Expansion of the estate would maximise SEGRO’s revenue from their property assets, create sustainable economic growth and provide long term employment opportunities for the local Slough and surrounding communities.
The scarcity of rail closure opportunities and associated high costs of closing such a major railway artery to construct a crossing at this location was a major risk to SEGRO’s planned investment programme.
SEGRO took the critical decision and made an early contractor appointment with Osborne. The collaborative team then went to work to identify the programme risks and consider the wider possibilities, methods and solutions that most suited to this location.
The outcome was a technically innovative and challenging solution that addressed all the method and commercial related risks, satisfying the many stakeholders, including Network Rail, and critically at a cost £265,000 below the original concept design.
“It’s more than a bridge – it’s a demonstration of our commitment to continuing to make the Trading Estate the best location with the best infrastructure for current and future customers. It will also play a huge part in attracting the inward investment Slough needs to grow its economy and maintain its status as a world-class place to do business.” SEGRO’s Business Unit Director for the Thames Valley, Gareth Osborn
Sustainable Design Optimised by ECI
SEGRO had a traditional steel arch bridge in their conceptual model for the Slough Estate. Invited to an early meeting we recognized the proposal carried high risk of delay from Network Rail’s stringent approval process, adverse weather during installation and cancellation of rail possessions on this busy West Coast Mainline. Challenging it, we worked with our trusted designers to present two innovative alternatives that significantly reduced SEGRO’s risk and provided a more sustainable whole life solution to satisfy Network Rail.
The cutting edge solution to launch a steel Through Girder Deck bridge over the railway using self-propelled transporters was selected. This option significantly reduced risk, as the 1000T structure was steered into position over the railway without reliance on cranes and in a very short 5 hour rail closure. Once the temporary steel cantilever ‘nose’ section had spanned the railway the whole structure was slid into position during normal train operations, greatly reducing rail operational risk.
At £265k below the conceptual design our proposal gave the best Capex option to SEGRO. Operational expenditure was also minimized through the use of weathering steel, and the through deck design and location of the abutments which allowed safe access over the operational rail for inspection and maintenance. This was critical to gaining Network Rail design approval.
Collaboration Saves Time
Collaboration and trust was fundamental to project success and a key differentiator. Our extensive knowledge of Network Rail’s processes and people ensured their exacting requirements were met and SEGRO fully supported this by proactively discharging the legal process to prevent delay.
Our strong multidisciplinary team of designers and specialist partners held early collaborative workshops with Network Rail and SEGRO to successfully exploit the team’s expertise for innovative and efficient ‘whole life’ solution. Taking learning from a similar scheme at Hemel Hempstead the innovative ‘launch’ concept improved safety, cost and time certainty.
Following the successful launch, collaborative relationships were tested by an unforeseen movement of the structure during the final ‘push’. By immediately convening experts we openly developed a safe method to continue the push with no impact on completion or train operations. This was a true testament to the professionalism of the team and the trust they engendered in SEGRO and Network Rail.
Planning Mitigates Risk
At 1000 Tonne, it was the biggest launch ever by a wheeled vehicle in the UK and across one of the busiest sections of railway into London. Safety and programme management were critical to maintaining organizational reputations.
Launch risk for the 90m long structure was actively mitigated by incorporating learning from a smaller launch, constructing a scale model, a 3D digital model to verify logistics along with a full scale advance test launch. As a result the 5 hour launch possession went exactly to plan!
Sustainable Whole Life Solution
A whole life solution which minimized future interventions was critical to SEGRO and to Network Rail. The through deck design and placement of the abutments simplified inspection and the weathering steel negated the need for protection systems. This whole life approach to design development greatly assisted in gaining Network Rail approval within the timescales.
Further sustainability measures included reinforced earth mechanical ground stabilisation system to avoid high carbon traditional reinforced concrete retaining walls. Innovatively approval was gained for locally sourced engineering fill by incorporating non degradable polymer straps that enhanced the design life.
Social Sustainability – Future Engineers Inspired
Supporting the local community and reducing impacts was a key driver for SEGRO and reflects Osborne’s own social sustainability goals. To inspire young engineers for the future, seventy children from Lynch Hill Enterprise Academy spent a fantastic day at the Slough Aspire Centre designing and constructing their own bridges, with the winning design receiving a special award from the broadcaster Johnny Ball.
“This is a great opportunity for our students to develop practical science and engineering skills while learning more about careers in civil engineering. As a school we specialise in science, technology, engineering and maths – as well as educating pupils for the working world – so this event is a perfect fit for us.”
Gillian Coffey, Lynch Hill Enterprise Academy Executive Head Teacher
There has been much publicity around the impact BIM has during new build design development and construction with 3D visualisation and clash detection. But we have taken that beyond the inital build, to bring advantages to our customers who own and maintain existing infrastructure. Whether it is a bridge, a tunnel, a structural deck or a building, BIM can drive efficiencies.
By building 3D models of existing structures we can design smarter and we can streamline construction methods to improve budgeting, save time and reduce cost. But the savings don’t stop there, because our Customers gain a highly visual, interactive 3D quality record . This can inform ongoing maintenance and act as a valuable tool for future asset decisions.
Investment Exceeds Return
Simplicity is the beauty of our approach, and our Customers are able to interrogate models using freely available software. Where we have made investment, is in rugged handheld mobile devices which save time and improve accuracy of data collection on site.
How does it work? From a cloud point survey, a 3D model is produced in Sketch-up and merged using BIM 360 Glue and Field software into a model comprising 1000’s of elements. With the model produced it is ready for the site team to pin the design data/ specification to each element of the structure. Once in the field, rugged handheld tablets quickly pull up drawings, specifications and are used to complete quality checks and take record photographs. The data is now locked into the model for quick access and visualisation.
As we have refined our approach the model set up costs have reduced and where available we use existing design data. The time and quality benefits outweigh the set up cost in terms of achieving ‘right first time’ repairs, visual clarity, and accurate recording.
Taking the First Step
Our innovative approach was developed in 2014 in response to issues with evaluating repairs to a Victorian 19 span steel rail pier. The structure had deteriorated but inadequate records and access restrictions had prevented a structural assessment and budget setting. Our design development team, in collaboration with Network Rail, saw the potential Level 2 BIM offered to overcome the constraints. The team instigated a cloud point survey of the structure from which a 3D model was created.
Using the data model, our design partner, Arcadis were able to locate, detail and quantify the repairs and protective coating to the complex structure. As a result, Network Rail gained budget surety thus allowing the scheme to progress.
The benefits followed into construction with rugged portable tablet devices used at the work face resulting in:
- Over 2500 images linked to the model capturing the ‘before’ and ‘after’ condition.
- Instant visual access to the specification and drawing data at every work location to ‘mistake proof’ repairs.
- Accurate commercial measurements providing greater budgetary control.
- Improved planning of access and work flow by superimposing the tidal range which enhanced the 3D visualisation.
- Quality Assurance data linked within the model elements to provide Network Rail with a comprehensive easily accessed
- 3D as-built record for future maintenance and decisions.
Expanding on the success of this first scheme the rewards have been recognised and now over 16 asset enhancement schemes have benefitted from 3D modelling.
What is the future?
BIM is now ‘business as usual’ at Osborne and we are improving techniques to maximise customer benefits and reduce cost.
The future is exciting and working with our infrastructure customers we will exploit BIM opportunities and add more value. The possibilities are endless – such as where rail and road infrastructure cross there is potential to share data thus reducing set up costs.
If you wish to explore the benefits BIM offers for your asset management then please contact firstname.lastname@example.org
‘One Team Wessex’ - Design Standardisation on Access for All (AfA) Station Enhancements
‘Step free’ access is vitally important to gain easy access to rail stations for every person. But its implementation can have both short and long term impacts on passengers and train operators. As professional advisers we balance the short term construction impacts against ongoing maintenance to develop whole life designs for our customers who own and maintain these assets.
On the Wessex route, we have listened to stakeholder needs and collaborated closely to meet those needs. By standardising our approach we are now delivering consistent solutions, in terms of end user experience and in terms of predictability of cost and time for Network Rail.
Combined with clear scoping and modern methods of construction, the standardisation of design elements has been critical to maximising return from investment for Network Rail on their Access for All (AfA) upgrades in Wessex.
How has this been achieved?
Asset procurement on the Wessex route is through a collaborative partnership with Network Rail, Osborne and our designer Arcadis. Co-location at Waterloo binds the team and opens the doors for early conversations. At design development stage this is critical to delivering not only Network Rail’s requirements but also those of the Train Operating Companies (TOC’s) and in turn the travelling public.
Lessons learnt are voiced and incorporated into the design along with the specific needs of TOC’s, passenger groups and the wider Network Rail business. This early consultation and the close collaborative relationships created by the people who form the ‘One Team Wessex’ on this route, has led to standard design elements.
These standard approaches are captured in a new ‘How To’ guide for all AfA upgrades across the route. Adoption of the guide by Network Rail allows those savings to be shared across the wider rail network to continually improve the end user experience.
Realising the Benefits
What did we do? To capture ‘what good looks like’ and incorporate ideas into the design we facilitated sessions with the Route Asset Management teams and the TOC’s. Site ‘walkover’ sessions with real life examples reinforced both the good points and the areas of frustration for asset operators and maintainers.
Our design team then worked with suppliers to develop solutions and details which resolved ongoing issues. On-going engagement with the stakeholders throughout the design and delivery process ensured solutions were verified and incorporated into the final proposals.
Solutions ranged from simple to more complex and included:
• Inward opening windows to allow cleaning and replacement from the walkway without stopping trains running.
• Sloping the roof to allow rain water to drain to the outermost edge of the structure which reduced the number of downpipes cluttering the platform edge and allowed safe access for maintenance.
• Sealing the footbridge spans to prevent driving rain which improved passenger experience and eliminated the need for internal span drainage.
• Providing dedicated power points on the span to aid cleaning.
• M&E containment to provide a less cluttered structure.
• Widening the support structure to increase accessibility and a feeling of openness and improved maneuvrability for lifts users.
• Providing additional storage under the stairs.
Whilst the solutions might have been simple, in a live operational rail environment any impact on passengers and train operations has significant time and cost implications for all parties and ultimately can impact on reputation.
Proof of the success of a standard approach is demonstrated at Ascot, Virginia Water and Godalming Stations, with the £4m upgrade at Godalming opening four weeks earlier than planned.
To find out how we can transfer learning to your scheme, please contact Matt Smith at matthew.smith@ osborne.co.uk
Recognising excellence with Osborne apprentices
At Osborne we recognise that we are only as good as our people. That is why we leave no stone unturned in ensuring we have the right people with the right skills to deliver for our customers. This commitment to training allows us to promote from within for many roles and build a successful culture of customer service excellence.
Our apprenticeship programme and awards are at the heart of this approach. Bringing people through the business from the beginning helps ensure they understand our service-led ethos, while obtaining cutting-edge skills and knowledge.
Osborne Property Services has 37 apprentices this year – double last year’s intake. We are delighted that the awards give us a platform to celebrate the achievements of our colleagues.
Freyja recently joined Osborne Property Services as an Apprentice Community Investment Co-ordinator and has been recognised for her outstanding contribution to both Osborne and our customers.
Freyja says: “The apprenticeship is helping me build skills required for my role and future career. The Youth & Community course is helping me build my confidence in what I am doing and provides me with a strong background knowledge on how we can best support our local youth. I believe this apprenticeship will help me develop and progress further.”
Freyja adds: “In my eyes, Osborne is a very good company to work for. People are looked after and are happy in the workplace – that’s one of the most important things.
I would definitely recommend Osborne to others thinking about furthering their careers. The company provides a wide range of apprenticeships and courses for people in different positions. Line managers are always on hand and provide full support and supervision.”
A great example of this commitment can be found in our membership of the 5% Club. As part of this Osborne pledges to ensure at least 5% of employees are apprentices, sponsored students or graduate trainees. We have also been selected as part of a ‘trailblazer’ group of exemplar companies formed by government invitation to create a Customer Service Apprenticeship Standard.
Graca Machado, Customer Experience Director at Osborne Property Services, is also a real advocate of the Osborne apprenticeship scheme. “I am proud that we are supporting people and celebrating the achievements of our apprentices in National Apprentice Week and at our awards,” she says. “As a large employer it is our responsibility to help train the next generation, but also in our best interests to secure and develop the best talent.”
Timing can be critical if programme constraints are to be achieved. Early contractor involvement provides the best opportunity to plan and design the ecological interventions. By working collaboratively legal obligations can be combined with simple biodiversity initiatives to enhance project outcomes and improve reputations.
Network Rail’s route corridors and embankments provide a perfect area to demonstrate what can be achieved. During rail embankment stabilisation works at Allington Lane we have implemented a range of innovative and effective approaches. Elements of which can be transferred to many different project locations and situations.
The scheme is an excellent example of how early contractor involvement benefits project outcomes. It recognises the importance rail corridors play in providing diverse habitats and it characterises the approach Network Rail are taking with their suppliers to improve ecological management on every scheme.
The Allington Lane Challenge
Accessing and piling a 10m retaining structure on an isolated wooded embankment, just 5m from the ‘live’ rail posed a significant challenge. With adjacent ponds potentially homing endangered and protected Great Crested Newts, and the removal of over 50 trees with bat roosting and bird nesting habitats the ecological risks were high.
Collaboration Reduces Risk
As sole design and build contractor on this Network Rail Wessex route framework, visibility of the workbank enabled our Development Team to investigate and scope ecology during early budget setting. So from the very outset Network Rail could quantify the risk to give increased certainty of project budgets and programme.
Early engagement with Natural England was essential to meet the strict timings of the ecological calendar for reptile translocation and bat rehoming. Our meticulous planning ensured the £1.5m stabilisation contract commenced and completed on time over the winter months.
The Benefit – Increasing Biodiversity
Providing a biodiversity legacy, through increasing UK BAP (Biodiversity Action Plan) priority species habitats, was considered both during design development and again during construction. Our strategy was to increase the numbers of invertebrates, reptiles and amphibians by hydro-seeding wildflower mixes onto the embankments, creating log piles to form hibernacula for amphibians and reptiles, and installation of new bat boxes and hibernation roosts.
Innovatively, we proposed veteranisation of a dead oak tree to provide wildlife habitats. The concept of veteranisation is to quickly replicate in young trees the damage that normally occurs as trees age. Typical damage includes woodpecker holes; horse damage from chewing the trunk; ring barking and broken branches and fractures. Whilst this proposal was not taken forward the knowledge gained by the team will be implemented on subsequent schemes.
How was it done?
Accessing, capturing and translocating over 1000 reptiles in this difficult terrain needed over 1400m of Temporary Amphibian Fence (TAF) and 120 pitfall traps. The 600m site access road posed a risk and specialist exclusion channels were installed to allow water drainage whilst continuing to prevent reptile re-entry onto site.
Locating and rehoming bats was a further challenge so adhering to the Bat Conservation Guidelines, ground surveys narrowed the search for potential bat roost sites. Night vision, dusk and dawn surveys confirmed their presence which was followed by tree climbing to identify the bat roosts. Once new homes had been established, one way devices over the cavity access points were installed to prevent re-entry.
Allington Lane is an excellent example of the benefits gained from expert early engagement and a knowledgeable caring site team to drive the very best project outcomes.
STOP Think! Safety and Performance Programme
Achieving Zero harm is an enormous industry challenge. Legislation, process compliance and audit are statistically proven to not be enough!
Why? Because the underlying behaviours that drive people to make bad decisions, cut corners and work unsafely are not addressed.
We also recognised that safe working and project success go hand in hand, so in 2012 a group of Osborne future leaders took on the challenge of driving our AFR to ZERO. The result was a cultural change programme ‘STOPThink!’ which whilst it isn’t unique to the industry, the way it has been implemented is. With over 600 of our Customers, Suppliers and Employees through the programme we have reaped the benefits with a 2 year period of Zero AFR. Network Rail and Highways England have recognised the success and are rolling the programme out across their businesses.
Clive Cooper, Highways England Service Delivery Team Leader, praised Osborne for over 260,000 RIDDOR free work hours work on the M4 Elevated Strengthening, which spoke volumes for the collaborative approach to safety leadership and he commented
“The genius of STOPThink! is that it is constructed and delivered in a way that people really ‘get it’ . The messages and learning techniques work for all, from the person working on the tools to the Boardroom.”
How does it work?
An initial ‘Launch Day’, now attended by over 600 people introduces the concepts which resonate with the attendees and can be put to immediate use. Following the Launch day over 60% of attendees volunteer to further their skills and become fully fledged ‘Business Coaches’. These coaches are embedded at every level of the workforce, supply chain partners and customers to work with their colleagues and teams to improve safety and performance outcomes.
Recognising the importance of visible and active leadership to set expectations and align messages, a series of “Leaders Days” demonstrate commitment. Messages are further reinforced through our monthly STOPThink! publication which spreads the word and shares STOPThink! Moments. Web access extends page views to over 18,000 making it a significant industry contributor! The
Safety and performance go hand in hand and the programme exploits the intrinsic link. If our people ‘think differently’, and ‘make better decisions’ they will stay safe and improve their performance. The overall context links to our aim to be industry innovators and deliver better solutions beyond the physical projects.
Drawing on existing expertise this powerful programme was developed to give our people the knowledge, practical tools and permission to make the right decisions. Its influence goes beyond the workplace and into every aspect of attendees lives.
The result is a diverse workforce of employees, supply chain partners and Customers who better understand the underlying behaviours that influence their actions and those of their colleagues. With this knowledge and understanding they are skilled to influence behavioural change both within themselves and within their colleagues. The programme gives them a greater understanding and respect of individual differences and how that can be used to benefit the overall team’s performance.
Supply Chain Partner, McNealy Brown, was so inspired they rolled out their own STOPThink! Awareness Programme, to help the people on the ground understand why we “do what we do” and to ensure teams are truly engaged to thinking differently and make a real difference.
What is the key to Success?
Improvement initiatives often fail due to dwindling commitment, but STOPThink! has been the exact opposite. After 4 years our Customers, our supply partners and our competitors are demanding access to the programme and we are committed to delivering it. By training our own volunteer ‘Red Shirts’ from the start we have developed a highly skilled in-house resource.
Clive Cooper – Highways England – “The Osborne “Red Shirts” are major parts of making it work, demonstrating that the Osborne people are central to making it happen, not just using bought in consultants. By putting themselves forward the Red Shirt team are doing their colleagues a great service.” What does the Future Hold? The scale of the overall challenge remains huge – how to change the behaviours and thinking of multiple organisations working across a vast range of projects with different customers? – but we are fully committed on the journey to zero harm and improving people’s lives across the industry.
CASE STUDY - BIM Level 2: Royal Holloway University of London Library
The decision to use Building Information Modelling (BIM) was a major success factor for Royal Holloway University of London (RHUL) in developing their £42 million state of the art library facility. The 3D model played a signficant part in controlling cost and time and crucially the 3D visualisation helped stakeholders understand the space.
The obvious major benefit during design and construction was the visual clarity which highlighted interface risks and clashes. Early resolution of these issues gave the Client greater surety of project outcomes in terms of cost and time but also in terms of delivering the architectural vision.
Equally importantly the BIM model, with its capacity to ‘walk through’ every part of the ‘virtual’ building, was a powerful visual aid. The complex stakeholder needs ranged from library facilities and retail, through to housing an historic art collection. Their requirements were extensive and the spacial understanding gained from the model allayed concerns and accelerated decision making.
“This is a great milestone for the project, which on opening will offer fantastic resources for students. Designed to complement the historical beauty of Founder’s, the new building will make the most of its stunning views across campus, enabling old and new to work together for the benefit of staff, students and the local community.”
Mike Berry, Director of Estates at Royal Holloway
Why invest in BIM?
BIM is not just a design and construction tool. For asset owners and maintainers, the decision to implement BIM can drive benefits through the whole asset life.
At conceptual design and into development and construction, the visual clarity and data capture informs clever decision making. But it doesn’t stop there…. The right model with the right level of detail provides a myriad of opportunities for operational efficiencies including:
- advanced verification of maintenance regimes in a virtual 3D environment.
- standardisation of elements across building stock.
- accurate 3D as-built data to fully inform decisions on future asset enhancements and to reduce future design costs.
and it goes on…
By engaging trusted advisors at conception the model can be developed to fully meet the Clients aspirations whether the driver is: efficient build; efficient maintenance; integrating the asset into future developments; or specific end of life requirements.
Taking those right early decisions is critical to understanding and delivering the Client’s whole life requirements.
Benefits of BIM on this Project? At RHUL, perhaps the most significant benefit has been the ease of understanding the 3D model brings over traditional 2D drawings leading to greater interaction and engagement. Particularly when dealing with non-technical stakeholders and end users.
This clarity drove a collaborative approach between the architect, structural and mechanical engineers and key suppliers with early input from important end user groups resulting in efficiency savings during design and construction and a smooth transition into operation. For instance, the library staff could effectively plan their move into the new space for a very ‘soft landing’.
The 3D model virtual ‘walk through’ allowed a detailed inspection of building elements in terms of: construction; operation; and maintenance which detected over 200 clashes and issues early, thus saving cost and time.
- in the plant room, we were able to verify access corridors were clear, and work areas were sized for safe maintenance.
- early identification of clashes with the external glass balustrade and reinforced concrete wall enabled alterations to the cladding detail prior to procurement.
- hygiene concerns in the café adjacent to circular columns, were resolved before the tenants fit-out.
- CCTV site lines were blocked but by repositioning the cameras before construction we avoided retro fitting conduit thus retaining the clean architectural finish.
Importantly, the model also aided contract administration through improved control and clarity of scope to avoid misunderstandings. Pricing accuracy was enhanced in terms of simpler quantity checks, and compilation of drawings and schedules. Significantly, change identification and resolution was streamlined leading to more efficient management and control.
RHUL took the early decision on the Level of Detail (LOD), specifying a 1:50 scale model which took advantage of the visual walk through and enabled early clash detection. Specialists developed the control documentation and ensured the model met the specification.
By producing the model in Autodesk Revit, it could be shared in real time with the architect, our consultants and key cladding and structural steel fabricators with strict protocols to manage change.
The early investment in BIM has reaped rewards at every stage of the build and it doesn’t stop at commissioning, this visual record will save time and cost for future enhancements.
Please contact Ron Moir to take advantage of our BIM expertise and achieve the best whole life solution for your project.
Adur Ferry Bridge
The Adur Ferry Bridge in Shoreham-by-Sea was officially opened in November 2013 by HRH The Duke of Gloucester. Replacing its preceding 1920s footbridge which could no longer accommodate the needs of those who used it, the new structure has brought many benefits to the Shoreham community. It has since been presented with the Institution of Civil Engineers (ICE) award for ‘Community Benefit’ at the South Coast Engineering Excellence Awards.
Click below to view a video of its story.
Working alongside the organisation the Learning Disabilities Experience (LDX), whom Will is supported by, we offered him the opportunity of three weeks work experience with our team on our Ascham Homes contract.
Will’s work with us was very successful; he worked on daily site compound tasks and engaged with local residents which improved a considerable number of his skills and work ethic. As a result of his efforts, Will has now come on board with the Osborne team on a more permanent basis.
For people with learning disabilities, only around one in ten is able to secure employment and this figure is further reduced in the construction industry. The results can be life-changing, as demonstrated by Will in his induction briefing, who, when asked what his greatest achievement was, gave the response: “Getting a job with Osborne”.
The award-winning Saw Swee Hock Student Centre for LSE
In May 2014, our Saw Swee Hock Student Centre for the London School of Economics (LSE) won two Royal Institute of British Architects (RIBA) awards. Not only did the innovative building scoop the regional ‘Central London RIBA Award 2014’, it was also awarded the coveted title of ‘RIBA London Building of the Year 2014’.
The RIBA awards have been celebrating the best of British architecture since 1966. Regardless of shape, size, budget or location, they recognise schemes which set the standard for excellent architecture across the country, reflecting changes in technology and innovative design.
To add to the success of these accolades, the Saw Swee Hock was up against considerably high-profile buildings including The Shard and the London Aquatics Centre. As such, this reinforces the buildings status not only as a student centre, but as a landmark within its central Holborn location.
Designed by architects O’Donnell & Tuomey, this has been one of our most ambitious, yet innovative and sustainable constructions to date. These awards go towards further fulfilling LSE’s specification for nothing less than ‘the best student centre in the world’; a term we’re sure the students would agree with.
Some of the highlights of the buildings architecture include the lattice brickwork, which consists of 100,000 handmade bricks and 47 different brick types, and gives off a lantern effect when illuminated. There are also over 40 different wall or roof facade planes, of which no two are identical. The concrete spiral staircases are also particularly impressive in their design to give the impression of being lifted towards the light.
The Saw Swee Hock has already won the ‘silver award’ at the 2013 Considerate Constructors National Awards, and previously won the New London Award in 2012, with further nominations expected. Moreover, it has received an Outstanding status under BREEAM, being only the 17th building worldwide, the first in higher education in London and only the second establishment in higher education to achieve this high standard of sustainability.
Graham Potts, Project Manager for the Saw Swee Hock, said, “We are thrilled to have won these awards. The competition was amazingly strong; we were up against a number of Olympics projects, part of the Tate Britain and the Kings Cross Station redevelopment to name but a few. Winning is a testament to the immense effort to construct the building by Osborne and with input from the rest of our partners”.