTAINABILITY - What credits did you target on 1ES?

Answer 95

I ensured that the project complied with all mandatory targets, such as: A01 - Ensuring compliance with indoor air quality standards W01 - Ensure potable water quality meets quality standards N01 - Provide access to fruits and vegetables. As well as, several targeted credits, such as: A07 - Enhanced air quality - Installation of real time air quality monitors in front of house areas M05 - Active Design Strategies - provision of sit-stand desks in the FM areas. I ensured that these requirements were included within the contractual requirements for tender.

Question 96

SUSTAINABILITY - Talk me through reviewing CPC's on 1ES during the PCSA, and how did you advise of the Sustainability implications? Can you give me an example?

Answer 96

CONTEXT: During the PCSA on One Exchange Square, the Contractor was tasked with issuing some VE proposals to help limit project spend and ensure the budget was maintained. One such proposal was by changing some of the projects triple glazed units to double glazed units. ACTION: * Once the submission was received, I, alongside the relevant consultant team (QS. MEP engineer etc.) reviewed the VE proposal against the Clients brief objectives (programme, cost, sustainability accreditation impacts) * The QS highlighted there would be a c.30% upfront cost saving for the change. * However, the MEP engineer said that the change would likely impact the projects NABERS ratings, as the DGU had about double the U-value of the TGU. This would increase the HVAC requirements of the builidng more generally, which would lead to higher operational costs, as well as requiring more intense energy requirements which would impact the projects targted NABERS accrediation * I presented the findings of the analysis to the Client against their objectives with my project Director, recommending that the change was not pursued, which was accepted by my Client.

Question 97

SUSTAINABILITY - What were the benefits of reusing terrazzo tiles in 1ES?

Answer 97

CONTEXT: The existing building had several marble features in WCs and lift lobby areas. The decision was taken to reuse these materials in the new building. ACTION: With the architect, we drew up a scope of services that included the careful dismantle of the existing material, which was then transported to a terrazzo company in Shoreditch, who who crush the white marble down to form the base, whereas the green marble would be retained and installed in organic pieces within the tile. This significantly reduced the embodied carbon associated.