News Archives - Page 10 of 17

Crime in the construction industry – What steps can be taken to help prevent workforce crime

Posted:
4th January 2017

It is not surprising that the most common forms of crime in the construction industry are theft, vandalism and health and safety neglect. These crimes contribute to the sector suffering millions of pounds’ worth of losses every year. These costs relate to not only the crimes themselves but also the resulting financial penalties, such as increased insurance premiums and project delays.

Recent research, carried out by the CIOB (Chartered Institute of Building), examines the scale and impact of crime on the construction industry and highlights the key areas of concern for senior level construction workers and management. Theft is the most common crime; 21% of respondent’s state that they experience theft each week and, overall, 92% are affected weekly, monthly or yearly. This indicates that the industry needs to seriously consider the prevention of theft and ensure that construction workers in supervisory roles know how to deal with it appropriately.

Focusing on theft and vandalism for this article, it is estimated that the construction industry suffers losses of more than £400 million* a year due to these, although it is hard to get an accurate figure as many of these crimes go unreported. The theft of plant poses a particular problem for the industry; the replacement of expensive equipment could lead to a project incurring substantial and unforeseen costs. The recovery rate for plant that has been stolen has improved in recent years. This is thanks to initiatives developed by membership organisation Construction Industry Theft Solutions (CITS), plus continuing collaboration with the police on crime prevention and the recovery of stolen goods.

Additionally, the theft of tools, building materials and small plant is also a major issue that plagues the industry – particularly as these crimes are sometimes perpetrated by direct employees or contractors working on a project. Let’s have a closer look at the figures:

items stolen / theft from construction sites — CIOB Survey: Responses – items such as tools/building materials/small plant stolen from UK construction sites

The survey found that both tools and building materials are stolen by either direct employees/contractors (approximately half) or third parties. CCTV, security measures and access controls can help eradicate the problem caused by the latter, but what more can be done about this crime within the existing workforce? Small plant theft can also be attributed to workforce members in one in four cases. When we look at vandalism statistics committed on a project, we also see that approximately 20-25% is once again caused by this group. It should be noted here that statistically speaking contractors do seem more problematic than the direct workforce with regards to these issues.

vandalism on UK construction sites — CIOB survey: Respondents – Vandalism on UK construction sites

These crimes have long reaching financial implications for all the organisations concerned. A £400 million pounds annual lost is a huge sum of money, compounded by an industry operating on notoriously low profitability margins. It is certainly money that the sector can ill afford, particularly in the current climate of BREXIT and exchange rate volatility.

The survey asked the respondents their opinion of the financial impact upon their organisations – One in four were unable to put a figure upon the cost of this crime, but nearly one in ten respondents said that crime in their industry costs them £100k or more annually.

The study concluded by asking if this problem has remained the same over the last year. Half felt it was no different, but worryingly 40% felt it was getting worst. This begs the questions – what measures can be undertaken to try and combat crimes carried out by the workforce?

Mosaic stock control, asset tagging & inspection manager is a powerful multifaceted tool to support management with the tracking of materials and equipment on-site. Historically, on-site materials tracking and locating have been made complicated by the use of traditional paper based tracking processes. These are invariably labour intensive, potentially ineffectual and contribute to the increase in construction costs.

This type of solution, provides a slick on-line process that easily allows you to book out and in items against a worker record. It provides an online and real time record of where plant, tools and materials are at any point in time during the project, and if policed correctly can reduce these losses.

To conclude, we will look at a live case study of Costain’s London Bridge project, to gain insight into the solution they employed to keep track of stock and machinery use. The client “Costain” wanted to make provisions to track workforce use of machinery, tools and issuing of PPE (Personal Protection Equipment). As they had 1000+ workers on site at any one time, they set up a designated storeroom on site manned by 7 Store Men over a 24-hour opening period. Mosaic’s Stock and Asset control manager system was employed and items were tagged up with RFID (Radio-Frequency Identification) and scanned out and back in using a PDA’s (Personal Digital Assistant). To date there has been over 1.4 million transactions where tools and stock have been accessed and returned.

To find out more about the Mosaic’s Asset & Stock Control Manager click here

*D. Edwards, Plant and equipment theft: a practical guide, 2007.

Source: Crime in the construction industry – CIOB (Chartered Institute of Building) survey 2016

Newly privatised oil and pipeline network, requiring that Mosaic on-line reach!

Posted:
19th December 2016

In March 2015, the government announced it had agreed to sell the GPSS (Government Pipeline Storage System) to Compañía Logística de Hidrocarburos
(CLH) for £82m, with CLH taking over operation of the GPSS on 30 April 2015. A contractual agreement between the MoD and CLH ensured military fuel requirements continued to be met using the GPSS.

The efficient operation and maintenance of the Government’s Pipeline and Storage System is crucial to the national interest due to its strong links to the military

and economy of the country. The network carries around 40 percent of Britain’s aviation fuel around the country, supplying sites such as Heathrow and Gatwick airports, as well as British and U.S military airbases in England and Scotland.

CLH has already review existing working practices and a schedule of programmed works to ensure that this longstanding and vital UK asset is transformed from a military necessity of the war years into a commercial proposition excelling in efficiency, safety and reliability.

They chose the Mosaic system to help them improve working practices and the health & safety record across this vast network. They virtually use all elements of the Mosaic system from the competency platform with SkillCheck at its core. This is utilised in tandem with the Mosaic Occupational Health module and the Mosaic Induction Manager. Due to the high number of safety critical roles evident across the network, Mosaic Briefing Manager, most notably during Toolbox talks, is used to great effect. Having a robust ‘Competency Management System’ that has bolt-ons, such as Mosaic Briefing Manager, and is delivered on-line is proving a success in this newly privatised operation.

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To find out more about us click here

Mosaic helps Costain deliver on marine tunnelling project at Hinkley Point C

Posted:
19th December 2016

Costain, one of the UK’s leading engineering solutions providers, is delighted be a major contract partner in the construction of the new Hinkley Point C nuclear power station in Somerset. Costain has started work and will provide the design and delivery of the water cooling systems for the nuclear power station.

Costain will design and construct three marine tunnels, around 11km in total length and each one approximately seven metres in diameter, to take in cooling water from the Severn Estuary for the nuclear reactor before it is cleansed, recycled and returned. They will also be building a jetty at the site.

Mosaic Management Systems will provide an on-line competency management system to support site management on this project. A 500+ strong workforce will be deployed on this phase of the project. Mosaic has been working with Costain now for a number of years, which means data can be migrated across from previous projects that Mosaic has been deployed on. The unique ability of the Mosaic system is that it has a ‘Network Passport’ allowing relevant work details to be transferred across, thus saving considerable time during set up of a new project.

John Micciche MD of Mosaic said “We have worked with Costain on numerous projects now and we are extremely pleased that they have chosen us once again, particularly on such a ground-breaking project.”

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Work on Thames Tideway Tunnel commences with Mosaic’s Competency Management System at its core

Posted:
15th December 2016

After years of planning, construction work for the new 25 kilometre interception, storage and transfer tunnel running up to 65 metres below the river, known as the Thames Tideway Tunnel, started at the back end of 2016. Beginning in west London, the main tunnel generally follows the route of the River Thames to Limehouse, where it then continues north-east to Abbey Mills Pumping Station near Stratford. There it will be connected to the Lee Tunnel, which will transfer the sewage to Beckton Sewage Treatment Works. Overflows of untreated sewage into the tidal River Thames add up to tens of millions of tonnes every year. This is unacceptable and the Thames Tideway Tunnel will finally clean up the capital’s river after years of polution.

A joint venture between Laing O’Rourke and Ferrovial Agroman has landed the largest Central section drive worth £600m-£900m. The Eastern section of the tunnel has been bagged by a Costain, Vinci and Bachy joint venture and is expected to cost £500m-£800m. Another three-way consortium consisting of Balfour Beatty, BAM Nuttall and Morgan Sindall has picked up the shorter western tunnel drive, which is expected to be worth somewhere between £300m-£500m.

Cross-section of Thames Tideway Tunnel plans

The tunnels will be dug with a gently sloping gradient, falling 1m for every 790m it travels at a depth up to 60m below the

Tunnel Boring Machine at Lee Tunnel - Thames Tideway Project — Tunnel Boring Machine at Lee Tunnel – Thames Tideway Project

surface. Under the present programme, construction is expected to start in 2016 and conclude in 2023. The total Thames Tideway Project is estimated to cost around £4.2bn at 2011 prices. Around £1.4bn of the Thames Tideway Tunnel’s construction cost will be financed by Thames Water and £2.8bn by Thames Tideway Tunnel Ltd.

Mosaic Management Systems is delighted to be involved with such a prestigious engineering project and will be providing a universal system covering all three sections of the build. Certain parts of our system are already in use inducting / onboarding workers and assigning them to the correct job role via our SkillCheck application. Toolbox talks are being issued and recorded on PDA’s (Personal Digital Assistant) while evidence, such as qualification and CSCS cards, relating to workers is being up loaded via our new Evidence Manager addition.

John Micciche MD of the company commented “We have been working in the Water Sector for a while now and have accumulated a lot of experience in this industry, but it is always great to be involved in such a high profile project”.

To find out more about our work in the Water Sector then please click here

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Many construction companies now deliver inductions both online and offline ‘the blended approach’ – let’s review the evidence

Posted:
13th December 2016

Construction companies these days have the option to deliver their inductions both online and offline. In our experience, some chose a blended approach of the two. This ensures engagement is really delivered to the workforce twofold, with great effect. In these instances, employees are told about procedure online, via online learning / PowerPoint presentation / films / quizzes, while face to face interaction is there to ensure the message really gets home.

Organisations today are looking beyond the automation of traditional training models to new approaches to knowledge. At the simplest level, a blended leaning experience combines offline and online forms of learning where the online learning usually means “over the Internet or intranet,” and offline learning happens in a more traditional classroom setting. We assume that even the offline learning offerings are managed through an online learning system. An example of this type of blending may include a learning program that provides study materials and research resources over the Web while providing instructor-led, classroom training sessions as the main medium of instruction.

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Research by the University of Tennessee’s Physician’s Executive MBA (PEMBA) program2 for mid-career doctors has demonstrated that blended learning programs can be completed in approximately one half of the time and at less than half of the cost using a rich mix of live eLearning, self-paced and physical classroom delivery. Of even greater interest, this well-designed program was able to demonstrate an overall 10% better learning outcome than using the traditional classroom learning format alone.

Benefits of Online learning:

Topics can be organised so that the user can complete them at their own pace, or not depending on the deliverers preference.
Works quickly absorb information pertaining to the project and in the case of construction companies, the Health and Safety risks associated with them.
These can be quickly completed along with quizzes and results collated.
Timely reminders can be sent out to those who do not complete the ‘induction’
Reduce cost is realised as trainers and rooms do not need to be booked.

Benefits of a hand-on approach:

The workforce is more likely to remain engaged throughout
Questions can be asked and answers explored further
Physical equipment can be better demonstrated

Which Induction topics can be covered online and which require face-to-face interaction:

Does the induction training refer to a piece of equipment being demonstrated? If so then it may be preferable to have a hands-on approach.
How high risk is the topic? Many health and safety topics, particularly in the construction sector, are high risk – so it is imperative that messages are received and understood fully.
Time pressures – Are managers able to undertake inductions. If time and resources is of an issue, then the online route maybe favourable.

Conclusion

Many Organisations are rapidly discovering that blended learning is not only more time and cost effective, but provides a more natural way to learn and work. Organisations that are in the forefront of this next generation of learning will have more productive staffs, be more agile in implementing change, and be more successful in achieving their goals. To paraphrase Jack Welch, legendary chairman of General Electric, the ability of an organisation to learn, and rapidly convert that learning into action, is the ultimate source of competitive advantage. Organisations must look beyond the traditional boundaries of classroom instruction by augmenting their current best practices with new advances in learning and collaboration technologies to maximize results. More importantly, organizations must seek to empower every individual in the organisation to become an active participant in the learning and collaboration process.

Finally, induction training should be well planned in advance and the way it is delivered also decided upon. The blended approach seems to have many advantages over just delivering face-to-face, and the academic literature suggests that time and costs can also be saved. This therefore must be of interest to those preparing induction within the industry from a cost benefit perspective and also health and safety angle.

To read further about Mosaic’s Induction product then please follow the link

Source: A White Paper: – Achieving Success with Blended Learning

Importance of company Inductions / onboarding in today’s construction labour market

Posted:
7th December 2016

Employees are a construction company’s most valuable assets, particularly in the UK with the skills shortage we face. The keeping of key employees has always been vital to the long-term success of any contractor. The 2008 recession led to a decline in the construction workforce and there are not enough new recruits entering the market to replace those who left the industry or are retiring. This shortage of construction talent can be seen at all levels, from professional employees to workers in the skilled labour trades.

When your company hires new workers, it is certainly in your interest to do everything possible to retain them as they are becoming a scarce resource. Any

fatigued workers on construction sites — Inductions are crucial to convey the safety culture from the outset. Mentoring can also help new starters considerably.

successful retention strategy must begin the moment a new employee is hired. In the Americans’ experience It is estimated that one out of every five employees will quit within their first year of employment. Nearly 20 percent of those who resign will leave during their first 45 days. Developing an onboarding or induction program is one of the simplest and smartest strategies a construction employer can use to successfully limit loss and build long-term loyalty among employees. In any case in the UK it is a regulatory requirement on new projects to do so.

ONBOARDING OR INDUCTIONS BUILDS A SOLID FOUNDATION
Onboarding, otherwise known as Inductions in the UK, is a structured process of welcoming new employees to a company. An onboarding plan should provide more than simple job orientation and training. The process should also ideally offer mentoring, support, and information about the company culture and organizational structure. Today’s larger construction firms should design onboarding programs that teach all the foundational basics a person needs to know in order to achieve success with their new employer.

ONBOARDING OR INDUCTION PROGRAMS SAVE EMPLOYERS TIME AND MONEY
Implementing an onboarding or induction program does not have to be expensive or time consuming. In fact, the process can save time and money in the long run. The costs of recruiting, interviewing, hiring, and training new employees are some of the biggest investments that a contracting firm must make. A properly designed and executed onboarding process can increase the return you get on those investments.

Effective onboarding and induction programs can also decrease employee turnover rates. Turnover is thought to be one of the most expensive costs contractors bear as it leads to wasted time and resources as well as lower rates of productivity. Reducing your turnover rate can also help boost your company’s success in recruiting candidates. A firm with a high retention rate is more likely to be perceived as a desirable employer, whereas a firm with a high turnover rate may develop a negative reputation in the marketplace. In this tight labour market, anything you can do to attract candidates will be beneficial.

Though the construction labour market is tight, there are many skilled and talented candidates seeking the kinds of job opportunities your firm has to offer. American research shows that 25 percent of the working population undertakes a career transition every year. An onboarding program encourages new hires to stay with your company by easing the stress of transition. On the Holmes and Rahe Stress Scale, a psychiatric tool that ranks life’s most stressful events, changing jobs ranks behind the death of a close friend. By creating a comprehensive onboarding process, you will make new employees feel less stress and more loyalty while cultivating their talents.

HOW TO IMPLEMENT AN ONBOARDING OR INDUCTION PROGRAM
Onboarding should start during the recruiting phase. Be prepared to answer any questions that your prospective new hires might have throughout the interview process. Keep candidates informed every step of the way. This demonstrates that your company is well organized and supportive. When an individual accepts a position, maintain communication with that person right up until his or her start date. This will help new employees feel welcomed and better prepared when they arrive for their first day of work.

On an employee’s first day on the job, he should begin a comprehensive orientation program that goes beyond employee handbook basics. As part of this program, new hires should also receive:

A clear statement expressing your company’s mission, goals, and values
An in-depth job description that includes objectives and responsibilities
Organizational charts with names and titles that show the chain of command
A career development plan with short- and long-term goals

Most importantly, an effective orientation program should provide job-specific training that demonstrates a long-term commitment toward employee development. Establish a mentorship/coaching program that integrates seasoned professionals with new hires. You may want to consider creating a leadership rotation for new college graduates.

ONBOARDING/INDUCTION CAN IMPACT YOUR BOTTOM LINE
Having an onboarding process in place will minimize the amount of time it takes for new employees to reach their full potential, while maximizing their loyalty to the company. This can have a big impact on your bottom line. Contractors and construction firms are currently already experiencing shortages of workers serious enough to affect project costs and schedule performance. Companies that are being proactive and implementing strategies designed to increase retention are already achieving more success than their competitors.

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Source: BY JUSTIN WILKINS KIMMEL & ASSOCIATES. Construction Magazine

Mosaic ‘Competency Management System’ involved in Crossrail’s delivery of Bond Street station

Posted:
5th December 2016

A joint venture between Costain and Skanska to build Crossrail’s Bond Street station is up and running. This is the last of the main construction contracts for the new line’s central section stations.

Bond Street Crossrail station will be directly connected to the neighbouring Tube station allowing passengers to interchange between Crossrail and London Underground services. When completed the £300million redevelopment will transform the station delivering:

A dramatic increase in station capacity ahead of the completion of Crossrail;
A new entrance and ticket hall north of Oxford Street to increase capacity and provide step-free access to both the Central and Jubilee lines;
New escalators and an additional access route to the Jubilee line to reduce congestion; An improved interchange between Central and Jubilee lines;
Step-free access to the new Crossrail station;
and Improved pedestrian areas around the station with new seating and lighting;

More than 155,000 passengers currently use Bond Street Tube station every day, a figure that’s expected to rise to over 225,000 with the arrival of Crossrail in 2017.

The Mosaic competency management system has been chosen on this JV project to provide an on-line ‘Network Passport’ platform to deliver Project Inductions and SkillCheck. The project lead also proposes to use the Mosaic Occupational Health module and Mosaic Briefing Manager. Recording of toolbox talks is seen by the management team as a crucial means of delivering and reinforcing safety messages across the site.

When Costain were awarded the £700 million contract to redevelop London Bridge station – Mosaic were delighted to support this venture

Posted:
30th November 2016

Mosaic Management Systems were delighted to be involved in this project when Costain were awarded the £700 million contract to redevelop London Bridge station by Network Rail back in May 2013. They have undertaken this work in phases, in order for the station to remain open and operational throughout construction. Around 54 million passengers travel through London Bridge station each year. By the end of the project in 2018, there will be much improved facilities and two- thirds more space for passengers.

During the continuing period of the build, Costain made provisions to track the workforce’s use of machinery, tools and issuing of PPE (Personal Protection Equipment). As they had 1000+ workers on site, they set up a designated storeroom on site manned by 7 Store Men over a 24 hour opening period. Utilising Mosaic’s expertise they were able to book out and back in all equipment used by the workforce and attach this activity to an individual’s record. Thus, ensure a complete record of the exchange and record of inspections throughout the equipment’s life. During the project’s life to date, there has been over 1.4 million transactions where tools and stock have been accessed and returned.

London Bridge Redevelopment – A sky view of the vast works being undertaken

In addition they employed a full-time nurse on site from the outset, to undertake on-line medicals and depending upon the job, surveillance tests. These included hearing, eyesight, HAVS etc. Mosaic was used to support the occupational health work on this rail project and ensure all records were updated with the relevant information. Alerts were particularly useful to remind the nurse and key members of the management team about renewal dates.

Biosite secures Mobeus funding

Posted:
24th November 2016

Mobeus Equity Partners has provided £4 million of growth capital to Biosite, a fast growing provider of biometric access control and software-based workforce management solutions which facilitate safe and secure sites for the construction sector.

Biosite, which is based in the Midlands and was founded in 2010, is led by Managing Director Dr Li Wang and Research Director Dr Greg Reynolds. Biosite has developed a unique fingerprint algorithm which works with low grade fingerprints (a feature of the construction industry) to provide access control for workers coming on site. Around this, Biosite has developed a software system that allows customers to utilise the data collected from the access control platform to manage their workforce as well as providing broader security services including integrated CCTV, fire alarms and guarding.

Biosite works with a number of the largest construction firms in the UK including Wates, Bouygues, Willmott Dixon and BAM Construction. As well as providing efficiency savings, Biosite assists its customers to meet safety and compliance requirements. The investment will support the expansion of the Biosite team to facilitate the development of new site-management tools which will enable site managers to oversee all aspects of a construction project under their control.

Mobeus has introduced Mark Roberts, former CEO of CSC, as non-executive Chairman. Roberts led private-equity backed CSC, which provided software to structural engineers, through a period of significant international growth and a successful trade exit to NASDAQ-listed Trimble.

Amit Hindocha from Mobeus, who will join the board of Biosite, said: “We are delighted to be partnering with Li and Greg. They have done an excellent job in establishing Biosite as one of the leading workforce management platforms in the construction industry and our funding will provide them with the capital needed to become the site management tool for the industry.”

Li Wang (pictured right),MD of Biosite, said: “This is an exciting time for Biosite; we had a number of investment offers, but in Mobeus we believe we have found the right partner. We are looking forward to working together to capitalise on our growth opportunities.”

For further information please contact:

Laura Marsh, Business Support Manager
Tel: 020 7024 7617 | Email: laura.marsh@mobeusequity.co.uk

Advancing safety with mobile technology

Posted:
24th November 2016

Mobile technology plays a vital role in the management of assets and employees in most businesses today, whether it’s a colleague sending updates to a manager about their whereabouts, or the ability to access company servers and information remotely. For businesses with a workforce based on multiple sites, such as construction firms, quantity surveyors, engineers and project managers, there is even more to gain – mobile solutions can not only help drive efficiencies and achieve long-term productivity gains, but can also provide additional protection for workers. The latest rugged devices can withstand the elements that field workers are subject to, and offer additional call functionality in the event of emergencies.

A mobile duty of care

According to data from the UK’s Health and Safety Executive (HSE), each year in the construction sector, around three percent of workers sustain a work-related injury, with an estimated 66,000 self-reported injuries. Worryingly in 2015/16, there were 43 fatal injuries to construction industry workers, a rate of 1.94 per 100,000. The health and safety of lone workers is a major concern for construction firms. Could the implementation of new mobile technology help prevent further fatal injuries? Perhaps not, but it will help to give managers the peace of mind that they have taken steps to avoid or control risks where necessary.

While prevention is the ultimate goal, there must also be tools in place to provide rapid help when accidents occur. This means providing a means of consistent, reliable communication with management, team members and emergency services. This equipment should include specialised mobile devices featuring a pre-installed Lone Worker Protection App, which can be easily accessed at the touch of a button. This offers an audible and text alarm, sending a worker’s GPS location and alert message to their manager or colleague. For lone workers in more hazardous working conditions, an app like this will allow an accelerometer to be set, triggering an alarm if the user suffers a fall. With these features, businesses can be sure their workers will receive emergency care quickly when needed.

Constant connectivity

Ensuring worker safety means choosing a mobile solution which offers both the connectivity of a high-end smartphone, and the additional functionality of a specialised device. For example, dual SIM card functionality allows for multiple network connections, reducing the potential for workers experiencing mobile black spots. These communication precautions can also prove invaluable when it comes to boosting business efficiency. For example, a ‘push to talk’ button will allow a manager to instantly communicate one-to-one or one-to-many, providing cohesion among workers based in separate locations.

Tough on the outside

Anyone with a smartphone will know how fragile these devices can be – dropping a device from even hand-height can easily result in a cracked screen. Frustrating for the everyday phone owner; a potential health and safety hazard if you’re a lone worker on a remote site. One of the biggest challenges is the lack of mobile devices on the market which are both powerful and rugged enough to withstand harsh environments. Only a fraction of mobile devices offer an IP68 rating (meaning the handset is protected against complete dust ingress and can withstand continuous immersion in water beyond 1m), or robust build quality that conform to MIL-STD 810G. However, most of these devices do not offer the additional functionality of a specialised handset – one which is rugged, powerful and supports functions like Lone Worker Protection and dual SIM – which would allow managers and business owners to comply with regulations, and could help reduce those HSE figures in the years to come.

Smart competition

Construction remains a high-risk industry, and accidents are not uncommon. According to HSE’s figures, the combination of work-related illness and workplace injuries in the sector leads to 2.2 million working days lost annually. This will significantly impact a company’s bottom line, and indicates that not enough is being done to ensure worker safety.

Improvements in mobile technology mean that devices are now available which incorporate the functionality of a high-end smartphone with specialised features and a ruggedised exterior. Mobile technology of course plays a central role in improving business efficiency in other areas too, with smartphones providing features like real-time information and asset sharing, as well as other workforce management tools. In order to maximise the benefits offered by mobile, while simultaneously verifying the safety of a workforce, the construction industry needs to adopt specialised rugged mobile devices which are tough on the outside, and smart on the inside.

Ultimately, the safety of a workforce should be a top priority for any manager today, regardless of the industry. In high risk sectors, this is more important still. A manager is liable for their workforce’s safety, and the financial and moral implications of not complying regulations are simply too high.

Source: Stephen Westley, Dewalt – Advancing safety with mobile technology – SHP Online

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