Laing O’Rourke Corporation Annual Review 2012 /media/LOR/Files/LA005_120712.pdf · Annual Review…

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<ul><li><p>Annual Review 2012</p><p>Engineering the future</p><p>Laing ORourke Corporation</p><p>Laing ORourke plcBridge PlaceAnchor BoulevardCrosswaysDartford, KentDA2 6SNUnited KingdomT +44(0) 1322 296 200F +44(0) 1322 296</p><p>UK contact address</p><p> Laing ORourke 2012, all rights reserved.</p><p>Laing OR</p><p>ourke|Annual R</p><p>eview 2012</p><p>EnginEERingExCELLEnCE</p><p>Over the following pages we discuss some of the major trends directly influencing the way we think about the development of the modern world, the opportunities for our industry, and the role Laing ORourke is playing in providing the solutions tothe engineering challenges that lieahead.</p><p>Cover image: Cannon Place, London, UK</p><p>The priority for the engineering and construction industry is to provide the essential building and infrastructure services needed to secure a sustainable future. Around the world millions of people depend on the continuing stability and prosperity provided by a reliable, fit-for-purpose built environment.</p></li><li><p>Production of this reportThis report is printed by an EMAS-certified Carbon Neutralcompany, whose Environmental Management system is certified to ISO 14001. 100 per cent of the inks used are vegetable based, 95 per cent of press chemicals are recycled for further use and, on average, 99 per cent of waste associated with this production will be recycled. The papers used are FSC certified. The pulp for each is bleached using an Elemental Chlorine Free (ECF) process.</p><p>Dr. gavin DaviesMechanical Engineering Discipline Lead </p><p>Dr. Andrew Harris Chemical and Process Engineering Discipline Lead</p><p>Dr. Phillip CartwrightElectrical Engineering Discipline Lead</p><p>Professor Robert MairChair of the Engineering Excellence Group</p><p>David Scott Structural Engineering Discipline Lead</p><p>Mark Shirburne-DaviesArchitectural Discipline Lead mshirburne-davies</p><p>From left to right</p><p>ii Laing ORourke|Engineering excellence</p><p>EnginEEring + EntErprisE =ValuE CrEation</p><p>Engineering Excellence group The Engineering Excellence Group (EnEx.G) was established in 2011 to bring together world-class professionals drawn from academia and industry asafocus for creating innovative client solutions andpartnering with external consultants at the highest levelsin order to differentiate Laing ORourke and demonstrate our core capabilities. The Group also manages and participates in collaborative research anddevelopment projects with the Laing ORourke engineering centres sited at our partnering universities. </p><p>The EnEx.G has four primary roles: </p><p>1. Deliver: internal consultancy The EnEx.G is an intellectual resource for Laing ORourkes design and delivery businesses. Its expertise covers benchmark design, manufacturing and construction processes, troubleshooting operational issues, providing thought-leadership to assist in winning major new projects through novel alternative approaches, and generating fresh perspectives on existing projects to create additional value. </p><p>Examples in the year include: </p><p> 122 Leadenhall Street: steelwork temperature assessment and review of conflicting estimates ofstructural steelwork temperature. </p><p> London Gateway Port: review of compaction and scour protection. </p><p> Francis Crick Institute: assessment of use ofphotovoltaics. </p><p>2. Collaborate: External advisoryThe EnEx.G provides a collaborative and complementary problem-solving service to generate goodwill and loyalty among valued clients, our supply chain, delivery partners, governments and other organisations, including charities and not-for-profit organisations.</p><p>Laing ORourkes innovative approach is an integral part ofits entrepreneurial culture. We have developed our potential for innovation by establishing a unique in-house engineering consultancy, the Engineering Excellence Group. Staffed by some of the worlds leading industry innovators, it is actively supporting our growth agenda. Over time itwilllead toasignificant expansion of Laing ORourkes capabilities, performance, client satisfaction and profitability acrossour sectors.</p><p>Operating model</p><p>Exte</p><p>rnal </p><p>advis</p><p>ory Internal consultancy</p><p>Education </p><p>Research</p><p> and d</p><p>evel</p><p>opm</p><p>ent</p><p>Pro</p><p>cess</p><p>/che</p><p>mica</p><p>l </p><p>Chief engineering adviser </p><p>Structural</p><p>CivilsElectrical and mechan</p><p>ical</p><p>M</p><p>ater</p><p>ials</p><p>Tech</p><p>nolog</p><p>ies pa</p><p>rtners</p><p> Engineering consultants</p><p>University partnerships </p><p>Research institutions</p><p>solut</p><p>ions</p><p> pro</p><p>vide</p><p>rs</p><p>Glob</p><p>al co</p><p>nstru</p><p>ctio</p><p>n</p><p> Laing ORourke 2012, all rights reserved.</p><p>The Francis Crick Institute, London, UK</p></li><li><p>Examples in the year include: </p><p> Engagement with consultants (Atkins) on opportunities to address the marine and energy markets through better engineering. </p><p> ARUP Laing ORourke geotechnical knowledge-sharing workshop. </p><p> Thames Water manhole innovation. </p><p>3. Innovate: research and development The EnEx.G identifies and manages Laing ORourkes research agenda to innovate across our target sectors and markets, including extending our Design for Manufacture and Assembly (DfMA) capabilities into new product areas. It takes a largely participative approach via partnerships with leading universities and other research providers, complemented by our own commercialised in-house research and development capability. </p><p>Examples in the year include: </p><p> Imperial College London: PhD in wireless distributed sensorsin system commissioning. </p><p> University of Oxford: PhD in phase-change materialsfor energy storage in buildings. </p><p> University of Cambridge: PhD in fibre-optics intunnelling and deep excavations. </p><p>4. Educate: supporting education networks The EnEx.G participates in Laing ORourkes existing education networks and leads the development of new ones, as well as mentoring graduate engineering trainees, junior and senior engineers, technical and </p><p>Itsprincipal role is to devise engineering strategies to create competitive advantage for LaingORourke and to drive industry-wide innovation.</p><p>construction specialists, project managers and management from across the business. Acting as thought leaders, the engineering discipline leads support the development of stimulating education and training programmes to inspire and equip the next generation to be more radical in advancing ourinnovation agenda. This approach builds on the existing education platforms that Laing ORourke has established with our partner universities. </p><p>Examples in the year include: </p><p> The University of Cambridge Masters in Construction Engineering andImperial College London Masters inSystemsEngineering and Innovation. </p><p> Key staff will rotate through the EnEx.G, providing youngengineers with increased motivation and specialist expertise. </p><p> Experienced project personnel will gain the opportunity to convert their site learnings into future innovation. </p><p>Leadership and organisationThe EnEx.G is led by Professor Robert Mair and is made up of engineering discipline leads in key fields heavy civil, structural, mechanical, electrical, electronic, and chemical process and manufacturing working in adynamic and boundary-less environment, operating outside normal business and project governance. Itsprincipal role is to devise engineering strategies tocreate competitive advantage for Laing ORourke and to drive industry-wide innovation.</p><p>Laing ORourke|Engineering excellence iii</p></li><li><p>iv Laing ORourke|Engineering excellence Laing ORourke|Engineering excellence v</p><p>ThE roLE of EngInEErIngIn a rapIdLy EvoLvIngworLd</p><p>By ray orourke KBE, founding Chairman and Chief Executive, Laing orourke</p><p>The industry is experiencing unprecedented transformation, driven bya number of dynamic forces that arecausing engineers to fundamentally rethink the way buildings and infrastructure are funded, designed, constructed and operated. </p><p>Laing ORourke sees these shifting trends as a significant opportunity to challenge and change the way things are done, to step the pace of innovation up a gear. </p><p>While clients will ultimately drive developments bydemanding more cost-effective projects, faster schedules, safer and more sustainable solutions and higher quality work, it is our role to anticipate these requirements, exploit new tools, take risks and be thefirst to try something different. Thats the only waytogrow confidence in alternative ideas. </p><p>These new approaches include the use of Building Information Modelling (BIM) to analyse astructures design before we set foot on-site, orDesign for Manufacture and Assembly (DfMA) to reduce construction and installation time, or biomimetic engineering, where solutions are inspired by the naturalenvironment around us. Nature has had billionsof years to get it right, so theres a lot it can teach us about smarter ways of working.</p><p>Progressive thinking is vital for solving the issues ofthemodern world from congestion and high accidentrates on roads to the growing number of airpassengers. Aviation is central to the globalisation ofmany countries, and airport authorities are under pressure to create large-scale terminals that are flexibleand integrated, offering greater security than ever before, while at the same time enhancing the passenger experience. </p><p>End-users must be at the heart of engineering and construction endeavours. Nowhere is this more true than in the development of medical facilities, where the buildings and landscaping themselves are almost as critical to convalescence as themedicines and staff. For example, changes in government targets mean that many health authorities must find ways to improve their existing buildings in order to deliver efficiencies while offering bettercare and protection to patients. </p><p>As engineers, we can help galvanise communities andput cities on the map. It is a richly rewarding and inspiring role. Contemporary and spacious convention centres, such as the newly reopened Brisbane Conference and Exhibition Centre, attract prestigious trade and commercial visitors; vibrant retail sites become destinations in their own right; inspiring schools, such as those we are building through DfMAin the UK and Australia, make towns andvillages places where families want to settle; andtransport infrastructure not just airports, but railtoo boosts tourism and improves import and export capacity.</p><p>AtLaing ORourke, we believe it is important to leverage our expertise into the design and planning, toensure that the asset is efficient and highly functional for those who will be using it. For this to be effective, however, clients need to invite construction firms to the table from the word go. </p><p>Engineering is about constantly setting new standards for what environments should be like and adapting, challenging and evolving the parameters of construction in line with the world around us.</p><p>The challenges facing global societies are different today from 20 or even ten years ago. A fast-expanding population is becoming more demanding not just about where they go and how they get there, but whattheir destination looks and feels like.</p><p>Schools, hospitals, city centres and surrounding infrastructure can no longer simply do the job by meeting basic standards. The built environment is expected to push boundaries, inspire and amaze, relaxand reassure, and make our lives easier.</p><p>On top of this, governments, councils and land ownersare constrained by strict environmental goalsand pressures.</p><p>Engineering has a pivotal role to play in creatively meeting the charge for efficiency and sustainability. Andjust as social and political needs are advancing, sothe construction industry must break away from traditional processes.</p><p>The world over, forums and government groups are debating what infrastructure their countries need and what the priorities are, namely: faster, more reliable and cost-effective construction.</p><p>As engineers, our challenge is to tackle these issues and help people work, travel, get quality medical help, gain an education and enjoy their leisure time. We must ask ourselves: is the traditional method actually the bestmethod? If we dont have theanswers to hand, wecan find them through innovation, collaboration, determination and well-thought-outresearch. </p><p>Low-carbon technologies are steering the industry to design passive buildings that are comfortable and high quality, and to do so with as little environmental impact as possible not just in the construction phase, but over the life of the building. Around 60 per cent of global industrial waste is from the construction and demolition of buildings; the built environment accounts for 60 per cent of all electricity used in the developed world and 40 per cent of total energy consumed. </p><p>Engineering has a pivotal role to playin creatively meeting the charge for efficiency and sustainability. Andjust as social and political needs are advancing, sothe construction industry must break away from traditional processes.</p></li><li><p>vi Laing ORourke|Engineering excellence Laing ORourke|Engineering excellence vii</p><p>addrEssIng ThE sKILLsshorTagE</p><p>By dr andrew harris</p><p>Engineering recruitment is being severely hit by skills shortages, endangering the global economic recovery seen in key sectors like construction, manufacturing and energy and leaving businesses short of the qualified staff that are vital for their corporate development.</p><p>Warnings have come from leading industry figures in education, employment and management across the engineering sector. They argue that a growing proportion of global engineering-based employers are struggling to fill vacancies as qualified candidates are difficult to source at a time when the need for their services is intensifying.</p><p>The shortage has created a near doubling of recruitment activity in the past year, particularly in Australia and parts of Asia and South America, placing the demand for professional engineers under greater pressure. Clearly, leaving these vacancies open could put the brakes on the economic recovery.</p><p>While many global engineering firms have expressed concern over the issue, not enough are taking progressive and innovative steps to reverse the trend. For example, if central governments are to meet the demands of the new energy age, feed the economic growth engines and replace ageing infrastructure, the private sector must find a more joined-up approach to working with public-sector departments and educational establishments.</p><p>With the challenges ahead of us, it is clear the industry must make engineering a more attractive proposition for young people. It is vital for the long-term health of the profession that we build enthusiasm among teenagers as they make choices about their future careers.</p><p>In its joint report, Engineering the Future, published in2009, National Grid and the Royal Academy of Engineering highlighted the task we face as an invisible industry. Despite teenagers ranking engineering highly as a sector they would consider working in, manylacked real understanding of what engineers actually do. Worse still, it revealed that the proportion ofparents and teachers re...</p></li></ul>