A film which explores the construction’s response to the Grenfell Tower disaster has been launched to encourage more open debate within the industry.

Funded by Vivalda Group and produced award-winning filmmaker Hamlett Films, the 25-minute documentary is entitled ‘Behind the Façade’ and includes contributions from architects, specialist contractors, suppliers and those personally affected by the cladding crisis.

The film seeks to encourage an honest debate within the construction industry about critical issues such as safety, responsibility and quality as the new Building Safety Bill progresses through the House of Commons.

Chairman of Vivalda Group Peter Johnson, said: “As founder of Vivalda, I’ve been in the cladding sector for over 40 years and was absolutely shocked by the events of Grenfell and the revelations of the subsequent enquiries.

“I hope this film in some small way helps the industry to take stock and re-evaluate its attitude to safety, pricing and responsibility. We need to encourage a genuine culture change within the industry and the new safety bill is a significant opportunity to make a real difference.”

To watch the film, click here.

Administrators at nmcn have been unable to sell the group’s Building division leading to 80 redundancies.

Grant Thornton were appointed administrators of the contractor in Wednesday and have since overseen the sale of the Water, Telecoms and Plant divisions safeguarding more than 1,500 jobs.

The Infrastructure division is also set to be sold within the next few days.

But joint administrator Rob Parker said: “It is, however, with regret, that due to a number of legacy contract issues, the Joint Administrators have not been able to achieve a sale of the Group’s Buildings division, which together with some other central roles in the Group has resulted in the redundancy of 80 people.

“The Grant Thornton team will work with the employees affected to support them through this process”

News of the redundancies came as CEO Lee Marks posted a message to all employees.

He said:  “The past few days, indeed weeks, have been very hard. I joined nmcn at the end of May with a clear set of objectives: put simply, to make the business a success – a company to admire, and a great home for our talented and dedicated workforce, loyal customers and suppliers. To achieve great things and make the company a fun and engaging place to work.

“Alas, despite the very best of efforts of us all, we ran out of time. You learn a lot in adversity and I will never forget the day I had to tell 1800 people to go home, placing them at risk of redundancy. Anyone with an ounce of human compassion knows just how worrying that is for my many colleagues and their dependant families. I feel for all of you and I am only sorry I could not have done more. ‘Gutted’ might be a better phrase.

“When the inevitable seem the only plausible outcome, we kicked into ‘plan B’. A plan to save as many jobs as we could and save the business. We have been working round the clock (literally) to achieve that outcome, and it is fantastic that today we have been able to formally announce that our Water (and specialist companies – Lintott, Fabrications and Asset Security), Telecoms, Plant, transport and accommodation divisions have transferred into the new ownership of Galliford Try and Svella, respectively.

“We are working hard to conclude a remaining deal for one of our other divisions which should transact in the next couple of days.

“Whilst this was not the outcome I had planned, I am immensely pleased that we will have saved the vast majority of jobs and provide continuity for our customers. I would thank our customers for their forbearance and support.

“Sadly, as in all these situations, there are some colleagues who will not be as fortunate and I would ask for sensitivity at this difficult time and I wish them luck in their new pursuits.

“Finally, I would like to thank my leadership team for their support, and the team at Grant Thornton for working with me to achieve this largely positive outcome.

“But most of all, I would like to say a huge thanks to my many and wonderful colleagues at nmcn. We do not all go on together, but I am certain you have a bright and exciting future. It was my pleasure to be your captain and we played in a good team. Sometimes though, we do not win every match. That does not mean we should not give up hope of finishing top. You have the capability to be the best. Work hard, seize these new opportunities and do great things. All the very best and keep in touch.”

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National Highways has named Turner & Townsend as its commercial partner on the vast Lower Thames Crossing scheme.

The appointment marks the completion of the Lower Thames Crossing integrated client team, comprised of Jacobs/Cowi/Arcadis as technical partner, and Jacobs as sole integration partner.

Across the eight-year contract, T&T will work as part of the integrated client team providing day-to-day cost, commercial and contract management, independent cost assurance and cost audit function across the whole £8.6bn Lower Thames Crossing programme.

Matt Palmer, Lower Thames Crossing Executive Director, said: “The Lower Thames Crossing is the most ambitious road project this country has seen since the M25 was completed 35 years ago, and will improve journeys, create new jobs and business opportunities, as well as bring new green spaces for the local community and wildlife.”

If given the green light construction of the main tunnel and link roads will support over 22,000 jobs during construction.

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The Salvation Army has confirmed  McLaren Construction as the main contractor on its new 55,000 sq ft territorial headquarters in Southwark, London.

The £32m HQ building will allow the international charitable organisation to relocate from its current headquarters, consolidating its administrative office and training provision in one location.

The Breeam Excellent building will be located at the William Booth Training College site in Denmark Hill, Southwark – an underutilised part of the Salvation Army’s existing campus.

The HQ varies between five and six storeys and includes open-plan office space, designed to be flexible and support smart working, arranged around an atrium. It will accommodate up to 450 employees and Salvation Army officers.

Additional Facilities within the headquarters include a series of multi-function rooms, recording studios, an editing suite and a café open to the public. A landscaped terrace at the southern end of the site will provide a private space and retreat for staff to enjoy.

The architectural intent is to have exposed concrete soffits, with extensive architectural timber throughout.

Darren Gill, Managing Director, London for McLaren Construction, said: “McLaren’s appointment on The Salvation Army Territorial headquarters is testament to our expertise, can-do culture and an ability to deliver exemplary projects, exceeding expectations.

“We recognise the importance of delivering this once in a lifetime project for The Salvation Army, a renowned organisation steeped in values. We are delivering a new HQ, bringing together disparate facilities and employees into a modern and sustainable building, on the site of the iconic William Booth Training college, where we are honouring the place and neighbouring area, while providing collaborative and much needed workspace for the international charity.”

The façade will be carefully detailed in precast masonry panels, stone and glazing and take a cue from the adjacent listed buildings and feature a series of tall, multi-brick and stone bays punctuated by brick piers, creating a strong vertical emphasis on the street.

The project is scheduled for completion in 2023.

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Network Rail is aiming for a radical shake-up in the way renewals are delivered across its large southern region by appointing a new integrated collaborative team of firms to deliver a vast works programme over 10 years.

The fresh delivery approach will involve a switch to integrated and collaborative Project 13 principals of delivery for an estimated work programme of £4.5bn to £9bn over Control Period 7 and 8.

Its new Southern Integrated Delivery model will be used to deliver all categories of railway asset work including: signalling & telecoms, track, buildings & civils, electrification and plant and minor works.

Of the total spending estimate, buildings and civils will constitute 30% – 45%, track 15% – 25%, signalling & telecoms 5% – 15%, electrification and plant 5% -10% while minor works will constitute 20%- 30% of the overall estimated value.

The southern region is now starting the hunt for the first partners for the first work areas to deliver buildings & civils; and electrification and plant

The SID approach aims to harness the strengths, capabilities, and knowledge of the supply chain, through a knowledge sharing and digital transparent approach that breaks down tier one, two and three hierarchies to deliver better outcomes.

Under the new enterprise approach, financial rewards will be based on value and performance, rather than transferred risk and volume outputs.

Works will be undertaken on Kent Sussex and Wessex routes, primarily for renewals, although options exist to enable enhancements to also be delivered, subject to capacity and where the SID is considered the optimum procurement route.

Under the present procurement plan, all appointed firms will initially sign into a development phase agreement, scheduled to commence in December 2022 / January 2023 and run up until April 2024.

After this Network Rail will commence the main SID agreement.

Network Rail plans to host a virtual market briefing event on 1 November to set out the forthcoming procurement process.

To register for the event or for details of the presentation, email your name, organisation and contact number to Network Rail before 25 October 2021. Emails should be entitled “Southern Integrated Delivery (SID) – Market Briefing”.