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Building an excellent
Olympics Games
Don Ward
Chief Executive
Constructing Excellence
A national, regional and local
catalyst for much improved performance
to deliver better built environments
2012 Construction Commitments
www.strategicforum.org.uk
Industry change
- maintaining momentum
1994 1998 2002 2006 2008
Six key areas
Top-level commitment
Over 600 signatories
12 events, 1937 delegates, 45% SMEs
Public sector clients, 10% Private sector
clients, 2%
Designer, 5%
Other consultants,
14%
Main contractors,
11% Specialist contractors,
12%
Suppliers & manufacturers,
Others, 24%
Barriers to bidding for 2012 projects
Not sure whether it's applicable,
17%
Not sure how to engage, 49%
Too risky, 9%
Too far to travel, 8%
Too high profile, 7%
Too busy with other work,
11%
Attitude towards working on 2012 projects
I'd love to work on a
2012 project,
85%
Good practices include
• Stakeholder governance
• Commitments
• Supplier engagement
• Programme management
• Procurement
• BIM
• Pre-planning
• Logistics
• Sustainability
• Legacy value
• Safety - and health
Demonstration projects have generally
out-performed the rest of the industry
7700
0
50
100
150
200
250
300
350
2006 pan-industry performance = 100
CE 2006 Industry 2006 = 100
The Stadium is a Demonstration project
There are three key principles which define
collaborative working
Leadership,
common vision
Process,
systems,
measures
People,
culture,
behaviours
There are 6 critical success factors for
collaborative working
• Early involvement
• Selection by value
• Common processes and tools
• Measurement of performance } continuous
• Long-term relationships } improvement
• Modern commercial arrangements
33
Sustainable outcomes include
• ISO14001 certification
• Sustainable timber supplier panel
• >90% of demolition material recycled
• 39% recycled materials in Aquatic
Centre piling
• >50% materials transported to site by
rail or water
• improvements to 3km of waterways
• Velodrome 30% better than Building
Regs, plus embodied energy/carbon
Industry legacies include
• Commitments
• Other large programmes
– eg Crossrail, nuclear
• New apprentices
• Sustainability
• International reputation
• Industry “legacy” capture
Design £100K
Construction
What the customer
really needs
“£200M”
Business Costs
“£5M” “£1M”
Operation and
Maintenance
Process Push
User Pull
Outcomes “£100-£1000M”?
