RICS Modus, Global edition — September 2012

THE LEADERSHIP ISSUE

MEET 25 OF THE WORLD’S TOP SURVEYORS

THE LEAD

ERSHIP ISSU

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ECO TRAILBLAZERS Eight of the world’s greenest buildings p26SECRETS OF SUCCESS What does it take to be a leader? p29 FUTURE VISION The growth of Shanghai as a global city p36

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THE LEADERSHIP ISSUEFrom ambition to vision, great leaders demonstrate a host of enviable qualities.

But do they come more naturally to some than others? This month we take a

look back at the history of leadership (page 29), and discover how we all have

the potential to become effective business leaders (page 30). In our lead feature

(page 16), we select 25 inspirational people who have risen to the top of the

profession, and fi nd out what leadership means to them. Elsewhere, we consider

Shanghai’s potential to become the world’s leading city (page 36), round up

eight of the globe’s greenest buildings (page 26), and meet a chartered surveyor

who mentors young students (page 32). As always, you can share your views on

leadership and this issue of the magazine by emailing [email protected].

VICTORIA BROOKES EDITOR

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Contents

Regulars04_FEEDBACKYour views on Modus and the profession, and the latest poll

06_INTELLIGENCEGlobal news, plus opinions, reviews and reactions

35_LAW ADVICEHow government could guarantee new-build housing developments

41_BUSINESS ADVICEThe legal and tax implications of various business structures

Features16_FROM THE TOPWe profi le 25 inspirational chartered surveyors who are leading the professional fi eld 26_GREEN LEADERSThe lowdown on eight of the most sustainable buildings in the world

29_A SHORT HISTORYAcademic Keith Grint looks at leadership through the ages

30_BORN TO RUNAdvice for all from leadership specialist Anthony Landale

32_10 MINUTES WITHTwo participants from the CEMENT mentoring scheme

36_HEAD OF THE DRAGONChallenges and opportunities in Shanghai, which is rapidly becoming a leading global city

In formation43_RICS NEWSNews, updates and a message from the new RICS President

49_EVENTSTraining and conference dates for your diary

54_RECRUITMENTThe latest job opportunities from across the industry

58_THE MEASUREFacts and stats on the world’s leading cities

3236

26

From ambition to vision, great leaders demonstrate a host of enviable qualities. From ambition to vision, great leaders demonstrate a host of enviable qualities. From ambition to vision, great leaders demonstrate a host of enviable qualities. From ambition to vision, great leaders demonstrate a host of enviable qualities. From ambition to vision, great leaders demonstrate a host of enviable qualities.

But do they come more naturally to some than others? This month we take a But do they come more naturally to some than others? This month we take a But do they come more naturally to some than others? This month we take a But do they come more naturally to some than others? This month we take a

, and discover how we all have , and discover how we all have , and discover how we all have , and discover how we all have , and discover how we all have

. In our lead feature . In our lead feature . In our lead feature . In our lead feature

MODUS_Sept_p03-5_Contents&Letters.v2.indd 3 20/08/2012 15:22

Feedback//

THE SERIOUS SURVEYORYou should either ditch or change the content of the Secret Surveyor column, which is trite and unrepresentative of the work of most RICS surveyors. It seems to represent the metropolitan elite; surveyors in London operate in a diff erent property world. Why isn’t the surveyor based in Rochdale, Walsall or rural Cornwall, or in any other area where we all have to use a car to carry the extensive equipment we need to do HBRs and building surveys? Most surveyors are aware that we have to carry a loft ladder to inspect roof voids and that we should be well presented, clean and tidy; we don’t need an article to remind us of this. Given the variety of serious topics that exist in the residential surveying field, couldn’t we have more serious and representative articles?Gerald Kennedy MRICS, Birmingham

Readers are welcome to contribute to the Secret Surveyor column – email your idea to [email protected].

WHAT NOT TO WEARYour Secret Surveyor piece made me smile in agreement regarding a ‘suitable’ outfi t. I used to work for one of the corporates until 1992, always in a suit, then I decided to go it alone. I was often in a grubby loft or, worse, a student house, and used to think, ‘Why on earth am I wearing a suit?’ I had a contract for several years with one of the big lenders as a self-employed consultant, and there was a clause saying I should dress in a manner in keeping with a person working in the fi nancial sector. I really resented this, and I’m glad I didn’t comply. I only wear a suit for funerals now – I’ve worn jeans and an open-necked shirt for the past 20 years (though many of the local suit-wearing surveyors probably think I’m a bit eccentric). All I know is that more than once I’ve been on my knees behind a sofa checking for damp only to fi nd out that that’s where the owner’s housebound Yorkshire terrier ‘goes’ – no wonder the floorboards were damp, as were the knees of my jeans!Philip Baddeley FRICS, Lancaster

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JOIN THE DEBATE

:EMAIL YOUR FEEDBACK TO [email protected]

VIRTUAL VIEWINGSThe June edition about communication and technology was really interesting and has inspired me to give some feedback. Our company is focused on using internet technologies to reach potential buyers, and we have been publishing via various social media channels – Facebook, Twitter, YouTube. We have now launched a new service, which is quite innovative for real estate brokerage – viewings of properties via Skype. This has brought some very positive comments from our clients and partners. Actually, we are one of the fi rst companies in the world to off er Skype viewings! It is surprising that not all agents off er this service. With the current state of technology development and the availability of quality internet connection, it is easy to organise viewings of properties through internet video connection.

I believe this service has great potential and will save buyers time and money for travelling to the properties they like. It will also help them narrow their searches so that they can visit personally only the properties they like most. Usually, a Skype viewing will take 15-20 minutes, during which the estate agent will show the whole property and all the details a client wishes to take a closer look at. They will be able to ask questions and communicate with the agent as if they were there in person. To be able to view properties via Skype, only a computer or a mobile device with a microphone and Skype installed is needed. Polina Stoykova, Sofi a, Bulgaria

LAY OF THE LANDI read with interest Katie Puckett’s article [‘Preparing a Defence’, July/August] that set out her very strong views on climate change. I, like many others, am sceptical about the claims made by the Intergovernmental Panel on Climate Change, with its alarmist statements that I believe are based on selective computer projections for 100/200 years. This current thinking is adding hugely to the costs of development in materials and delays in consultations with the Environment Agency (EA), who seem to take the worst- case scenario. I’m involved in a project at the moment to build a hotel in a coastal location where the land has never fl ooded, but the EA is working on the sea-level rise over 100 years and climate change forecasts over the next 200 years – our hotel operator anticipates the life of the building to be 40 years! Our consultant engineer told me that he feels the EA are mathematicians rather than statisticians who are totally unwilling to bring chance into the reckoning.

Due to the volume of correspondence we receive, we regret that we are unable to print all letters or respond to every one individually.

FOR SUNDAYEditor Victoria Brookes // Art Director Christie Ferdinando

// Contributing Editors Brendon Hooper and Tim Abrahams

// Sub Editor Samantha Whitaker // Creative Director Matt

Beaven // Account Director Stephanie Hill // Commercial

Director Karen Jenner // Commercial Manager – Display

Lucie Inns // Commercial Manager – Recruitment Charlotte

Turner // Senior Sales Executive Faith Ellis // Recruitment

Sales Executive Angus Sharpe // Managing Director Toby

Smeeton // Repro F1 Colour // Printers Woodford Litho //

Published by Sunday, 207 Union Street, London SE1 0LN

sundaypublishing.com

FOR RICSEditorial board Ian Fussey and Jaclyn Dunstan

RICS, Parliament Square, London SW1P 3AD

The MODUS team//

Views expressed in Modus are those of the named author and are not necessarily those of RICS or the publisher. The contents of this magazine are fully protected by copyright and may not be reproduced in any form without the prior permission of the publisher. All information correct at time of going to press. All rights reserved. The publisher cannot accept liability for errors or omissions. RICS does not accept responsibility for loss, injury or damage or costs that result from, or are connected in any way to, the use of products or services advertised. All editions of Modus are printed on paper sourced from sustainable, properly managed forests. This magazine can be recycled for use in newspapers and packaging. Please dispose of it at your local collection point. The polywrap is made from biodegradable material and can be recycled.

94,896 average net circulation 1st July 2011 – 30th June 2012

THE COASTAL

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TURNING TIDE Finding new ways to live with rising sea levels p14SEA SURVEYORS Four members involved in marine roles p20 ENERGY SURGE Leading the way in harnessing wave power p32

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FeedbackFeedbackFeedbackFeedbackFeedbackFeedbackFeedbackFeedback


LATIN LEARNINGI read with great interest the feedback by Geoff Williams. Well, I have a diff erent opinion. Things are not always simple, as humankind is complex in thinking and behaviour by nature (have in mind that RICS is an international institution with valid and comprehensive values all around the world). Modus is part of our rules of conduct (see ‘Est modus in rebus’ on the blazon of the Rules of Conduct). The Latins had the privilege of time to think, and the privilege to hear and learn from others. It is interesting how things said thousands of years ago are still valid and applicable today. It is also intriguing how they could say so many things (in consistency and complexity) in just a few words. It is in contrast with today’s modernisation when we talk with fewer words but with less consistency, or we talk more but with the same result. Modus is not just a way of physical measurement; it is also an abstract (but practical) measurement of life, principles, ethics, personality, behaviour and, above all, a principle of equilibrium in all that we do. To change such a title needs more than one argument of simplicity.Radu Bogdan Stefan MRICS, Romania

MARINE SURGEI was delighted to read the article on marine energy in the July/August issue. Having moved into the sector at the start of the year as a QS from a civil engineering background, I was met with a feeling of isolation as barely any of my new colleagues were aware of what a QS is or does. I have joined a technology developer to bring a more cost-conscious culture to the organisation and ensure robust cost planning, reporting and management tools are put in place to allow better-informed decision-making as we drive towards making this exciting technology commercially viable.

This has been an exciting challenge thus far, but there is a long way to go and a lot of hard work to be done across the industry to engage fully with component suppliers and manufacturers and have them buy into the vision and make commercial success a reality. I’m keen to make contact with other surveyors with a view to forming a knowledge-sharing and support network, which will hopefully ease the transition for others as the industry develops over the next few years. I can be contacted at [email protected] or on LinkedIn.Gary Menzies MRICS, Edinburgh

from prudent lending and transferred the liability to our profession I do not know, but we need to put it back in their court.

I have been much impressed by Modus, but the July/August issue was truly outstanding. The information and presentation is impressive – I cannot even imagine the amount of time and eff ort that must have gone into compiling it. David I Hepworth MRICS, Lancashire

WHAT’S IN A NAMEWhile I am a retired quantity surveyor, I look forward to receiving Modus magazine, which after a short few hours’ read brings me bang up to date on present world issues, enabling me to confidently discuss such matters with others from a surveyor’s point of view. My only complaint against this excellent publication is indeed the name ‘Modus’, which means nothing to the average Brit. As suggested by Geoff Williams in the July/August issue, I am in full support that there can only be one name for our fi rst-class magazine: ‘The Chartered Surveyor’.Terry Kelly MRICS, Kent

It is this sort of approach from government organisations that continues to erode our competitiveness with the developing world, especially the Far East. There is so much at stake here that RICS should be leading the debate to see whether we are either going to drown under water or unnecessary costs. John G Fifi eld FRICS, Cheshire

LIMITING OUR LIABILITYIn response to the article on page 37 of the July/August issue, I think valuers should limit their liability to two-thirds of the valuation fi gure, so that they would not be liable for any diminution in value between the valuation figure and the two-thirds fi gure. When I was training to be a valuer in the 1960s, the received wisdom from college lecturers, and also the principals of the fi rm for which I worked, was that 66% of the valuation was the maximum fi gure appropriate for loan security purposes. Rightly or wrongly, I understood that this was a principle that prudent lenders had adopted for about 400 years at least. At what point during the last 40 years lenders deviated

Join the RICS group at linkedin.com now to vote in our next poll: ‘What do you think is the biggest challenge facing the surveying profession?’

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Tokyo 2%

Hong Kong

5%

New York

28%

THE MODUS POLL :WHICH IS THE WORLD’S LEADING CITY: NEW YORK, LONDON, PARIS, TOKYO OR HONG KONG?Total votes: 73

@RICSnews // @modusmag

@RLSurveys @modusmag – something for everyone this month, in particular articles on Network Power and 3D Data Sharing @garinickson Just read the article in @modusmag about @socialsurveyors – great idea and nice to see innovation in the construction industry!@BearBennett A great article in this month’s @modusmag about working in Oceania. As a Sydney surveyor from the UK I can verify it’s a sensible move!

London

54%

Paris

5%


Intelligence :NEWS :REVIEWS :OPINIONS :REACTIONS

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Its aboriginal name may translate as ‘the place with water rats’, but that’s unlikely to put people off from using the world’s first ‘tensegrity’ bridge. Also known as ‘God’s geometry’, tensegrity derives from the words tension and integrity – meaning that the integrity of the structure depends on the delicate balance of tension within it. Designed by Cox Rayner Architects and Arup using purpose-built software from Oasys, the 470m-long pedestrian and cycle link to the Brisbane Museum of Modern Art cost around AUD$63m (£42m) to construct. Its composite steel and concrete deck structure is reinforced by a complex series of masts, cables, ties, flying struts and a steel-framed canopy – and it is this tensegrity of the cable system above and around the bridge that helps to suspend its canopy, and laterally strengthen the masts. What’s more, 75% of the lighting on the bridge is powered by solar energy, and it was recently awarded World Transport Building of the Year 2011 at the World Architecture Festival.

:KURILPA BRIDGE BRISBANE, AUSTRALIA

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Intelligence//

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Small businesses are being held back from growing eff ectively because of planning approval delays, according to a Federation of Small Businesses (FSB) report. The survey found 69% of small businesses have to wait more than the maximum eight weeks for local authorities to decide on applications. Around 70%

of those surveyed felt property owners should be allowed to make a change of use without needing permission. ‘Providing a fast-track for small business planning applications would make the process cheaper and easier, and would provide the incentive they need to grow their business,’ said the FSB’s John Walker.

Investments in solar power installations overtook those in wind power for the fi rst time in 2011, according to research from GlobalData. Renewable energy is becoming increasingly important in developing nations across North Africa and Asia, and solar power is attracting greater investment due to the

abundance of direct sunshine. Last year, solar power investments accounted for 49% of the US$209bn (£133bn) global renewable energy industry, compared to the wind sector at 34%. Biopower, geothermal and small hydro investments made up the remaining 17%.

UK // STIFLING GROWTH Global // SOLAR FLARE

Insight

THE GAMES HAVE SET A NEW BENCHMARK IN SUSTAINABILITY

London has staked its pride on making the 2012 Olympics ‘the most sustainable Games ever’ – transforming the East London site and its

surrounding communities into the biggest regeneration project in Europe. The London Organising Committee of the Olympic and Paralympic Games (LOCOG) developed a fi ve-point plan to achieve its sustainability ambitions. The first three were general, reducing emissions of greenhouse gases and total waste during construction and the event itself, and minimising its impact on local fl ora and fauna. The final two were specific to the Games, though – giving access for locals, as well as work, training and business opportunities, and inspiring people across the country to take up sport and develop active lifestyles.

Like any organisation making a serious commitment to sustainability, LOCOG and its partners have built it into their core strategy. The London 2012 journey has instigated a new British Standard, developed specifi cally for the events industry to operate in a more sustainable manner. LOCOG has also collaborated with the Global Reporting Initiative on the creation of an internationally recognised framework for sustainability reporting by event organisations, and encouraged its suppliers to share their fi ndings. Some of the contractors have used this knowledge to win further work across the world.

Progress against targets has been impressive: 2m tonnes of contaminated soil cleaned on site; zero waste to landfi ll; 100% sustainable timber; and the creation of the largest urban parkland in Europe for more than 150 years. While the idea of sustainability is dependent on

appreciating the long-term impact of construction, it is anticipated that when the event concludes on 9 September, London 2012 will have helped to raise global awareness of how to embed sustainability.

So what key knowledge can managers take about embedding sustainability in their own organisations? The most important is making it core to your strategy. From this flows other key ideas: scope your material, social and economic impacts; set clear targets; establish effective oversight of commitments, and regularly measure progress. The Games suggest it is also important to encourage innovation in your value-chain and embrace transparency.

When the diverse group of London schoolchildren who formed the centrepiece of the successful 2012 bid team approach their forties in 2032, it is hoped they will be able to look back and see how London has encouraged Rio, and each succeeding Olympic host city after that, to raise the sustainability bar still further.

DAVID GRAYSON is professor at the Doughty Centre for Corporate Responsibility at the Cranfield School of Management. som.cranfi eld.ac.uk

David Grayson Doughty Centre for Corporate Responsibility

PLANNING AHEAD Incorporating sustainability into the core plan of London 2012 is a strategy that can be imitated by other organisations

Imag

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01.11 // MODUS 09

£46bnThe potential amount of construction

projects to be kick-started by the UK government guaranteeing to

underwrite private fi nancing

:ONE BIG QUESTION WHAT QUALITIES DO YOU THINK A GOOD BUSINESS LEADER SHOULD HAVE?

09.12 // MODUS 09

Take part in discussions by joining the RICS group at linkedin.com.

Cheshire To have a clear, challenging but realistic vision; to believe in it and to practise it; but most importantly to have the ability and charisma to make your team believe and practise it, too.

Lancashire I think it’s important for a business leader to be able to consult, coach, delegate and leadtheir team by example. Oh, and they also need to be an excellent salesman.

South East A good business leader trusts and empowers their team, allows them to contribute ideas and letsthem grow as people. It is a fact that a good leader is only as good as their team.

Jamie Chaplin MRICS, Mott MacDonald Ltd

Anthony Andrew Cathcart AssocRICS, Northwards Housing

Nick Tagliarini, Pexhurst Services Limited

North West While involved with RICS matrics, I learnt the key leadership skills mix of leading by example, delegation, consultation and succession planning, which is useful in business and specifi c projects.

Yorkshire Although effi cient, dictatorships are no longer acceptable by society. Instead, we are now seeing successful organisations harnessing the (commercial) benefi ts of diversity to inspire performance.

Andrew Mills, Babel Consulting Limited

Charles Fifi eld FRICS, Fifi eld Glyn

DubaiLOGISTICS RISE

The light industrial and logistics market in Dubai is seeing strong signs of growth, according to Cluttons. Enquiry levels are signifi cantly up, with existing companies wishing to expand and new companies looking to enter the market. ‘The fact that we have worked on this scale of enquiries refl ects the better market conditions and the increased market penetration of the Cluttons team that is dedicated to this sector,’ said Will Wright, head of industrial and logistics agency at Cluttons Middle East.

South AfricaTRIPLE TOWERSPlans for what could become Africa’s tallest building have been unveiled by Tshwane Metropolitan Council. Centurion Symbio-City, designed by Architects@126, features three towers with the tallest at 110 storeys high – more than double the size of Africa’s current tallest building. The mixed-use scheme would feature residential units, offi ce space, retail facilities and a hotel, but has yet to be submitted for planning permission.

52%The percentage of City of

London offi ces that are foreign owned – up from 8% in 1980 (Cambridge

University)

UKBIO BREAKTHROUGH

One of the world’s most advanced high biocontainment laboratories is being built in Surrey on behalf of the Institute for Animal Health (IAH). Scheduled to complete in 2014, the laboratory will help the IAH increase its research into viral diseases of livestock. Built by Shepherd Construction, the project team is aiming to make the building 1,100 times more airtight than the applicable regulations at four times the pressure. ‘The construction challenges have been signifi cant to achieve this level of performance, and have meant close collaboration with all members of the project team,’ said lead quantity surveyor Mark Crook MRICS.


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Industry drawManagerial and project management roles in the construction sector have been rated as more attractive to 14- to 18-year-olds than any other industry, according to a survey by CITB-ConstructionSkills. The top three choices of career identified were building design and architecture, surveying and construction project management.

Sweett talkingSweett Group has won a three-year contract to advise public bodies on sustainability issues such as mitigating and adapting to climate change. ‘We look forward to applying our skills to help the public sector understand and respond to its sustainability and climate change goals,’ said director of sustainability Adam Mactavish.

High MumbaiMumbai’s high-rise committee has backed plans to build 78 buildings over 70m tall in the city in order to relieve its residential housing shortage. India’s financial capital currently has only 30 buildings of 100m or more, compared to Shanghai’s 130 and New York’s 550.

Retail kingHong Kong is now the world’s most expensive shopping destination, as a rise in domestic wealth fuels occupier demand from luxury retailers, according to CBRE. The city is currently the most expensive in which to rent space at US$3,864 (£2,460) per ft² per annum.

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Opinion

BUSINESSES MUST TAKE THE LEAD ON SUSTAINABILITYStef Kranendijk CEO, Desso

We need to reimagine our business models. It is hard to see how we can promote economic growth in

a world of finite resources and climate change based on the current linear ‘take, make and dispose’ model. I think it is vital to show how more circular alternatives, where materials are reused or recycled, can be profitable.

In 2008, I launched a long-term business strategy at Desso based on the cradle-to-cradle concept, in which goods are designed to have a positive impact on the environment and human health. The experience taught me several lessons about leadership. First, it was important to get expert external advice, which is why we brought in the German chemist Michael Braungart, a co-founder of the cradle-to-cradle concept, to help set up our processes. But we were also determined that our own employees would work on the change. This way, they would feel it was their achievement and it would help root the change in our culture.

It was vital that the management team supported the strategy, and I focused on this to start with. Once they were behind it we could

show a united front. So, for example, when our head of R&D needed investment to set up a prototype machine to develop a cradle-to-cradle carpet tile, we supported it immediately.

Communication was also key to our success. Communicating our vision externally to the media, shareholders and suppliers was crucial. We also maintained a constant dialogue inside the company to make sure everyone had a chance to air their views. It was critical to begin the change process in a significant way, so we started with our largest business – carpet tiles supplied to the commercial sector. Our progress in creating a cradle-to-cradle silver certified carpet tile in 2010 helped us drive sales. In this period of change, our earnings in our original carpet business went up from 1% in 2006 to 9.2% in 2010.

Without these kinds of results it would have been tough to maintain shareholder support for our strategy through the recession.

STEF KRANENDIJK is CEO of sustainable carpet manufacturer Desso – one of the few that meet the requirements of Ska Rating. desso.com

RussiaCONFIDENCE HIGHTotal commercial real estate volumes in Russia in Q2 2012 were 15% higher than at the same time the previous year, according to Cushman & Wakefield. Investors are showing more confidence in the real estate market as a tool for diversification, due to the unstable currency and bond markets. ‘We have consequently increased our investment forecast from US$6.5bn (£4.2bn) to $7bn (£4.5bn), based on the performance of the market so far in 2012. The current year could achieve investment levels close to those of 2011,’ said research analyst Alexander Zinkovski.

NEWS BITES

12.7%The percentage of the

UK covered by woodland – the highest since

1924

USBOTTLED UP

Inspired by the Swarkestone Hall Pavilion in Derbyshire, UK, the Morrow Royal Pavilion in Las Vegas is the largest building in the world to be made from recycled bottles. Created by entrepreneur Scott McCombs, the manufacturing facility is constructed from GreenStone, a composite material made from more than 500,000 crushed beer bottles and fly ash, a byproduct from coal-fired power stations. The project helped divert several tonnes of waste material from landfill.


01.11 // MODUS 09

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If there were a competition for the country with the widest range of highly respected professional institutions, Britain would surely take gold. But how

many people in the home crowd would expect that? Admired in India, respected in Brazil, invited to China, aspired to in Russia, emulated across the Commonwealth – British professions, and our culture of professionalism, set an aspirational gold standard across the world. But they are often vilifi ed or, at best, taken for granted in the UK.

Yet there is much to celebrate. It’s no coincidence that the recent high-profi le scandals surrounding so-called professionals in journalism and banking happened in sectors where there is no dominant professional body setting standards, insisting on ethical behaviour, regulating effectively and, above all, providing a clear moral compass. The crisis of confidence and trust engendered by the fi nancial meltdown and economic gloom of recent years has re-emphasised the importance of high-quality professional standards, properly monitored and enforced, and cadres of trustworthy, competent professionals who act with integrity whatever the circumstances.

Those countries that don’t have this are suffering. There is a lack of business confi dence, a reluctance externally to invest or do business, shortfalls in tax revenues, economic growth undermined by dishonesty and corruption, and individuals denied proper advice in their daily lives. Many, perhaps ironically, are looking to the UK for guidance. They have seen the value of a wide range of independent, self- governing centres of excellence across all sectors of economic and social activity. These will attract bright and ambitious people, be at the leading edge of developing professional thinking and standards, be a source of expert advice to governments, qualify people meritocratically to those standards, and find the best ways of regulating effectively. Above all they will inculcate and demand an approach to business life that stresses ethical behaviour, trust and the public interest.

All well and good. But why do politicians, media and the public seem to have such a love/hate relationship with the professions? They love them when they prove their worth – great feats of civil engineering or architecture, incredible surgery, sophisticated legal or fi nancial advice. But, on the other side of the coin, there are underlying suspicions of self-interest, an aura of mystique created unnecessarily, and of unjustifi ed fees. High standards and necessary public protection is confused with elitism.

The professions themselves must bear their fair share of the blame. From the 1980s onwards many were slow to

Insight

LET’S CELEBRATE OUR LEADING PROFESSIONALISM Louis Armstrong CBE HonRICS Professions for Good

Intelligence//

modernise, and sometimes acted more like trade bodies protecting and advancing members’ interests rather than their proper function of acting in the public interest. Much has now changed. Radical reform programmes have made today’s institutions more modern, more professionally run and regulated, increasingly international and, above all, acutely aware of their public interest, guardians of integrity and ethical standards roles.

The City of London has learned painfully the damage that can be wrought by an absence of such professional bodies. Recent research by Cass Business School showed that large numbers of staff in the City were not members of any professional body. If they were, they would be much more likely to challenge unethical, immoral or illegal behaviour. So let’s celebrate our professionals – a big part of any British success story. Professional services account for about 8% of UK GDP and 11% of the workforce, and the sector is set to grow – by perhaps a million more jobs by 2020. Education, professional training and awarding qualifi cations are a major part of UK plc, and are both highly respected and sought after across the globe. The professions have a big role to play – with government (providing impartial, expert policy advice), in the economy (as an engine of prosperity and growth), and in society (as major contributors to the quality of life).

But arguably the most important role of all is as standard bearers for ethical behaviour. Never before has the worldwide need been greater for competent, trustworthy people. That is the lasting legacy to the world of the British concept of independent professional institutions. Let us cherish this, play to our strengths, make full use of their potential, and enjoy basking in some refl ected glory.

LOUIS ARMSTRONG is former RICS Chief Executive and current chairman of Professions for Good, a collaboration of the bodies responsible for standards and qualifi cations across many of the UK’s largest professions. professionsforgood.com

WORLD CLASS RICS is one of many UK organisations that are admired around the world


01.11 // MODUS 09

INR24.6bnThe cost (£284m) of India’s fi rst monorail

network to be built in Mumbai, on which Mott MacDonald has been appointed

FranceVERT WONDERScheduled to complete next year, the Majunga Tower is set to become one of Europe’s greenest offi ce buildings after winning a 2012 BREEAM Award for best international environmental performance. The 69,600m2 tower, in La Défense, Paris, features natural ventilation and diff ering wall surfaces, such as simple or double skins, depending on its orientation.

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09.12 // MODUS 13

UKCOMMERCIAL JUNCTION

A planning application has been submitted to Westminster council for a 30,000m2 commercial and retail scheme above the new Crossrail station in Paddington. Designed by Grimshaw Architects for Crossrail, the building will include 15 storeys of high-quality offi ce space with an entrance opening out on to the Grand Union Canal, and will incorporate access to Crossrail, National Rail and Hammersmith & City line services. ‘This major new development will play an important role in the continued transformation of Paddington,’ said Ian Lindsay MRICS, Crossrail’s land and property director.

ChinaEXPERIENCE WANTEDChina is seeking foreign expertise in project management, spurred on by government research into the discipline. ‘Project management is a relatively new phenomenon in China,’ said Mark Budden, partner at EC Harris. ‘However, as projects become increasingly complicated there is a growing appetite to better understand the discipline and to train the local workforce so they can deliver these skills over the coming years.’

GlobalCLEAR MARKETS

The UK, Australia and France are the most transparent markets in terms of real estate sustainability, according to Jones Lang LaSalle. The Global Real Estate Transparency Index covers issues such as energy-effi ciency benchmarking and green building rating systems. ‘The top three ranking countries all have robust environmental reporting requirements and off er investors detailed information on the sustainability performance of assets in each market,’ said Joel Quintal, director of sustainability.

25%The percentage of UK

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16 rics.org

Clockwise from top: Romeu Chap Chap, David Snook, Richard Clare, Tom Barclay, Alan Collett, Albert Lau, David Cockerton and Vanessa Lawrence

MODUS_Sept_P16-25_Leaders_v7.indd 16 20/08/2012 16:21

WE MEET 25 OF THE VISIONARY MEN AND WOMEN GUIDING THE PROFESSION, STARTING WITH 10 INDUSTRY LEADERS

09.12 // MODUS 17

25 leaders//

ALAN COLLETT FRICS RICS PRESIDENT AND CHAIRMAN, ALLSOP RESIDENTIAL INVESTMENT MANAGEMENT

A son and a father of chartered surveyors, the newly inaugurated RICS President has worked in residential and mixed-use investment, valuation, development and agency, as well as acting as a fixed charge receiver and expert witness. As such, he is passionate about the worldwide career opportunities open to professionals in land, property and construction. The biggest challenge for the industry now, he believes, is to understand the balance of economics and politics in the world today and how opportunities for members are changing. ‘We need to stay ahead of the game and communicate these changes to our members,’ he says.

As a leader, Collett believes that demonstrating the highest professional and ethical standards is the way to drive business. It is this, he says, coupled with building relationships with clients by demonstrating an understanding of their situation, that develops a one-off customer into a regular client. He believes one of his greatest achievements as a leader is in effective team building, which produces a ‘cascade effect’ through a business. ‘One of the most important things about leadership is very simple: you have to have a clear vision for the business,’ he says. ‘If the leader isn’t clear, no one else will be.’

TOM BARCLAY FRICSCEO, CLYDE VALLEY HOUSING ASSOCIATIONTom Barclay’s ambition to establish Clyde Valley Housing Association in Motherwell as ‘one of the most successful social-economy businesses in Scotland’ is well under way. He has already led the organisation to 15th place in the not-for-profit section of the Sunday Times Best 100 Companies to Work For listing in 2012 – with 85% of his employees saying they have great faith in his leadership.

Barclay became CEO of the Clyde Valley Group in 2005 while still in his thirties, and is now leading it through an ambitious period of change. ‘To shape a culture you have to lead by attitude and behaviour,’ he says. ‘You need to

really engage with people by talking to them, actively listening and knowing what’s going on – ask them what the important issues are on their desks.’

Starting out as a chartered quantity surveyor, Barclay moved into project management at the North Glasgow Housing Association, then to the Cunningham Housing Association in Ayrshire, where he became head of housing and community services. ‘When I was coming up through the ranks, I always had a burning frustration that no one asked me what I thought,’ he says. ‘There are about 70 people employed here and I make sure I have one-to-one conversations with each of them at least once a year. As well as empowering people you also have to remember to say thank you to them.’

RICHARD CLARE FRICSCORPORATE SENIOR VICE PRESIDENT, ARCADIS NV Richard Clare has led the transformation of a British-based traditional project services firm into a dynamic built asset company contending for major projects throughout the world, with a staff of 2,800 operating in 23 countries. As chairman of EC Harris, since 2011 a subsidiary of Arcadis NV, he has overseen an ambitious push for growth over the past few years. Clare is a well-known speaker within the industry and a leading authority on the management of capital assets. His many advisory roles have included the government’s 2012 Olympic Strategic Task Group, and he spent eight years as a non-executive director of Grosvenor Ltd, the Duke of Westminster’s private property investment and development company, seeing it evolve into a major force for urban regeneration.

He believes there is one overriding quality that makes an inspirational leader. ‘Leadership means having a complete and utter understanding of people; the more you understand people the better leader you’ll be,’ he says. He acknowledges that this is a quality few possess, which is why there are very few effective leaders. ‘It’s 90% intuition and 10% training,’ he says. ‘I’ve always been interested in people, I like to make them feel good. My greatest achievement is the ability to select the people who have driven our business forward.’ >>

FROM THE TOPInterviews by Cherry Maslen and Roxane McMeeken Illustrations by Jörn Kaspuhl


18 rics.org

25 leaders//

MARTIN ROWARK FRICSHEAD OF PROCUREMENT, CROSSRAIL

Martin Rowark (pictured below) has been involved in the highly complex public transport sector for most of his career, leading the contract and supply function for Railtrack and, in 2001, joining Davis Langdon as head of civil engineering and railways. Over the past decade he has worked on high-profile projects including commissions for the Channel Tunnel Rail Link, the West Coast Route Modernisation, the White City development and Metronet/Trans4m Alliance. Rowark then went on to act as deputy to the head of procurement for the London 2012 Games, before becoming involved with Crossrail and helping to deliver the East London Line.

He puts his success down partly to his direct style of leadership. ‘I’ve never sent a blind copy email in my life,’ he says. ‘I’m always very direct in my dealings no matter who I’m working with. It doesn’t necessarily make you popular with everyone and can mean some difficult conversations, but it gets things done and saves a lot of time.’

Major long-term projects – Crossrail won’t be finished until at least 2018 – need leadership that ‘goes the extra mile’. ‘It’s like cycling up a mountain on the Tour

de France,’ says Rowark, who is a keen competitive cyclist. ‘People start with energy and enthusiasm then halfway start to flag. You have to keep the enthusiasm and motivation going and overcome challenges all the way to the top.’

VANESSA LAWRENCE FRICS DIRECTOR GENERAL AND CHIEF EXECUTIVE OF ORDNANCE SURVEY

The first woman to head Britain’s national mapping agency in its 220-year history, Vanessa Lawrence is a world-renowned expert in how geographical information systems (GIS) can improve decision-making at all levels of government and business. She is the adviser to the British government on short- and medium-term strategies for mapping, surveying and geographic information, and in 2008 was made a CB (Companion of the Order of the Bath) in the Queen’s New Year Honours List. Before joining Ordnance Survey,

Lawrence worked at publishing company Pearson and held senior positions at major international software company Autodesk, where she was responsible for positioning GIS with governments around the world,

as well as the European Union, World Bank and other major organisations.

‘A good leader should be able to set and communicate a clear vision to

everyone in the organisation,’ says

Lawrence. ‘The vision should mean the same thing to everyone so different styles of communication should be used for different recipients. Leaders need to take difficult decisions but should do this after they have listened to others; people should always understand the reasoning behind decisions. Being approachable and friendly is important; I believe an informal workplace is a happier and more productive workplace.’

ALBERT LAU MRICSMD, SAVILLS CHINA

‘It is impossible to think of China as one place and one people,’ says Albert Lau. ‘Because it is so vast geographically, each of our offices represents a different area with its own market, culture and customs. You have to understand and respect each one.’ A highly regarded property professional within the rapidly evolving real estate market of mainland China, Lau was MD of Savills Shanghai from 2002 to 2011 and has had a long track record of success in the region in development consultancy, commercial and retail sales, property management and land transfer. He is now moving up to manage the firm’s 12 offices and oversee the development and implementation of different strategies in each city.

Lau points out the very different levels of development in each of the regions, with the sophisticated property markets in Beijing and Shanghai operating at a much faster pace than, for instance, the emerging market in south-west China. ‘In Chinese society you inspire by demonstrating, by rolling up your sleeves and working alongside people,’ he says. ‘In the new markets, I go with my teams to visit clients. They can then learn directly how you respond to situations and make judgments. I lead by example.’

DAVID COCKERTON FRICS FUND MANAGER, SINOGULF REALESTATE INVESTMENTSWith 30 years’ experience across the UK, Europe, the US and the Middle East, David Cockerton is a recognised authority in international real estate, specialising in investment, development and property asset management. He is also chairman of RICS UAE National Association, and a member of the RICS Global Knowledge

TEAMS PERFORM AT THEIR BEST NOT WHEN THE BOSS DEMANDS IT, BUT WHEN THEIR COLLEAGUES EXPECT IT


09.12 // MODUS 19

Board and MENEA Education and Standards Board. His experience in the Middle East has shown him that, to be a successful leader in an emerging market, one must both understand and respect local protocol and business practice, and be capable of working successfully without a fully established legal and regulatory framework. Cockerton has dealt with both the rapid change and the uncertain pace of decisions and yet been flexible enough to take advantage of an under-developed market.

‘I believe a truly effective leader must feel invigorated by the success of others,’ he says. ‘Teams perform at their best not when the boss demands it, but when their colleagues expect it. A good leader brings a team together, agrees goals and then uses the social bonds between members to influence behaviour. The key is to get team members to work hard because they don’t want to let everyone else down. Individuals perform better when they feel part of a team.’

DAVID SNOOK MRICS CHAIR, AMERICAS VALUATION COUNCIL STANDARDS BOARD‘In this industry you need a global perspective, a keen understanding of human nature, and determination balanced with patience,’ says David Snook. Always keen to emphasise the international, he has worked tirelessly to help establish valuation standards globally and has been instrumental in creating RICS Americas’ ground-breaking document on valuation guidance in the region. This will serve as a vital guide to future regional interpretations. As Chair of the Americas Valuation Council Standards Board, Snook leads an executive committee that debates and makes recommendations on the most important issues facing valuation professionals and their clients. Resident in California, he runs his own valuation service, Snook & Company, providing appraisals for mortgage approvals, property sale prices, tax assessments and legal matters.

Snook has led his peers in building a strong, diversified RICS Valuation Standards Board membership that is actively engaged in promoting the profession, and in fostering gender, ethnic and heritage diversity in the valuation sector. His considerable achievements also include assisting in the rebuilding of public trust in rural valuation practice. He believes the ability to be an effective communicator, experience in governmental affairs and the drive to be a consensus builder are the specialist skills needed to be a successful leader in the valuation sector.

ROMEU CHAP CHAP FRICS OWNER, ROMEU CHAP CHAP CONSTRUCTION

For more than five decades, Romeu Chap Chap has dedicated his life to civil construction in Brazil, achieving success as well as acting as its advocate at the highest levels. Known in Brazil as ‘Senhor Habitação’ (‘Mr Housing’), his vision of leadership is based on establishing a competitive advantage in real estate, albeit in a way that considers social needs. ‘A leader in the real estate industry

must have the insight and the capacity to see in advance what the market wishes,’ he says. ‘This means not only believing in intuition, but also doing studies and research in order to define the right product for the target group, at the right moment.’

As well as being president of the important and politically powerful Sindicato da Habitação (or National Syndicate for Housing) from 1981 to 1987 and again from 2000 to 2007, Chap Chap pioneered the introduction of shopping centres following the single-floor model he’d first seen in Florida. He also led quality tourist development in the Bahia area. From his experiences, Chap Chap (who is originally from Lebanon), says he learned that, ‘The developer must understand all phases of the process and, most importantly, have the capacity to identify the right supplier to use. This means establishing a powerful net of relationships that can guarantee the execution of the project, not only the physical/structural but also funding, promotion and selling.’

HEATHER SAVORY FRICS CHAIR, OPEN DATA USER GROUP

Heather Savory (pictured right) has taken an informal style of leadership developed in high-tech start-ups to the very heart of government. Although she made her name as an entrepreneur, she is now consulting with central government, having spent two years in HM Treasury and three in the Department of Business, Innovation and Skills, delivering cross-government change at the Better Regulation Executive. ‘My underlying leadership skills were developed in start-up environments where titles and hierarchy count for less than raw intellect, actual delivery and individual and group achievements,’ she explains. ‘I’m fairly informal in my approach, but I like to cut to the chase quickly. I try to relate to everyone on an individual basis and pull teams together in a way that plays to each person’s strengths.’

Savory believes that to be an effective board member you need good all-round business acumen, in order to provide open, fair challenge and support to the executive. She also believes that a chair needs good listening skills, in order to make sure all voices are heard and true consensus can therefore be achieved. Conversely, strength of character is required to ‘call’ a decision if necessary. ‘I’m highly driven and expect a lot from people,’ she says. ‘What I really aspire to is to lead a “no surprises, no blame” culture where problems can be surfaced earlier rather than later.’ >>


20 rics.org

ERLAND RENDALL MRICSDIRECTOR, ATORUS CONSULT

When Davis Langdon asked Erland Rendall to set up its Abu Dhabi office in 2008, his target was to bag nine projects, five clients, £5m in income and have a staff of 40 after a year. He had achieved it all by the end of his second week. Although Rendall had been with the firm since 1995, the Abu Dhabi experience planted a seed. ‘It was like running a start-up, the only difference was that your business angel [investor] was a big company back in London,’ he says. When Aecom’s acquisition of Davis Langdon in 2010 led to a change of role, he reacted, he admits, with ‘a measure of frustration’.

The final catalyst for becoming a fully fledged leader of his own business was a chat with former colleague Nick Schumann. ‘We shared a passion to change the adversarial nature of the sector and the silo mentality that tends to prevail,’ Rendall explains. In April 2012 the pair formed Atorus Consult, which provides business and project improvement consultancy. Services include advice on moving into new sectors and geographical regions,

retaining talent and using technology to maintain a competitive edge. Atorus even has its own range of apps.

In line with this pioneering interest in technology, there is no official office. Rendall is based in Durham and Schumann in Bedfordshire, but they see themselves as operating on a ‘virtual’ – remote and online – basis. ‘People are starting to understand what we’re doing and we’re gaining traction.’

ROBERT PALMER MRICSPROJECTS DIRECTOR, FORENERGY

The banking sector had provided Robert Palmer’s daily bread for six years, but becoming a leader for the first time allowed him to switch to more ethical work. At Northcroft, Palmer was a senior QS and project manager working on fit-outs and new-builds for financial offices and data centres. Before that he worked for Deutsche Bank in corporate real estate services. In April 2012, however, he had a change of mind. ‘I wanted to be in a

FIRST-TIME LEADERS

Left to right: Chris Jowett, Clive Searle, Erland Rendall, Robert Palmer and David Cohen


09.12 // MODUS 21

25 leaders//

strong growth sector and to work on projects that had a positive impact on society,’ he says. ‘I also felt strong enough to run a company.’ So he joined his old school friend James Farman, who had founded a renewable energy consultancy in May 2011.

The two now lead London-based Forenergy, which provides services to the renewables sector, including the wind turbine, solar and anaerobic digestion industries. Services include supporting clients in project development, project coordination, grid connection, contract management and all commercial aspects, both in construction and energy procurement. Forenergy is the cost consultant and client adviser on a number of developments in the UK, with project values ranging from £300,000 to £7.5m. ‘We have a strong list of clients and a diverse pipeline of projects, which we are adding to on a daily basis,’ says Palmer, adding that his new direction is ‘a great contrast to building trading floors’.

DAVID COHEN MRICSPARTNER, AMICUS DEVELOPMENT SOLUTIONSAfter 10 years with EC Harris, David Cohen decided that becoming leader of a start-up would be the perfect new challenge. Sometimes first-time leaders need a bit of support, though, so instead of risking going it alone, he teamed up with a colleague with complementary skills and previous experience of running a company. ‘I had been heading up aviation at EC Harris and the next step would have been becoming a partner, but I felt I had done all I wanted to there,’ he explains. In June 2009 he launched Amicus in Edinburgh with Grant Aitken MRICS, who had owned a number of property companies.

Cohen says the pair’s different skills complement each other. ‘I have technical and construction skills and Grant has a general surveying background, with expertise in purchasing and leasing,’ he says. ‘We each chase different sorts of work.’ They are thus championing an ambitious model for the small-scale surveying business: a one- stop shop for a huge range of services, including site identification, land acquisition, corporate real estate services, development management consultancy, cost consultancy and project management. Amicus works in a wide range of sectors, too, including care homes, hotels, museums and residential.

Cohen, who is a board member of the RICS QS and Construction Professional Group, also runs a division called APC Academy, which supports candidates going through the APC process. So far all his candidates have passed.

CLIVE SEARLE MRICS

DIRECTOR, CA4 PARTNERSHIP

When Clive Searle set up his own company in 2008, it was as much about establishing a new template for the way in which he worked as it was about building a business empire. ‘I wanted to offer a personal service, not a business where the contract is won by a partner and then the client

never sees that partner again,’ he says, adding that his business plan even included a strategy for his personal life. ‘I wanted more flexibility in my working hours.’

His Worcester-based firm CA4 Partnership, which provides tax saving advice to property investors, owner-occupiers and accountants, is working with clients ranging from individuals to PLCs. In autumn 2011 he was joined by Tim Beresford MRICS who, like Searle, had worked at Davis Langdon. Beresford has brought a second base in Birmingham to the company as well as being, in Searle’s words, ‘someone to bounce ideas off’.

But the pair are not looking to grow the company exponentially. ‘At this size we can respond more quickly and flexibly,’ Searle says. ‘If a client wants something done differently we can do it quickly.’ The downside, he admits, is that ‘you never switch off from work – I’m always thinking about cash flow’. He now has the flexibility he wanted, however. ‘Even my kids say I’m now a more pleasant person to have around the house.’

CHRIS JOWETT MRICS MANAGING DIRECTOR, JOWETT CHARTERED SURVEYORSSometimes leadership can be about making a commitment to a community, even if others don’t see the potential. Before setting up his own business, Chris Jowett worked at estate agency Brearley-Greens for almost 20 years. ‘I left Brearley-Greens over a disagreement with where the firm was going,’ he explains. ‘They wanted to close down the Huddersfield office but I felt it was well worth having a base here.’ Jowett even moved into his former employer’s office, on Market Street in Huddersfield. It wasn’t easy, initially. He needed to borrow money for equipment and to refurbish the office, and the bank was unprepared to lend the full amount, so Jowett raised the finance from family members and by remortgaging his house.

Jowett Chartered Surveyors now offers residential sales and lettings, property management, private valuations and, more recently, RICS HomeBuyer reports. The firm’s clients include accountants, insurance brokers and solicitors. With enough instructions flowing in to warrant appointing a graduate staff member, Jowett’s hunch about staying in Huddersfield is paying off. ‘It’s been a challenge, but I’m glad I did it,’ he says. In fact, his only regret about founding his residential property firm in April 2009 was that he didn’t do it 10 years earlier. ‘It feels 100% better than being an employee of someone else’s firm,’ he says. >>

I WANTED TO WORK IN A STRONG GROWTH SECTOR ON PROJECTS THAT HAD A POSITIVE IMPACT


22 rics.org

MARCEL DE BOER MRICSMD, TROOSTWIJK VALUATIONS

Amsterdam-based Marcel De Boer is on a mission to improve awareness of sustainability, particularly through the transparency of green property data. He is a high-profile member of the RICS Sustainability Task Force Europe, which promotes innovation and best practice in the field of sustainable value. ‘There is more awareness in the market of sustainability but we are still not where we need to be,’ he says. ‘I’m championing a deeper understanding of sustainability, particularly over the lifecycle of built assets – we need to develop a new approach to valuations with sustainability at the core.’

De Boer advocates using the discounted cash flow method to analyse buildings from a holistic perspective. ‘The problem is that at the moment we don’t have enough data to do this and so we can’t develop standards,’ he explains. ‘This is partly due to the relatively small number of sustainable buildings, but also because we are not collecting enough data from the buildings we do have – so we must start with data collection.’ At Dutch valuation firm Troostwijk, where he is responsible for real estate valuations, advisory and research, he is starting to put his ideas into practice on the firm’s 10,000 annual valuations.

MARK STEVENS FRICSPARTNER, GSS ARCHITECTURE

The Prince of Wales charity Business in the Community (BITC), which promotes socially responsible business practice, selected Mark Stevens for this year’s South West

region Ambassador’s Award. The award recognises those whose commitment to responsible business has led to improvements in their own company, as well as providing the leadership and inspiration for others to do positive work. Since 2009, Stevens has been the Bristol chair of ProHelp, which brokers pro bono support for voluntary sector organisations. He is also responsible for corporate social responsibility within the multidisciplinary consultancy GSS Architecture, and brought the firm into BITC membership in 2010.

‘I’m passionate about professionals like RICS members giving some of their time to community groups,’ he says. During his time as local ProHelp chair, he has increased the participation of professionals in groups in the South West region by 30% and brought in £25m worth of pro bono time. Stevens has helped to secure grants for community centres, including £1m for the St Werburghs Centre in Bristol, and for community groups, such as £1m for the Barton Hill Settlement, also in Bristol.

He’s also thinking and working at a strategic level. Within RICS, Stevens contributed to The Land and Society Commission Report, published in January 2011, which

SUSTAINABILITY LEADERS

WE NEED TO DEVELOP A NEW APPROACH TO VALUATIONS WITH SUSTAINABILITY AT THE CORE


09.12 // MODUS 23

25 leaders//

examined how the property industry can support communities in taking on additional powers and responsibilities under the government’s localism agenda.

LOUISE ELLISON MRICSHEAD OF SUSTAINABILITY, QUINTAIN ESTATES AND DEVELOPMENTOverseeing sustainability at one of the UK’s biggest names in property, Louise Ellison is among the most influential ‘green’ minds in the sector. As well as setting sustainability targets and strategy for all areas of the Quintain business, she champions green approaches at every opportunity – something she says can lead to ‘difficult conversations’.

‘My role ranges from drafting the sustainability sections of design briefs to helping our investment funds lower the energy consumption of their properties and ensuring refurbishments of properties in our portfolio make the buildings as energy efficient as possible,’ she says. It’s not always an easy job. ‘Inevitably, if you have an asset that you are just selling, sustainability will not necessarily add to the price. So it’s a difficult conversation for me to have with the company. But I always strive to make sure we do improvements that add value to the building – and ultimately for our shareholders.’

Ellison also provides leadership in relations between government and the built environment industry. She is a key member of the Green Construction Board, which aims to ensure a dialogue to develop sustainable construction, and co-wrote the seminal 2006 report ‘The Sustainable Property Appraisal Project’, showing how sustainable approaches could be applied to property investment.

MILES KEEPING MRICSHEAD OF RESPONSIBLE PROPERTY INVESTMENT, DRIVERS JONAS DELOITTE‘I prefer not to talk to clients about sustainability,’ says Miles Keeping. This might seem an odd comment for a sustainability pioneer to make but, he explains, he feels the word is too open, too vague. ‘Sustainability means too many different things to different people, so I prefer to talk to clients about business risks and to identify sustainability as one of them.’ It’s a pioneering outlook. Keeping believes sustainability should be treated as a risk because it has the potential to impact on the construction and property activity of clients, ranging from the value of their properties to the changing regulations affecting them. He doesn’t just couch his philosophy in negative terms, however. Sustainability is also an opportunity for businesses, he believes. ‘It gives them the chance to invest in the communities where they operate.’

Keeping was already highly respected in the sustainability arena when he joined Drivers Jonas Deloitte in May 2012, with four years as head of sustainability at property consultant GVA under his belt. His current role includes assisting both landlords and occupiers with managing sustainability risks across their portfolios, helping builders and procurers to meet sustainability targets, and facilitating responsible property investment. In another seemingly paradoxical statement, Keeping says he would like to see the sustainability practitioner’s role made obsolete. He foresees a world in which the argument has been won: ‘Sustainability should be fundamental to all our jobs,’ he says.

SEAN LOCKIE MRICSDIRECTOR OF CARBON AND SUSTAINABILITY, FAITHFUL+GOULDWith more than 20 years’ experience in sustainability, Sean Lockie is a leading light within F+G and beyond. One of his key achievements has been heading the research for the RICS embodied carbon guidance, published in July. This answered a call from the government’s chief construction adviser for a standard methodology to calculate CO2 emitted during the manufacture, transport and installation of building materials. The important document helps to address the problem of embodied carbon mitigation not being a significant element in achieving high ratings from the sustainability standards BREAAM and LEED. It also aims to tackle the perception held by some in the industry that embodied carbon mitigation has no commercial value.

At F+G, Lockie leads a diverse team of 30, comprising architects, cost consultants, engineers and scientists. ‘We are set up to offer solutions at the strategic end, which means helping clients at the start of a project and then moving into the detail,’ he says. He also oversees lifecycle use research. ‘We’re looking in depth at what happens to a building once the occupier moves in because the important thing is not so much new projects but what you do with the existing infrastructure. We are replacing less than 1% of existing stock a year so it’s essential to do more.’ >>

Left to right: Miles Keeping, Mark Stevens, Marcel de Boer, Louise Ellison and Sean Lockie


24 rics.org

ROSS LOVATT MRICSASSOCIATE DIRECTOR, THOMSON GRAY

Ross Lovatt joined Thomson Gray, a small but thriving Edinburgh consultancy, two years ago and is already making a name for himself by leading the company’s successful healthcare team. The five-strong team handles the firm’s role as cost adviser on both the NHS Lothian local framework, for jobs of up to £5m, and the wider-ranging Health Facilities Scotland framework.

Under Lovatt, who reports to a director, the team has picked up no fewer than eight out of 12 possible commissions on the Lothian framework, and 11 out of 42 HFS commissions. This amounts to £500,000 in fees over a two-and-a-half-year period. ‘Selections are based on the quality of your services and an interview, and so far I have not lost a commission I have interviewed for,’ says Lovatt.

HFS has also tasked him with carrying out an audit of its 42 projects and producing documents on accounting strategy and forensic database reporting. Having been promoted to associate director in June 2010, Lovatt is already enjoying leadership. ‘I enjoy managing a team of young, enthusiastic surveyors, and it’s great when you start getting your second and third jobs from clients,’ he says. In the future, he’d like to carry this forward. ‘My ambition is to run a successful company of my own.’

JAMES COSTELLO MRICSASSOCIATE DIRECTOR, SWEETT GROUP

Based in Dubai, James Costello is working at a furious pace leading a QS team in the delivery of cost consultancy commissions in the demanding Middle East and North Africa markets. He has to judge where in the large region resources should be deployed on a weekly, and at times daily, basis. ‘I can be working on a commercial project in Riyadh in the morning, taking a conference call on a hotel in Beirut in the afternoon and pricing a hotel condition survey in Zambia before the day is out,’ he says. ‘It takes a lot of focus to be able to converse with clients on a range of issues – let alone keep track of the currency you’re dealing in.’

Importantly for a future leader, he is optimistic about the opportunities in the surveying profession. ‘I recall years ago reading articles predicting the demise of the QS

profession due to new technologies,’ he explains. ‘In fact, the profession I witnessed early in my career is a different animal now, and that is testament to the likes of RICS for reinventing and revitalising the role we play in construction to make us more indispensable than ever.’ As for his next move, he is clear what he wants. ‘I try to give myself short-term goals, and my next one is director of cost consultancy for the MENA region.’

SARAH JONES MRICSBUILDING SURVEYOR, FAITHFUL+GOULD

Since she joined Faithful+Gould in 2007, it’s fair to say that Sarah Jones has been busy. She has completed a postgraduate diploma in surveying and qualified as a Code for Sustainable Homes domestic energy assessor, as well as passing her APC in 2010. Working in the Cardiff building surveying team, Jones is a key member of F+G’s Royal Bank of Scotland delivery team. She is also a keen networker, an aspect of the industry she says she loves. Jones is chairwoman of Women in Property’s South Wales branch and membership secretary for the Forum of the Built Environment (Cambria branch). Through her work with Women in Property, she has established relationships with the Welsh Assembly government and assisted with its women in construction initiative.

Jones’ potential as a leader has been noted within F+G. She has been selected for the firm’s Management Development Programme, an eight-month scheme to develop leadership skills. If, as is expected, she does progress to a senior role in the industry, she has a good idea of what she wants to do there. ‘My philosophy would be to help others to expand and develop their skills in challenging markets,’ she says.

VICTORIA GOULD MRICSDIRECTOR, RETAIL AGENCY TEAM, JONES LANG LASALLEIn the distinctly glamorous section of Victoria Gould’s CV sits the redevelopment of Gatwick Airport’s South Terminal retail offering. Gould is part of the Jones Lang LaSalle team that is advising the airport’s owners, Global Infrastructure Partners, who bought Gatwick in 2009, on developing a complete retail strategy for the 200,000ft2 shopping centre within the departure lounge, including introducing designer brands. Gould also worked as one of the leasing agents on the retail elements for Parkway Newbury, the Standard Life mixed-use development in Berkshire. She secured John Lewis at Home for the development – no mean feat. ‘It was great to be on one of the few shopping centres delivered in the last year,’ she says.

On top of her day job, Gould runs Jones Lang LaSalle’s involvement in the British Council for Shopping Centres conference, as well as mentoring younger colleagues.

TOMORROW’S LEADERS

I PROBABLY DIDN’T HAVE THE RIGHT GUIDANCE WHEN I WAS A GRADUATE,

BUT I THINK IT’S ABSOLUTELY KEY


09.12 // MODUS 25

25 leaders//

‘I probably didn’t have the right guidance when I was a graduate, but I think it’s absolutely key,’ she says. ‘There are so few female professionals who do my job, so it’s useful for other women to be mentored by someone in my role.’ In the future, she says, ‘I would love to develop the airports side of our business throughout the UK but also Europe and, potentially, globally.’

GARETH GIVENGRADUATE COST CONSULTANT, EC HARRIS

Three months into the graduate scheme at EC Harris, Gareth Given was presenting a business development idea to the board, a move that put his career on the fast track. The participants on the scheme had been tasked with various projects and encouraged to think laterally. Given had looked at future pupil place requirements – known as Basic Need – within UK education. ‘We researched population growth and primary school capacity region by region and we showed the huge need to build up Basic Need provision,’ he explains. The report

was selected to be presented within the firm at the highest level and is now used for business cases.

Having been noticed, Given was assigned to Metro Cash & Carry, for which EC Harris was programme managing expansion in China, India, Kazakhstan and Russia. This led to him working in Kazakhstan for six weeks, supporting a local procurement team working under an EC Harris partner on a 7.5m m2 store. ‘I was delighted to be eight months into my first year at EC Harris and already working abroad and in a client’s office,’ he says. He was only back in the UK for a month before heading out to Delhi to do the same job, only this time he would report back to senior staff in the UK. ‘It was exciting to be fending for myself. The client also audited us in India at that time, so the pressure was on.’ Back in the Midlands, and still only 20 months into the 27-graduate scheme, Given is working towards chartered status and supporting another international client. ‘I’m keen to keep working on the international scene,’ he says.

Agree? Disagree? These are just 25 among many inspirational leaders in the profession. To nominate your own to be featured in future editions of Modus, email [email protected].

Left to right: Victoria Gould, Gareth Given, Sarah Jones, James Costello and Ross Lovatt


26 r ics.org

26 r ics.org

Compiled by Brendon Hooper Illustrations by The Design Surgery

WHAT IS IT? A sweeping concrete campus prototype for the Fraunhofer Institut, developed for testing virtual reality technologies and ideas for workplaces

GREEN RATINGA Gold certifi cation from the German Sustainable Building Council (DGNB)

DESIGN TEAMUNStudio/ASplan, BKSI, KOP Real Estate Solutions (DGNB)

COST

€14m (£11m)

SIZE

5,782m2

STANDOUT STAT

170mThe depth of the wells that help cool the building in summer and heat it in winter. This is a geothermal system that supplies the building’s energy

CENTRE FOR VIRTUAL ENGINEERING STUTTGART, GERMANY

DOGS TRUST’S REHOMING CENTRE SHREWSBURY, UK

WHAT IS IT? A redevelopment of the 1970s-era Roden Centre, featuring a green roof with solar panels, rainwater harvesting and onsite energy generation

GREEN RATINGThe fi rst BREEAM ‘bespoke’ building to achieve Outstanding, with a 94.4% post-construction score

DESIGN TEAMPeter Napier & Co, McPhillips (Wellington),

Mann Williams, Mott MacDonald, Peter Oughton (QS)

COST

£7mSIZE

1,196m2

STANDOUT STAT

100%The available credits the project achieved in the BREEAM Management, Energy and Water categories

WHAT IS IT? Set to complete at the end of the year, the BIM-designed redeveloped stadium will be the main venue for the 2014 FIFA World Cup, and will play a key role at the Rio 2016 Olympics

GREEN RATINGAiming to become the greenest stadium in the world and the fi rst to gain LEED Platinum

DESIGN TEAMCastro Mello Arquitetos

COST

£258mSIZE

72,000 capacity

STANDOUT STAT

15,700m2

of solar photovoltaic panels cover the roof – the largest assembly in Brazil and enough to power 1,000 homes

NATIONAL STADIUM BRASÍLIA, BRAZIL

WHAT IS IT? The fi rst carbon-neutral offi ce building of its type in the world, brimming with multicoloured façade panels that are also used for solar shading

GREEN RATING

100 points and a 6-Star Green Star rating from the Green Building Council of Australia, the highest ever awarded, as well as 105 points and LEED Platinum – the highest in the world

DESIGN TEAMStudio 505, Umwow Lai, VDM Consulting

COST

AUD$6m (£3.9m)

SIZE

1,000m2

STANDOUT STAT

40%The extra energy produced by solar PV panels that track the sun year-round

PIXEL BUILDING MELBOURNE, AUSTRALIA

GREEN LEADERSHIGH SCORERS UNDER GLOBAL SUSTAINABILITY RATINGS SYSTEMS

MODUS_Sept_p26-27_Green Buildings_v4.indd 26 20/08/2012 16:25

Affordable housing//

04.11 // MODUS 27

09.12 // MODUS 27

Green buildings//

WHAT IS IT? An angular-sloped sister tower featuring energy-saving light fi ttings, solar panels, rainwater harvesting and a highly effi cient central air-conditioning system

GREEN RATING

A Green Mark Platinum award from the Singapore Building and Construction Authority makes it the country’s highest green-rated building

DESIGN TEAM

SAA Architects/Tange Associates, OUB Centre Ltd, KPK QS

COST

S$540m (£275m)

SIZE

213m m2

STANDOUT STAT

1,132m2

of solar panels allow the building to capture energy more effi ciently

ONE RAFFLES PLACE TOWER 2 SINGAPORE

WHAT IS IT? Built according to the principles of the EcoCommercial Building Program, the development actively adapts to the hot climate

GREEN RATING64 out of 69 points and a LEED Platinum in New Construction – the world’s highest score in this category

DESIGN TEAMSankalpan, Bayer MaterialScience

COST

€5m(£3.9m)

SIZE

930m2

STANDOUT STAT

70%The amount of electricity consumption reduced from using polyurethane-based insulation materials in the building

ECOCOMMERCIAL BUILDING GREATER NOIDA, INDIA

WHAT IS IT?

Surrounded by wetlands, the centre showcases innovation in the design and construction of Vodafone’s devices

GREEN RATING86 points and a 6-star Green Star SA award from the Green Building Council of South Africa – the highest in Africa

DESIGN TEAMGLH, Vodacom, Brian Heineberg & Associates (QS), Bantry, WSP

COST

R24m (£1.8m)

SIZE

458m2

STANDOUT STAT

230kWhThe amount of electricity produced from 292 photovoltaic panels installed on pergolas around the building

VODAFONE SITE SOLUTION INNOVATION CENTRE MIDRAND, SOUTH AFRICA

WHAT IS IT? NYC’s second-tallest building is said to be the greenest skyscraper in the world, featuring a system that re-uses nearly all rain and sink water, and an under-fl oor ventilation system that allows workers to control their individual workspace temperature

GREEN RATINGIt’s the world’s fi rst offi ce skyscraper to be awarded LEED Platinum for its core and shell

DESIGN TEAMCook+Fox Architects/Adamson Associates, Durst Organization, Tishman Construction

COST

US$1bn (£647m)

SIZE

366m m2

STANDOUT STAT

30,000m3

The amount of drinking water saved each year

BANK OF AMERICA TOWER NEW YORK, US

MODUS_Sept_p26-27_Green Buildings_v4.indd 27 20/08/2012 16:25

2 million commercial searches every month¹

34,000 commercial properties

Office | Retail | Leisure | Industrial | Warehousing | Land | Development

Source: ¹ Average monthly commercial only searches performed on Rightmove, February – April 2012.

Get the competitive edge in commercial advertising today.

Contact us on:

t: 0843 3159 542 e: [email protected]

Search and advertise commercial property on

CommercialTradePressAd_Modus_June12.indd 1 07/06/2012 11:50:38MODUS_Sept_P28-31_leadership_v3.indd 28 20/08/2012 16:31

2 million commercial searches every month¹

34,000 commercial properties

Office | Retail | Leisure | Industrial | Warehousing | Land | Development

Source: ¹ Average monthly commercial only searches performed on Rightmove, February – April 2012.

Get the competitive edge in commercial advertising today.

Contact us on:

t: 0843 3159 542 e: [email protected]

Search and advertise commercial property on

CommercialTradePressAd_Modus_June12.indd 1 07/06/2012 11:50:38

09.12 // MODUS 29

Leadership//

FROM THE HEROIC TO THE RATIONAL, PROFESSOR KEITH GRINT TAKES A BRIEF

LOOK BACK AT LEADERSHIP IN SOCIETY

A SHORT HISTORY OF LEADERSHIP

Society has always had some form of leadership, from the hunter-gatherers of 200,000 years ago through the ancient societies that recorded history, such as the Greeks, Romans and Egyptians. This spread

actually captures two very different styles of leadership: hunter-gatherers operated under an essentially participative and semi-democratic form, while the Egyptians used indentured labour and the Romans signifi cant numbers of slaves, developing a much more authoritarian and hierarchical style.

The Victorian model certainly wasn’t democratic, and wasn’t really challenged until the fi rst professional managerial group began displacing the original ‘heroic’ owner-managers towards the end of the 19th century. Then, the argument runs, the context and thus the requirement for leadership shifted from heroic individuals to rational systems as the scale of industry and the level of integration began to create huge industries. Many of the models saw leadership in terms of administrative positions within formal hierarchies.

As the productive growth unleashed by these giants began to encourage market competition, attention soon turned to cost reduction. Two approaches led the way: scientifi c management and Fordism. The former, led by FW Taylor, concentrated on the control of knowledge by management at the expense of the workforce and the de-skilling of jobs. In this model, leaders were repositories of the knowledge that generated power over production. Taylor argued that, since it was the collectivisation of work that generated troublesome worker solidarity, the best approach was to isolate them, with each individual’s rewards relating to performance.

Henry Ford positively disliked scientists and academic experts, preferring the experience of autodidacts like himself. In effect, leadership at Ford was absorbed into the assembly line so that the disciplining of employees was undertaken by the technology. However, Ford soon recognised the limits of this model and developed an approach that switched from the technologies of production to the technologies of control. He introduced a department of sociology and tried to ensure that only

moral workers (those who did not visit bars or brothels) were rewarded. These strategies fell by the wayside in the 1920s, as the economic downturn began to bite and mass redundancies were announced.

In the 1930s, at the General Electric (GE) plant near Chicago, a whole new trend in leadership thinking emerged. First GE and then whole swaths of American management realised that workers could not be motivated by economic rationalism, as Taylor had thought. Recognising their desire to work in teams led by sympathetic supervisors would increase productivity.

But by the time the Second World War ended and the economic boom returned, the model dominant in the West once again shifted back from a cult of mass heroic leadership to one dominated by rational analysis of the situation. The theoretical fragility of relying upon superhuman charismatic fi gures was dealt a crippling blow. From then on, what really mattered was not having the most charismatic leader, but having a rational understanding of the situation and responding appropriately. These leadership theories that eschewed the dominant role of the individual leader in favour of structural factors tended to assume that the context should determine how leaders responded.

Indeed, it may be the case that some of our most successful companies are ‘led’ by people who do not fi t the charismatic demi-god mode – but then we don’t get to hear about them. We don’t know who runs the Co-operative Bank, for example – but we know who used to run Barclays, RBS, GS4 and a whole host of other organisations (mis)led by ‘charismatics’.

The past suggests that we are too easily seduced by charismatics who will solve all our problems for us, rather than recognising that there are no leadership gods. Perhaps if we had a less romantic vision of leadership, we might encourage more people to try their hand – and to watch more carefully the hands of those who think they have a gift for it.

KEITH GRINT is professor of public leadership and management at Warwick Business School. wbs.ac.uk

Turn over for advice on improving your own leadership >>

and wasn’t really challenged until the fi rst professional managerial group began displacing the original ‘heroic’ owner-managers towards the end of the 19th century. Then, the argument runs, the context and thus the requirement for leadership shifted from heroic individuals to rational systems as the scale of industry and the level of integration began to create huge industries. Many of the models saw leadership in terms of administrative positions within formal hierarchies.

began to encourage market competition, attention soon turned to cost reduction. Two approaches led the way: scientifi c management and Fordism. The former, led by FW Taylor, concentrated on the control of knowledge by management at the expense of the workforce and

09.12 // MODUS

with each individual’s rewards relating to performance.

experts, preferring the experience of autodidacts like himself. In effect, leadership at Ford was absorbed into the assembly line so that the disciplining of employees was undertaken by the technology. However, Ford soon recognised the limits of this model and developed an approach that switched from the technologies of production to the technologies of control. He introduced a department of sociology and tried to ensure that only

A SHORT HISTORY OF

Illustrations by Jessica Wilson

MODUS_Sept_P28-31_leadership_v3.indd 29 20/08/2012 16:32

30 rics.org

THINK ONLY THE CLEVER, CHARISMATIC AND CONFIDENT MAKE GOOD LEADERS? THINK AGAIN – ANY OF US CAN MASTER IT WITH THE RIGHT

APPROACH, BELIEVES LEADERSHIP COACH ANTHONY LANDALE

BORN TO RUN

Every day we hear the cry, ‘We need better leadership!’ We need it in schools, in healthcare services, in the government, in the banking sector – and in the construction industry. But leadership is not necessarily something associated with title or status, it is a facility that everyone can access when they are at their

best, being clear about what needs to be done and making it happen. This kind of leadership doesn’t require a business school qualifi cation, a certain IQ or even much experience – it’s something that is innate to us all. Quality leadership can make a huge difference to the success of your business and the lives of your people. As leadership guru Steve Radcliffe puts it, ‘Quality leadership transforms the spirit of people and the performance of organisations. What we have to do is help people harness their confi dence, energy and vision so that they can make a big difference to the world around them.’ So how can we do this?

1LEADERSHIP ISN’T COMPLICATEDThe world in which many surveyors operate may well be complex, and the technical skills and systems used extraordinary – but leadership needn’t be complicated. You just need to be ‘up

to something’. This might be called an ambition, a goal or a dream – it’s something that matters to you and that gives you energy when you are taking action towards it. Have you ever tried to lead people towards something you don’t care about? It’s very diffi cult. Personal belief and conviction are essential characteristics for leadership, which is of course why some organisations recruit for attitude as much as for skills and experience.

2 LEADING IS VERY DIFFERENT FROM MANAGING OR OPERATING

This is critical. It was noted at an RICS Cobra conference in 2009 that, ‘In the current turbulent business environment, leaders will no longer be seen as grand visionaries, all-wise decision-makers and iron-fi sted disciplinarians. Instead, the leader’s job is to create an environment where every employee has the chance to collaborate with key stakeholders, innovate, and excel.’ Indeed, when we are leading we have a completely different mindset, belief and energy about us compared to those times when we are ‘operating’ or ‘managing’.

By way of example, I was working recently with a property law team who felt under the cosh. They were skilled, highly paid executives, and didn’t lack clarity on what was being asked of them. But they had a sense that their work was endless, their deadlines extreme and their only choice to work harder. Understandably they were defeatist in their outlook. Compare that to the director I heard speaking the other day about the potential he believes his work has to make a huge difference to his family, the company he works for and even the whole of society. His vision is to make a difference, and every day – in all his conversations and projects – he looks for opportunities to engage others in that purpose. His workload is very similar to that of his rather frayed colleagues, but he is in touch with the big picture, sees that he is building something that to him is important, and has lots of energy for making it happen.

BORN TO RUN

LEADING IS VERY DIFFERENT

you don’t care about? It’s very diffi cult. Personal belief and conviction are essential characteristics for leadership, which is of course why some organisations recruit for attitude as much as for skills and experience.


09.12 // MODUS 31

Leadership//

4 THREE CONDITIONS FOR IMPROVING YOUR LEADERSHIPStart noticing what you are like as a leader. You will already have some of

these muscles, but get feedback about the areas where you might need to grow and develop. Then decide to practise in situations where it would be worth trying. This might be daunting as you may not get it right the fi rst time – but that’s how to learn. Finally, get some more feedback on how you’re doing – in other words, start measuring your rate of progress.

The truth is that we have a number of convenient myths about leadership. It’s for those at the top. It’s for those who are born with the necessary qualities. It’s for those who are especially clever, charismatic or confi dent. All of these myths are convenient because they stop us from taking responsibility. Leadership is simple and everyone can do it. But it means getting committed to what matters.

As John Sculley of Apple put it, ‘The new corporate contract is that we’ll offer you an opportunity to express yourself and grow, if you promise to lease yourself to our dream, at least for a while.’

ANTHONY LANDALE is a leadership coach and consultant, and the editor of the top-rated guide ‘Leadership Plain & Simple’. Contact [email protected] or visit futureengagedeliver.com.

3 FUTURE, ENGAGE, DELIVERLeadership author and guru Steve Radcliffe’s ‘future, engage, deliver’ concept provides a really simple approach to making leadership

practical and effective. First, leading always starts in the future; in other words, with ideas about what you’d like to see happen or what you’d like to build. Powerful and effective leaders are guided by this future. Supposedly 80% of us dream about handing in our notice when we are on holiday. If that’s true, then most of that 80% clearly don’t see themselves working towards building a future they really care about. So you can imagine how much commitment, energy and belief such people bring to the workplace.

Leaders also have a sense of purpose, hope and ambition that they use to engage others. If you want to get the best out of the people around you, it’s not enough to communicate, instruct or demand – you have to initiate conversations and build relationships in which openness and trust are key qualities.

Then there is delivering. This isn’t about doing more, it’s about doing things that add value, consciously pushing the boundaries in order to make progress. Sometimes this means saying things that people don’t want to hear, sometimes it’s about taking decisions. Often it’s about trusting others, and putting them in situations that provide opportunities for them – and their leadership – to shine. Great leaders are unstoppable in their development of leadership in those around them.

These three points are relatively simple – what’s diffi cult is putting them into practice. Many people suddenly fi nd themselves in positions where they are expected to lead without having developed the ‘muscles’ to do so. They’ve been promoted because they have technical experience, are hardworking or have a track record of being able to manage well. None of these qualities will make them a good leader. One useful analogy is to think of the way you might learn a sport or a musical instrument. It takes time to get good at something, but with regular practice – and knowing what will make a difference – we can improve markedly. So it is with leadership.


32 r ics.org

‘

’

I’ve worked part-time and during holidays with Sir Robert McAlpine since 2008, and full-time since I graduated from Heriot-Watt University in September last year,’ says trainee quantity surveyor Gayle. ‘I was still getting to grips with the job when the CEMENT [Culture of External MENToring] scheme began. Sir Robert McAlpine, through its close working relationship with Heriot-Watt, was one of the pioneers of the scheme. Daniel and I got on well immediately. He is very resourceful and was looking for information rather than “help”. We communicated mainly by email and he expressed an interest in what a typical day at work was for me.

‘He visited the Commonwealth Games velodrome project I was working on, and I gave him an overview of the work packages I was managing and showed him what that involved. I talked him through the procurement process and explained a large measurement exercise that I had recently completed, knowing that the examples of measurement you’re given at university are generally over-simplified.

‘One of the things I learned during the experience was how to present the work I do in a clear and succinct manner so that it can be easily understood by someone without first-hand experience. I showed Daniel the application from the subcontractor and some drawings of the work that I took on our site walk around to mark up for the valuation. I would normally go through this process anyway, but it made me think a little more about how I might present the information to colleagues or subcontractors. And if I found anything I thought was interesting, I would send it across.

‘I was fortunate at university that I worked in the industry – however, as a class rep, the most common complaint I heard from others in my course was their frustration at “not knowing how to be a QS”. So with Daniel I was glad of the opportunity to share some of what I had learned and hopefully give an insight into what day-to-day life as a graduate QS on site was like. Although fairly new to the industry, it gave me a glimpse of what management might be like, especially in terms of how to manage communication properly. Next time I would like to let a mentee shadow me – this time around there was too much desk work for it to have been worthwhile.’

‘I’m 25 and beginning my fourth year of a degree course in quantity surveying at Heriot-Watt,’ says Daniel. ‘After managing a pizza restaurant, I was looking for a course to follow. I decided to become a QS when my parent’s extension overran by a year. I saw what was happening on a micro scale, and realised the missing expertise was the QS – so that led me into the profession. After I began my course, I got involved in the mentoring scheme after it was recommended to me by people from the year above at Heriot-Watt. A couple of people had got work from taking part in it, and it was recommended to me as a useful bridge between university and the construction industry.

‘I found Gayle to be very helpful. She helped me understand how the procurement process is implemented within McAlpine and provided some information on light diffusers – or sun pipes – which I had chosen when my university group was asked to provide “innovation” on a project. Details like that aren’t easily sourced by students so it was an advantage to gain that extra resource from an industry professional.

‘Generally the experience was a bit of an eye-opener – the job wasn’t quite what I was expecting. For example, I hadn’t realised the variety of office-based work involved, or how a QS can influence sustainable communities. Taking part in the scheme also gave me more confidence when speaking to professionals – everyone I spoke to was willing to help because they had been in my situation at one point. The main benefit was finding out the right contacts at McAlpine for when I applied for a summer placement – which I am doing at the moment.

‘Mentees who were proactive in the CEMENT scheme benefited from visits to construction sites, where possible, and I would suggest that future participants keep in regular contact with their mentor to really make the most of the experience. I am certainly keen to be a mentor myself when I’m a professional as I think it’s important to pass on the experience.

GAYLE AND DANIEL took part in the CEMENT mentoring initiative organised by Dr Fiona Grant at Heriot-Watt University in Edinburgh. hw.ac.uk

‘

’

Interviews by Michael Willoughby Photograph by Chris Close

GAYLE ANDERSON & DANIEL ROBERTSON

1o minutes with…

MODUS_Sept_P32-33_Profile_v4.indd 32 20/08/2012 16:42

09.12 // MODUS 33

Profile//

Heriot-Watt mentee Daniel Robertson and mentor Gayle Anderson at the new Sir Chris Hoy Velodrome in Glasgow

MODUS_Sept_P32-33_Profile_v4.indd 33 20/08/2012 16:57

MODUS_Sept_P34-35_Law+Ad.indd 34 22/08/2012 11:06

Law advice//

The potential for

GOVERNMENT TO BACK BUILDINGIllustration by Borja Bonaque

09.12 // MODUS 35

Speaking at the think tank CentreForum on 18 June 2012, the Business Secretary Vince Cable suggested that lessons could be learned from the 1930s as to ways to assist our escape from economic crisis. One way, he suggested, is to build our way out. Mr Cable reported that houses built by the private sector rocketed from around 130,000 in 1931 to almost 300,000 in 1934, and that housebuilding contributed to almost a third of all employment increases in the period.

The 1930s was a time when, like now, Britain was facing a major economic downturn. Mr Cable claimed that ‘the experience of the 1930s tells us that it is possible to build, and grow, out of deep economic crisis’. However, as he points out, there is one major difference, in that there was no banking crisis to contend with in the 1930s. Increased construction was funded by bank and building society lending. Despite current low interest rates, those institutions are not, now, so willing to lend. Mr Cable suggests that government could, in certain areas, underpin

the necessary finance to stimulate the economy.

So how would Mr Cable’s suggestion work, and what would the consequences of failure be? One way is for government to guarantee the bonds that housing associations give to pay for new developments. (A bond is essentially a promise to repay

money to an investor, usually with interest.) With less access to bank fi nance, and housing grants reduced or non-existent, housing associations, which are independent, not-for-profi t organisations, look at using bonds to raise fi nance instead. There is a large unmet demand for social housing, which Mr Cable believes could be self-financing if built in conjunction with private housing. If guarantees are made available, he suggests this will lead to more private investors willing to invest.

Assuming the government offers a pure guarantee that the housing association will perform its bond obligations in full, if it failed to do so then the government would automatically be in breach of its guarantee obligations. Consequently, the bond holder would have an action in damages against the government equal to the loss suffered as a result of the housing association’s breach, albeit that the bond holder in those circumstances would have a duty to mitigate its loss.

The alternative is a conditional payment guarantee. Here, the government would undertake with the bond

holder that, whenever the housing association failed to pay an amount when it was due, the government would pay that amount. This would mean that, if the housing association was in breach, that breach did not automatically put the government in breach of its obligations under the guarantee. Instead, it would give the bond holder an action in debt (or a contractual right to a payment) against the government, which is not subject to the defence of mitigation. This makes a conditional payment guarantee more like an indemnity than a pure guarantee, but, as it is a secondary obligation that is dependent on the primary agreement between the borrower and lender, it is therefore still a guarantee.

Irrespective of the form of guarantee, would support merely for housing associations, as opposed to the whole housing industry, be suffi cient to boost the economy? Mr Cable suggests that a buoyant affordable sector would generate revival in the private sector. If he is referring to the private sector of ‘for sale’ housing, then without corresponding support for private sector building fi nance, in the form of less restrictive lending policies from the major banks, this would appear to be wishful thinking.

However, with a young generation facing the increasing prospect of never owning their own home, there is an increasing need for private rented housing. Support for this private sector would no doubt generate an increase in activity in the construction industry. If the government were prepared to extend any guarantee scheme to this sector, perhaps underwriting bank loans, then maybe Britain could build its way out of the economic crisis.

SARAH EASTON is a senior associate at Thomson, Snell & Passmore. ts-p.co.uk

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MODUS_Sept_P34-35_Law+Ad.indd 35 20/08/2012 16:45

AS THE WORLD’S FASTEST-GROWING METROPOLIS, SHANGHAI PRESENTS GREAT OPPORTUNITIES – AND

CONSIDERABLE CHALLENGES, SAYS AUSTIN WILLIAMS

HEAD OF THE DRAGON

Photography by H&D Zielske

MODUS_Sept_P36-41_Shanghai+Bus_Advice.v4.indd 36 20/08/2012 16:53

Shanghai is, by anyone’s definition, a leading global city. At 6,340km2, its land area is 60 times that of Paris, and it has twice as many

skyscrapers as New York. The Shanghai Tower, currently being built by the state-owned Shanghai Construction, is due to become the second-tallest building in the world on completion in 2014. Shanghai has the world’s first commercial passenger Maglev transit system, the fastest train and the largest container port, and its metro network is set to double in length by 2020, to 550 miles, to meet the demands of a predicted 30m inhabitants. Mayor Han Zheng has pledged to invest RMB100bn (around £10bn) in support of

the city’s key industries: IT, biotech, high-end equipment manufacturing, new energy and new materials.

There are clear opportunities in the construction and property sectors, too, with high-rise apartment blocks and even higher-rise five-star hotels forming the mainstay for the industry. With such a dynamic market, it’s easy to assume that the streets are paved with gold. Yet tales of frustrated surveyors, architects and engineers returning to Europe are common. ‘The idea that you get projects handed to you on a plate is far from the reality,’ says Chris Hardie of architects Schmidt Hammer Lassen, who has lived in Shanghai for 12 months. ‘The scale of development is so large and complex

Shanghai//

but the process of getting a project built is often equally convoluted.’

Commissions can be difficult to come by unless you have been formally introduced into the fold. Steve Willett, Greater China operations manager at Lend Lease, says that not speaking Chinese ‘can be very challenging as it slows you down and messages can be lost in translation at times. However, the language barrier is probably not as great as the need to be culturally sensitive.’ This sensitivity finds expression through formal etiquette and informal networks. Most importantly, it is common for clients to give favourable business opportunities to family and friends. Known as guanxi (gwan-shee), this is a complicated system of personal >>


38 rics.org

favours earned from a who-you-know network of trusted connections.

It can take some getting used to. Darryl Ng, a surveyor from Singapore who relocated to Shanghai several years ago, describes ‘the game of guanxi’ as a real culture shock. Koon Kau Wong FRICS, managing director of Zeppelin Property Development based in Shenzhen, agrees. ‘The interpretation of regulations and the concept of law are very different from the UK,’ he explains. ‘Some surveyors may be astounded by the reliance on guanxi – connections and affiliations – in all commercial activities.’ UK surveyors, he adds, ‘would need to be flexible within the ethical parameters and legality’. Guanxi applies on both small- and large-scale projects. Certain overseas firms that remained in China after the Tiananmen Square protests of 1989, for example, were viewed ‘favourably’ by the Chinese authorities.

LEARNING THE ROPESThe authors of a paper entitled ‘Chinese construction firms in reform’, published in the journal Construction Management and Economics in 2006, observed that, in China, ‘unfair practices were found to be quite serious in the construction market’. They added, ‘Major problems stem from clients’ abnormal behaviour in forcing the price down, asking contractors to finance a project wholly or partially during its construction, and delays in payment.’ It is not uncommon for clients to ask the design team to halve the budget after winning planning approval.

It’s therefore important that overseas surveying practices looking to succeed in China set up a physical presence in the country so that they can get to know the

‘The idea that you get projects handed to you on a plate is far from the reality’

local bylaws, understand the Chinese context and aim to provide a superior product or service. Guanxi can only be built up face to face.

But it’s also true that, for those with patience, Shanghai is sufficiently dynamic for the work to turn up. Tony Keane, president of the International Facilities Management Association, established its main branch in Shanghai. From here, he says, he can access the whole of China, which is ‘the world’s largest facility management market’. Ray Chisnall, country manager of Gleeds China, agrees. ‘It’s a very vibrant city, where people have a “can do” mentality and a desire to work and learn,’ he says.

Indeed, the view from the 200mph bullet train from Shanghai to Suzhou reveals more gantry cranes and active building sites than you’re likely ever to have seen in the UK in the past 10 years. Unbelievably, a new skyscraper (classed as a building over 500ft or 152m tall) is built every five days in China. By 2016, the country will have four times as many as the US. A report in 2011 revealed that Shanghai, with 51 skyscrapers, was second only to Hong Kong, which had 58. China is clearly building the future, and that is the ultimate lure. Chisnall moved to Shanghai in 1999 and is still enjoying working in a completely foreign culture and system. ‘The market is highly competitive, but its large scale also provides good opportunities for those who have built up a strong network of clients,’ he says.

Living in China also means adapting to the crowded streets and compact apartments. The pace of life, the smells, the sounds and the smog are all part of the adventure, but there are unexpected problems, too. Winters in Shanghai are


Networking//

unnecessarily uncomfortable due to the poorly insulated walls and roofs of the buildings. To compound the problem, 60 years ago Chairman Mao Zedong decreed that the weather south of the Yangtze River was quite mild, and so buildings below this line were not provided with the impressive public central heating systems that they have north of the river. As a result, the Shanghainese shiver with inefficient retrofit air-conditioning heating units, and the damp-proofing is often inadequate, too. Such is the pace of construction that things can often get left out.

UP TO SPEEDEssentially, this state of affairs is similar to the quality of construction that the UK was enduring some 40 years ago. And, just as the UK developed, so building quality is beginning to improve in China – and at a faster pace. Building Codes are currently up to the UK’s 1976 Building Regulations U-values level. However, a feedback survey by Chinese contractors revealed that, although 70% of buildings were said to comply, on inspection only 30% did. Going forward, it’s clear that project managers will become an essential area of growth in the Chinese construction industry.

Indeed, the speed at which things happen is one of the key things that excites most surveyors in China. ‘You need to be innovative and not be restricted by the boundaries,’ says Willett. ‘With a goal of achieving great results, you have to look at things from varied angles, and this will present opportunities and ideas.’ Chisnall says that China has developed incredibly

since he first started working there 20 years ago. ‘The issues of transparency, market access, corruption etc, have improved and continue to improve,’ he says. ‘The next key step will be for the authorities to actively encourage greater development in the sophistication of the market, the projects delivered and the services needed.’

Barry Gater, Shanghai office director at Turner & Townsend, has lived in the city for several years after moving from Tokyo (‘without hesitation’). What would he improve about professional working practices? ‘I’m most interested to see the continuing movement to value-driven decision-making through the construction industry, rather than just cost- or time-based decision-making,’ he says.

However, a focus on speed can have negative consequences. Statistics on construction-site accidents are difficult to find (or believe), but it is certainly an issue. Working throughout China, David Faulkner FRICS, executive director at Colliers International based in Hong Kong, explains that ‘you have to give clear instructions to avoid misunderstandings, especially in smaller Chinese cities’. And, while it is refreshing not to have such a paralysing level of health and safety bureaucracy as there is in the UK, it’s clear that there is a need to understand the local codes – or to partner with someone who does. Chisnall says Gleeds’ role as project managers and quantity surveyors means that they have full control over the work. But all too often, Western consultants from smaller firms find that, as the project progresses, they are requested to hand >>

Shanghai//

Previous page and below: Pudong, an area on the east side of the Huangpu River, which is home to many of Shanghai’s best-known buildings, including the future Shanghai TowerLeft, top to bottom: An elevated expressway in the Yan’an Donglu area; world-class shopping at Nanjing Dong Lu pedestrian street

‘It’s a very vibrant city, where people have a desire to work and learn’


40 rics.org

Shanghai//

over responsibility to regional Local Design Institutes – which are multidisciplined, often covering cost planning, engineering and architectural design – and therefore lose authority over their work.

FORWARD THINKINGSo what does the future hold? The state-run Shanghai Daily newspaper reported that the city had expanded its economy by 8.2% in 2011, although China’s economy as a whole grew by only 8.1% in the last quarter and its annual figures will be down on last year’s. But things will not stay the same. American scholar Saskia Sassen suggests that, in the near future, multiple cities or networks of urban agglomerations will start to concentrate capital and authority, rather than power being held just in Shanghai. This is different to the way we perceive China today, and the repercussions for buildings and infrastructure could be profound. ‘Beijing is the centre of power,

but Hong Kong’s global intermediary role is critical (while) Shanghai is the leading national industrial and financial centre,’ Sassen notes. Her argument is that internet technologies and the free flow of capital have the potential to unify cities more radically than ever before.

Signs of a similar trend were noted in a 2012 report by McKinsey, which indicated that, although the world’s economic centre of gravity is shifting ever eastwards, growth will not occur where the world’s attention is currently focused. The great historic centres – the megacities of Beijing and Shanghai in China, or Mumbai and Chennai in India – may not be where productive dynamism will reside. Instead, emerging upstart regions, known as ‘middleweight cities’, will challenge the density and overstretched infrastructure of the old national centres. The Economist also notes that, ‘Few in the rich world would be able to identify on a map Foshan or Surat, for instance... the former is China’s seventh-largest city, the latter India’s capital for synthetic textiles.’ Both confirm the consolidation of power within the emerging economies of China and India, with the proviso that there will be even more places within those countries for productive investment, construction and infrastructure to take hold.

Gater believes that ‘there are definitely great opportunities in Shanghai – some fantastic projects and a planned vision about what will happen in the future’. But, he adds, ‘With so many different ways of approaching projects, and so many companies trying to make China a success, there is huge competition in the marketplace with great Chinese companies competing against many of the best companies from the rest of the world.’

Something else to consider is that, at the 2012 Party Congress, scheduled for October, the ruling Communist Party of China will appoint (not elect) a new head of state. Also, almost 60% of its most high-ranking officials will retire and a new generation will take over. While this is not a revolutionary change, there are definitely liberalising tendencies afoot. Sinophile academic Kerry Brown notes that ‘politics in the People’s Republic of China will more and more resemble politics elsewhere – a game of negotiation, compromise and gradual steps to consensus’. And provided there is no retrenchment, that can only be a good thing for business.

AUSTIN WILLIAMS is an architecture lecturer at XJTLU University in Suzhou, China, the organiser of masterplanningthefuture.org and author of The Lure of the City: From Slums to Suburbs.

A new skyscraper is built every five days in Shanghai. The city’s population is expected to more than double by 2020, from 13m in 2009 to 30m

‘The market is highly competitive, but its scale provides opportunities’


Understanding different

BUSINESS STRUCTURES

Business advice//

IF NEGLIGENT ADVICE IS GIVEN BY ONE PARTNER, THE THIRD PARTY CAN SUE ALL, OR ANY ONE, OF THE PARTNERS

09.12 // MODUS 41

Illustration by Borja Bonaque

With reduced transaction volumes and funding for developments still problematic, confidence in the sector remains low. Whether by choice or as a result of a squeeze on finances, most surveyors have streamlined their businesses. However, an area that might have escaped attention is the legal form of the business itself. Many practices began as sole traders or traditional partnerships. Since April 2001, it has been possible to trade as a Limited Liability Partnership (LLP). Many new businesses have been formed this way and lots have converted, whereas others in the sector operate as limited companies.

A key difference between partnerships and limited companies relates to risk. The proprietor of a sole trade has unlimited liability, which extends beyond the assets of the business to include personal assets. Some risks can be covered with professional indemnity or other

insurances, but trading losses and claims from third parties (whether clients or internal) can be more problematic. In a traditional partnership, a partner is ‘jointly’ liable for all the debts and obligations incurred by the firm and each partner could, potentially, be sued personally and risks losing

their personal assets. Partners are ‘jointly and severally’ liable for any loss or damage arising from wrongful acts or omissions of any of the partners in the ordinary course of partnership business, which often includes the partnership’s employees and sub-contractors, too. For example, if negligent advice is given by one partner, the third party who suffered the loss can sue all of the partners together, or any of them separately.

In an LLP, each partner, or ‘member’, won’t usually have personal liability for obligations of the LLP, or the other members. If an LLP is sued and cannot pay, it is usually wound up and the members lose the amount they have invested in the LLP but not, in most cases, their personal assets. Personal liability can arise for certain wrongful acts or omissions by just one member, or where they have given a personal guarantee or undertaking, such as issuing a guarantee to the bank for the LLP’s borrowings.

TAX DIFFERENCES While an LLP is similar to a limited company in that it can help protect its owners, a fundamental difference is that an LLP is tax-transparent, so its members are taxed in the same way as partners in a traditional partnership.

In partnerships and LLPs, the profits (or losses) of the business are allocated between the partners (or ‘members’) in accordance with the partnership agreement, and each partner pays tax on their share irrespective of whether or not the profit has actually been paid to them. For 2012/13, partners pay tax at rates of up to 50% on their share of the profit. Partners also pay 9% class 4 National Insurance Contributions (NIC) on their profits between £7,605 and £42,475, and 2% on any excess. Any expenses associated with the partners’ cars that relate to business usage are relieved against the business profits.

For a company, the directors’ salaries (and associated employer’s NIC) are expenses that reduce the profits of the business, so bonuses can eliminate the profit. Corporation tax is payable on the profits, generally 20% for small companies and a maximum of 24%. Employees’ salaries are taxed at rates of up to 50%, and are subject to employees’ class 1 NIC, normally 12% on earnings between £7,605 and £42,475, and 2% on any excess. However, employers also have to pay NIC on employees’ salaries at 13.8% on everything over £7,488. With employees’ cars, the taxable benefit of a company car with high CO2 emissions can be onerous – up to £730 tax payable each month for an employee with a £50,000 car.

Limited companies with working directors/shareholders, therefore, may wish to review the mix of salaries and bonuses compared to dividends, as the latter is often more tax (and NI) efficient. One recent practice has been for partners to incorporate their business – effectively selling goodwill to the company. The goodwill sold can be subject to capital gains tax at 10%, but if the sale proceeds are paid over time, perhaps instead of taxable income, a tax saving can be achieved. Of course, tax planning can be complicated, and everyone’s circumstances are different, so always take specific advice.

STUART DEY is business development director at Shipleys LLP. shipleys.com


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42 r ics.org

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MODUS_Sept_P43-53_Info_v3.indd 42 21/08/2012 12:26

01.11 // MODUS 09

INFORMATION :RICS NEWS :DIARY :BENEFITS :RESOURCES

RICS has published the first industry guidance of its kind, Financial Viability in Planning, to assist planners and developers to build new communities in growth areas throughout England. ‘Since the onset of the financial crisis, many planners and developers have been seriously challenged as to how best to promote growth and develop local communities in a cost-effective way,’ said RICS spokesperson Simon Radford. ‘We hope that this guidance will help deliver sustainable developments across the country to meet community needs as well as provide an appropriate return.’rics.org/standards

COMMUNITY PLAN USEFUL NUMBERSCONTACT CENTRE +44 (0)870 333 1600

General enquiriesAPC guidanceSubscriptionsPasswordsLibraryBookshop

REGULATION HELPLINE +44 (0)20 7695 1670

CONFIDENTIAL HELPLINE +44 (0)20 7334 3867

DISPUTE RESOLUTION SERVICES +44 (0)20 7334 3806

SWITCHBOARD +44 (0)20 7222 7000

IF VENDORS WANT TO SELL THEIR HOMES QUICKLY, THEY WILL HAVE TO BE REALISTIC IN THEIR PRICE EXPECTATIONS

RICS Global Residential Director Peter Bolton King

09.12 // MODUS 43

The projected number of households in England

by 2033, an increase of 27% from

2008

27.5m

The new St David’s shopping centre, Cardiff, South Wales

Imag

e Co

rbis


08 r ics.org

New research

FACTS, STATS & SURVEYS

RICS news//

44 r ics.org

5 SEPTEMBERHouse buying insightsRICS is about to publish new research on the relationship between market information, search behaviour and the way households choose a new home. The research is located within the behavioural economics tradition and has been developed in response to two recent trends: the increased interest in the potential utility of applying behavioural economic models to policy problems, and the growing recognition that, relative to supply side issues, the analysis of housing demand has been neglected in recent years. The project provides an insight into the behavioural drivers of house moves; the nature and duration of the search and decision-making processes; the extent to which households are able to meet their needs and aspirations when they purchase a new home; and the way in which households collate and use information to frame and inform the housing choice process.

BY END SEPTEMBERFlooding expertiseNew RICS research has been undertaken to help upskill and raise the profile of chartered surveyors in order for them to be able to provide independent, reliable and valid professional advice on property flood protection and adaptation measures. The UK Environment Agency has identified that around 5.2m properties in England are currently at risk of flooding, and recent flood events have established just how devastating flooding can be to the SME sector, which is generally more vulnerable than larger business organisations.

Mapping green spaceThere is an emerging global consensus that green spaces within urban areas should be protected for the environmental, economic and social benefits they provide. However, while methods for mapping urban green space have been applied in most cities in the developed world, this type of information is urgently needed in the rapidly developing cities of Asia and South America. Using Kuala Lumpur (KL) in Malaysia as a case study, this research explores how far the methods developed in Europe for recognising, classifying and mapping urban green spaces might be applicable to a city in the developing world. In KL, it was evident that green space was disappearing due to the rapid urban development over the past 30 years but, without a current baseline inventory, it was difficult to balance the economic need for land development against the public need to maintain green space.rics.org/research

Illus

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Osc

ar B

olto

n Gr

een,

Ber

nd S

chiff

erde

cker

The tenant demand net balance score,

indicative of positive growth

Average rents are expected to increase

again over the next six months

3.9%Average rents at the national level

increased over the past year

4.3% +4

Following the closure of round one of the Australian federal government’s Energy Efficiency Information Grants Program, RICS Oceania has received funding to create an energy-efficiency application for SMEs in Australia. The Parliamentary Secretary for Climate Change and Energy Efficiency, Mark Dreyfus, awarded funding to 28 organisations

across a broad range of sectors. RICS’ grant for Energy Efficiency Management for SME Commercial Office Tenants is worth more than A$600,000 and will go towards research and development and the production of the application, which will be designed by members of the Asia Pacific sustainability steering group. rics.org/oceania

OCEANIA’S GOVERNMENT GRANT


01.11 // MODUS 0909.12 // MODUS 45

The percentage at which surveyors estimate average gross yields

currently stand

5.2%more surveyors

reported a fall in new instructions rather

than a riseThe highest level of rental growth over

the past year was in the North East

6.9%Highlights from the RICS July 2012 UK Residential

Lettings Survey. rics.org/lettingssurvey

2%

Alan Collett FRICS RICS President

‘Members share the responsibility to keep up to date with the latest developments and engage with us’

Benjamin Franklin once said:‘Words may show a man’s wit, but actions his meaning.’ For those outside the profession, the language of

surveying can seem foreign. But our actions, which are based on the universal language of ethics, can be understood by everyone. And while ethics provide a universal language, they are also part of our DNA, setting us apart from others in the marketplace.

Those of us privileged to lead the profession have a responsibility to communicate RICS’ actions to existing and potential members, and our many partner organisations. Increasingly, we are doing so through email, website and social media, which most of our members prefer. And we will be able to do this much more effectively as we develop our new website.

New media complements face-to-face communication; it does not replace it. I am fortunate to have met many members already, and I am determined to meet as many as I can this year. I want to hear all of their ideas, insights and concerns. Any conversation is a two-way process, so members share the responsibility to keep up to date with the latest developments through the material RICS provides, and through their networks

of fellow RICS members. We need members to engage with us through our membership survey and other consultations, for example, on standards, guidance and public policy issues. As we listen to members we also learn, and through a collective commitment to communication, RICS can continue to lead as the champion of professional standards worldwide.

At a recent graduation ceremony at the College of Estate Management, I was reminded of the importance of communication. The graduates there represented the new generation of surveying professionals. All of them had studied remotely, and many were from outside the UK. It is likely that their careers will be far more interconnected and global than ever before. The challenge for RICS, therefore, will be to engage with them as they become members, and throughout their careers. To do that we need to be present where they are and understand their markets so that we can support them and tailor our offering to meet local demand. We will need to learn their languages and their cultures. But our professional standards and ethical values will remain our common language, and our actions will show our meaning.

RICS data shows that more than a third of potential buyers are trapped in rented accommodation, with many seeing their purchases fall through due to difficulties with mortgage finance.

According to chartered surveyors across the UK, as many as 38% of potential first-time buyers are forced to continue renting. ‘Many first-time buyers are facing the prospect of a property

ladder with no rungs,’ said RICS Global Residential Director, Peter Bolton King. ‘With lenders requiring such hefty deposits, and affordable mortgage deals out of reach for most, a generation of

potential homeowners is facing an uphill struggle. RICS would like the government to consider a mortgage indemnity scheme that works for the whole market, not just new-build.’

YOUNG RENTERS STRUGGLE

PRESIDENT’S COLUMN


I have to apologise in advance for the content of some of this column but, when discussing the life of a surveyor, it has to be talked about at some point and no one ever thinks to mention it when you first start out. Integrating ‘comfort breaks’ into the day is an important part of life when surveying residential houses. And as I spend most of the day in the car, driving from house survey to house survey, and, following medical advice, drink plenty of water every day to keep in good health, the timing of ‘comfort breaks’ is something that I have to consider quite carefully.

To digress for a moment to a more serious topic: until recently, the number of repossessions has remained remarkably low compared to previous recessions and I have barely had any come up. This was probably due to the low mortgage rates making repayments cheaper for many existing homeowners, and a greater forbearance by banks on people who were behind on their repayments. However, I seem to be surveying more and more properties that have been repossessed, and I am beginning to wonder if this is the start of a new trend, or if it’s just mere coincidence. I also realise that neither, of course, is any comfort to the previous owners of the repossessed houses that I have surveyed this week.

But back to my original point. During a regular house survey, the owner is usually only too happy to oblige when asked politely if it is possible to use their bathroom (I have tried in vain to find a universally understood euphemism for ‘bathroom’). However, I learnt this week that in a repossessed house it is very important to check before you have a ‘comfort break’ that the water hasn’t been disconnected. This is even more important when the client is on their way over to the house you have just surveyed to have a walk around the property they are buying. Otherwise you will find yourself having to sprint to a local shop to buy an emergency bottle of water. And if you’re surveying in prime central London, as I often am, it’s likely that the local shops will only stock Evian and it will become the most expensive ‘comfort break’ you ever have.

Agree? Disagree? Or interested in being a secret surveyor? Email [email protected].

‘THE TIMING OF “COMFORT BREAKS” HAS TO BE QUITE CAREFULLY CONSIDERED’

Secret Surveyor

CARBON MEASUREDRICS has launched its information paper, Methodology to Measure Embodied Carbon of Materials, in the first step to enabling whole-life carbon appraisals on building projects.

The paper is aimed at quantity surveyors, building surveyors, building control surveyors and project managers, and sets out a practical approach to measure carbon emissions during the construction of a building. The methodology has been developed following a successful industry-wide consultation, which saw an unprecedented response from stakeholders and industry bodies. The paper was well received across the industry, with many highlighting possible extensions for the future, such as including a measurement for sequestration – the carbon captured in wooden building materials.

Director of Sustainability and Special Projects RICS, Martin Russell-Croucher, who managed the development of this paper, said: ‘This paper is an important first step in producing a carbon assessment system that will support and enable our members to deliver whole-life (embodied and operational) carbon appraisals in line with government ambitions, and for these to be factored into feasibility studies. By using this methodology, our members can therefore contribute to the wider UK carbon reduction agenda.’

Lead author of the paper, Sean Lockie MRICS, added: ‘Embodied carbon is really significant because it is carbon emissions we emit today through manufacturing the products we use on our projects. In construction, carbon is emitted during the construction process through the extraction and processing of resources to make building materials like cement, bricks, glass etc.

‘The RICS methodology for calculating embodied carbon gives the surveying industry a consistent methodology for calculating and then mitigating the carbon emitted. It will give the QS a framework to calculate the embodied carbon in a systematic, quick and carbon significant way.’

The note stresses the importance of developing a methodological plan to measure carbon and provides comparisons between the levels of embodied carbon within new-build and refurbishment. It includes calculation methodologies (including assessment boundaries), tools and data sources for measuring carbon, as well as a step-by-step guide on how to conduct an assessment during the design and materials and product manufacture phases of a building project.rics.org/embodiedcarbon

RICS news//

46 r ics.org


07.12 // 08.12 MODUS 47

Membership DISCIPLINARY PANEL 13 JUNE 2012Simon Gurney & Co Ltd, HarrogateSummary of finding: contrary to Rules 7, 8 and 12 of the Rules of Conduct for Firms 2007Penalty: reprimand/conditions/costs

DISCIPLINARY PANEL 20 JUNE 2012Ward & Chowen (the firm),TavistockSummary of finding: contrary to Rule 8 of the Rules of Conduct for Firms 2007 Penalty: reprimand/costs

Neil Woolcock MRICS, TavistockSummary of finding: contrary to Rule 3 of the Rules of Conduct for Members 2007 Penalty: reprimand/costs

DISCIPLINARY PANEL 4 JULY 2012Peter Caldwell MRICS, BristolSummary of finding: in accordance with RICS Bye-Law 5.2.2(d) 2009Penalty: reprimand/costs

DISCIPLINARY PANEL 11 JULY 2012Kays Commercial and Industrial Surveyors, LancashireSummary of finding: contrary to Rule 8 of the Rules of Conduct for Firms 2007Penalty: reprimand/undertaking/costs

For full details, visit rics.org/conductcases.

NEW FELLOWSRICS has announced new fellows as part of an annual programme to bestow the honour on individuals as a result of their personal standing within the industry, contribution to the

profession and commitment to the institution. The honours were awarded earlier this year by See Lian Ong, in partnership with Chief Executive Sean Tompkins, and many of the new

fellows are featured in the lead article of this issue (page 16). More will be profiled in future issues of Modus and other RICS publications, and the full list can be viewed at rics.org/fellowship.

Conduct

7 JULYRICS Valuation – Professional Standards in the US Providing assistance to members on the application of the RICS Valuation – Professional Standards (the Red Book) to valuations provided in compliance with US jurisdiction.

7 SEPTEMBERUrban Regeneration and JESSICA funds Further guidance on the JESSICA (Joint European Support for Sustainable Investment in City

Areas) initiative that provides an alternative source of funding to enable and promote urban regeneration projects in the European Union.

27 SEPTEMBERValuation of business and business interests Created for global applicability and concerned with the valuation of entire businesses, whether companies, sole trades, partnerships (including limited liability partnerships), together with partial

interests therein, such as company stocks and shares or partnership interests.

Valuation of intellectual property and intangible assets Created for global applicability and concerned with the valuation of intellectual property and intangible assets, collectively and colloquially known as IPR. It does not deal with the valuation of land, plant and machinery, or other tangible assets.

Managing mixed-use developments This guidance note builds on the information paper published in 2009, providing up-to- date information to assist commercial surveyors, who are less regulated by statute than residential surveyors, as well as valuation information for management surveyors.

12 OCTOBERFarm stocktaking valuations Assists members who provide farm

stocktaking valuations to correctly confirm instructions and prepare reports to clients. This information paper applies to the UK, but may be relevant to other countries. As farm stock is an asset, farm stocktaking valuations should comply with the RICS Valuation – Professional Standards and be carried out by a valuer registered under the RICS Valuer Registration Scheme.rics.org/standards

OPEN FOR CONSULTATION

UNTIL 17 SEPTEMBERSustainability in existing buildings: Existing buildings fabric

UNTIL 28 SEPTEMBERBuilding conservation: Valuation of historic property

UNTIL 8 OCTOBERManaging communications

rics.org/standards consultations

Raising standards

09.12 // MODUS 47

GOLDEN OFFERThanks to a new Benefits Plus partnership, Regus, the world’s largest provider of flexible workplaces, is offering a complimentary 12-month businessworld gold card to all RICS members in the UK. The card retails at £420 and grants access for the cardholder to any of Regus’ 1,200 business lounges around the world. The lounges provide a professional working environment with complimentary access to tea, coffee and Wi-Fi. There is also a 25% discount on standard meeting room rates, videoconferencing and day offices at all Regus locations, as well as access to professional administrative support such as document printing and binding.rics.org/regus


08 r ics.org

Advertorial//

Benefitsrics.org/benefitsplus

Flood insurance has been an obligation under property-related contracts, leases, funding agreements and construction contracts for some 50 years. However, around 20 years ago insurers expressed concern that the risk of flooding was becoming too high to insure, and so an agreement was entered into between the government and the Association of British Insurers (ABI) to ensure the continued availability of flood insurance in all but the most high-risk areas. It is called the Statement of Principles (SoP), and it applies to residential and small business properties.

In 2007, the UK suffered serious flooding that resulted in some

165,000 separate claims and losses of over £3bn to the insurance market. Following this, and the failure of the government to meet its flood defence obligations, the ABI demanded a revised SoP that, for the first time, had a finite timespan, expiring in June 2013.

In the 2010 Comprehensive Spending Review, the new coalition government reduced the budgeted expenditure on flood defences by 8% year-on-year and by 17% on the amount proposed by the previous government. This only strengthened the resolve of the insurance market not to renew the SoP. As a result, since 2008 there have been continuing negotiations between the government and insurers on a way to

guarantee the availability of affordable flood insurance in the UK when the SoP expires. Political pressure to achieve a solution has intensified, and it looks like an insurance ‘pool’ will be set up to assume losses over a specified amount and to provide a cap on premium cost for the policyholder. This pool, which will only apply to domestic insurance, will be funded by a levy on all property insurance policies and any claim that exceeds the reserve of the pool will be met by the government.

At present, there is no evidence of a widespread withdrawal of flood cover by the insurance markets, however some insurers will only participate with greatly increased pricing and restrictive terms, such as very large deductibles.These changes will impact the ability of property owners to meet their obligations under finance and lease contracts, which may have an effect on property valuations. As a result, RICS is due to publish revised guidance in 2013 as, in the future, there will be serious professional negligence implications for surveyors who undertake valuations without considering the flood risk.

BILL GLOYN is a partner at JLT European Real Estate, a member of RICS Flooding Working Group and chairman of the British Property Federation insurance committee.

JLT is the RICS-preferred partner and a specialist in arranging real estate insurance. For more information, visit jltgroup.com/rics.

What does the future hold?

To view all the latest offers, new partners and monthly and seasonal promotions, visit rics.org/benefitsplus.

48 r ics.org

Advertorial//


01.11 // MODUS 0907.12 // 08.12 // MODUS 47

learning about lime mortars, plastering and pointing. Various fees apply.rics.org/summerschool2012

RICS Dilapidations Forum Conference 27 September, London The ideal opportunity for delegates to hear the latest technical and legal updates and network with other professionals working in the dilapidations sector.£195 + VATrics.org/dilapsconference

RICS Regional Rural Conference SeriesOctober, Grantham, Bristol and ChesterThe first three conference locations in this series cover critical new information on current issues including renewables, water, NPPF and CIL, energy, flooding and legal updates on towns and villages.£100 + VATrics.org/ruralseries RICS Sports Ground Safety Certification Guidance Note Launch October to November, various locations This guidance note assists practitioners in gaining a thorough understanding of the legislative framework to achieve reasonable levels of safety at sports grounds. The authors

will provide a detailed analysis of the guidance note, and the developments and challenges of sports ground safety certification. The day includes a tour of the sports ground.£125 + VATrics.org/sportssafety

RICS Regional CPD ConferencesOctober to December, various locationsTaking place across seven regions, this one-day conference is designed to match your specific needs with sessions split into three streams across the built environment, land and property. The conference provides an opportunity to keep up with the latest market developments and network with key professionals from your region.£125 + VAT for full day; £75 + VAT for half dayrics.org/conferences

RICS Environment, Minerals and Waste Autumn Conference4 October, BristolThis annual conference is packed full of inspiring sessions on minerals and recycled markets, landfill values, commercial value and waste controls.£65 + VATrics.org/emwconference

RICS Merseyside and Cheshire Annual Property and Construction Dinner5 October, LiverpoolAn opportunity to network and establish key relationships with

information and networking opportunities for APC candidates. £120 + VATrics.org/apcprepday

Legal Issues in Construction Conference11 October, Edinburgh Exploring recent legal developments, current issues in adjudication practice and alternatives to other forms of dispute resolution, BIM and expert witness immunity.£180 + VAT rics.org/scottishlegalissues

INTERNATIONALBuilding Information Modelling: A user’s guide27 September, MadridThis half-day conference includes contributions from worldwide experts on the technology and its practical applications and benefits. joinricsineurope.eu

RICS and Dubai Land Department Dispute Resolution ConferenceOctober, DubaiA guide to dispute resolution in the Middle East with talks by the director general of the Dubai Land Department, H E Sultan Butti Bin Mijren, and RICS President Alan Collett. Pre-conference training also available.Fees may apply.Contact: [email protected]

European Green City Index 2 October, BelgiumLooking at the ecological impact of 30 European cities with a presentation by Andre Bouffioux, CEO of Siemens Belux, and Q&A session with Koen Marichal, director of The Future Leadership Initiative at the Antwerp Management School. alumnispeakers corner.be

Eventslike-minded professionals, plus entertainment from comedian Jimmy Bright.£56 + VAT per ticket; £52 + VAT for 10+ placesrics.org/mcdinner

RICS Awards – the Grand Final19 October, LondonNow in its 22nd year, the annual RICS Awards ceremony is a highlight of the industry calendar. Following regional heats, the winners of each category will be announced, along with the winner of the prestigious Project of the Year Award. Hosted by BBC News presenter Susanna Reid. £110 + VATrics.org/awards12

SCOTLANDRICS APC Prep Day Scotland4 October, EdinburghThe event looks at all aspects of the final assessment, and offers guidance,

FOR RICS EVENTS BOOKINGS AND ENQUIRIES [email protected] // +44 (0)20 7695 1600

CPD FOUNDATION MEMBERSHIP September 2012 – June 2013, London, Manchester and online

On joining the CPD Foundation’s programme, you can attend up to 100 lectures on

a broad range of property-related topics, view a selection of recorded events online, download notes, record your CPD activity and receive discounts on associated events and learning opportunities. £175 + VAT individual membership; corporate membership starts at £510 + VAT for up to six peoplecpdfoundation.com

ENGLANDRICS Tax and Finance Essential Update Seminars September to November, various UK locationsThis cross-professional group practical seminar series focuses on tax advice and financial opportunities for you and your clients. £75 + VATrics.org/financeseminars

RICS CPD SeriesSeptember to December, various UK locationsA new series of more than 250 one-hour events to help you meet your CPD requirements. Topics include dilapidations, service charges in commercial leases, neighbourly disputes and the New Rules of Measurement.£30 + VAT; £25 + VAT for five or more bookingsrics.org/cpdseries

RICS and SPAB Building Conservation Summer School9-13 September, CirencesterBringing together students, APC candidates and practitioners for unprecedented access to leading experts in this field. There will be a series of seminars plus a hands-on day

09.12 // MODUS 49


25,000 electrical contractors are assessed annually by NICEIC.Are yours?

ou can be sure that the electrical contractors C C assess and certify work to the highest professional standards. hat s why most large organisations and local authorities use C C contractors. ith over years experience, wide coverage and more registered members than any other organisation, you can always rely on C C. For your nearest C C electrical contractor visit niceic.com or call .

Department of the Built Environment

Qualifications to build a careerHigh quality professionally accredited programmes delivered in a supportive and friendly environment.

n BSc (Hons) Building Surveyingn BSc (Hons) Quantity Surveyingn BSc (Hons) Real Estate Management

One-year full-time or two-year part-time study with September and January starts.

For further information:

Click: www.anglia.ac.uk/RICS12 Email: [email protected] Call: 0845 271 3333

Professional Doctorate and PhD programmes also available.

Undergraduate

These can be studied full or part-time.

n MSc Project Managementn MSc Construction Managementn MSc Sustainable Constructionn MSc Conservation of Buildings

Postgraduate

A highly flexible distance learning programme for construction professionalsIt offers:

• in-depthcoverageofmodernconstructionmanagement• highqualitymodularlearningmaterialscomplementedby

electronicdeliveryandsupport• residentialsintheUK,Canada,TanzaniaandHK• flexibleentryroutesandstudytimetables• theabilitytocontinueworkingwhilestudying• accesstoanetworkofconstructionprofessionals

Applicationsarewelcomedfromgraduatesandprofessionals inthebuiltenvironment.Individualunitsarealsoavailableona freestandingbasisforcontinuingprofessionaldevelopment.

Tel: +44 (0) 1225 383850Fax: +44 (0) 1225 383255E-mail: [email protected]: www.bath.ac.uk/ace/icm

For details contact:ICM Programme AdministratorDistance Learning UnitFaculty of Engineering and DesignUniversity of Bath, Claverton DownBath BA2 7AY, UK

MSc in International Construction Management

Accredited by the RICS and the JBM

Now offering a 15 month

‘accelerated study route’

Advancing learning and knowledge in association

with business and industry

50 r ics.org


01.11 // MODUS 0907.12 // 08.12 // MODUS 51

EASTERNRichard William Jellicoe FRICS1953-2012, SouthwoldPeter Graham Knight FRICS1944-2011, LowestoftKeith George Preedy FRICS1950-2012, Welwyn Garden City

NORTH WESTJack Kirby Addenbrooke FRICS1919-2011, BallasallaBasil David Morrison FRICS1915-2012, Altrincham

NORTH EASTFrederick Guy Beadon FRICS1918-2012, DarlingtonLouis Johnson FRICS1929-2012, MorpethJames Taylor Shepherd MRICS1926-2012, Morpeth

SOUTH EASTRaymond Frank Benfield FRICS1924-2012, BromleyPeter Hewson Hall FRICS1928-2012, WarlinghamRaymond Arthur Fraser Hall FRICS1919-2012, ChichesterIvor Gwyn Howells MRICS1924-2012, Weybridge

Derek William Tottenham Morffew FRICS1926-2011, TonbridgePhilip William Morgan FRICS1923-2012, DealJohn Graham Stuart Morris FRICS1931-2012, LittlehamptonRaymond F Noble FRICS1945-2012, CanterburyHenry James Pickett FRICS1931-2011, WeybridgeDennis Robert Poole FRICS1945-2012, EpsomEric Ayre Rawlinson FRICS1915-2012, TadworthGeoffrey Paul Slater MRICS1930-2012, WeybridgeJohn Walker FRICS1932-2012, Purley

SOUTH WESTPeter David Britton MRICS1946-2012, IvybridgeAlastair Hall Coke FRICS1917-2012, BridportLeslie Dalton FRICS1920-2012, GloucesterPeter James Donohue Jeffreys FRICS1923-2011, SouthamptonPercy Arthur Headland FRICS1920-2012, PooleRoger Andrew Lees FRICS1947-2012, Poole

Timothy Mark Sansom MRICS1959-2012, TemplecombeWilliam Baron Shepherd FRICS1929-2012, DevizesRobert Howard Tuckwood FRICS1946-2012, Somerset

WEST MIDLANDSPeter Graham Butler FRICS1929-2011, Leamington SpaStuart Eastwood Holt FRICS1943-2012, Stoke-on-TrentBarry Charles Humphries FRICS1928-2012, WorcesterStephen John Anthony Pugh MRICS1965-2012, Burton-on-TrentDavid Graham Wells FRICS1932-2012, Hereford

EAST MIDLANDSDavid Jeffrey Webb FRICS1954-2012, Northampton

YORKSHIRE & HUMBERDouglas Barton FRICS1934-2012, Sheffield

NORTHERN IRELANDGeorge Theodore Farr FRICS1920-2012, Belfast

WALESJonathan Edward Danter MRICS1970-2012, Abergavenny

ObituariesRobert Keenan MRICS1932-2012, CardiffJack Lingard MRICS1928-2011, PenarthBrian Charles Meopham FRICS1937-2012, HaverfordwestWilliam Paton Rees FRICS1914-2012, Colwyn BayEmlyn Howard Williams MRICS1944-2011, Newport

EUROPEGeorge Alexander McLauchlan FRICS1933-2012, PaphosStephen Henry Sidney Westgate FRICS1920-2012, Flayosc

MENEAMichael John McGlashan MRICS1967-2012, Dubai

NORTH AMERICAAllen Russell Burgham MRICS1920-2011, KingstonOCEANIAGrahame Edward Matthew Anderson FRICS1914-2012, Glen WaverleyRae James Garrett Littlejohn FRICS1929-2012, Forest Lake

SOUTH ASIAMohottallage Sudath Kamara Jayathilake MRICS1923-2011, Hokandara North

09.12 // MODUS 51

In the most recent UK Housing Market Survey, RICS members were asked to report the difference between asking prices and final transaction prices. At a national level, more than half of respondents reported the average transaction price as being 5-10% below that of the asking price. Only 15% of surveyors reported the transaction price falling to more than 10% below that of the asking price, while more than a quarter reported that vendors were achieving only 2-5% less than the asking price.

Interestingly, when surveyors were asked the same question in October 2011, half of the respondents reported that transaction prices were coming in at 5-10% lower than the asking price, but 98% reported that the transaction price was lower than the asking price. Therefore, the percentage of surveyors reporting transaction prices greater than 10% below that of asking prices has reduced since October 2011 from 23% to 15%, which could be due, in part, to vendors being more realistic when setting asking prices.

It is also noteworthy that, over the period (from October 2011 to July 2012), there appears to have been a small increase in the number of respondents indicating that transaction prices are exceeding asking prices. This is consistent with much of the other anecdotal evidence that we receive, which suggests that there are pockets of considerable strength in what generally appears to be a flat housing market. Responses to this question from various parts of the UK broadly mirror the trend in the RICS price net balance series, which suggests sharper price falls in the Northern regions, a mixed picture in the Midlands and flat or slightly rising prices in the South East and London.

The July 2012 RICS UK Housing Market Survey also showed the headline net price balance at a level consistent with flat or slightly negative annual price growth. In addition, the fact that more than 60% of survey respondents indicated that prices had not changed over the preceeding three-month period reinforces the picture of broad stability. rics.org/housingmarketsurvey

HOUSE PRICES ARE BECOMING REALISTIC


MODUS_Sept_P52-53_CEM_ad.indd 6 22/08/2012 11:11

MODUS_Sept_P52-53_CEM_ad.indd 7 22/08/2012 11:11

www.al-surveyors.com

DUE TO FURTHER EXPANSION WE REQUIRE EXPERIENCED CHARTERED SURVEYORS WITH EXPERTISE IN ALL OF THE FOLLOWING;

• Mortgage Valuations

• Homebuyer Reports

• Building Surveys

REQUIRED FOR ALL LONDON AREAS

Local knowledge is essential.

Only First Class applicants need apply

Please send your CV together with covering letter indicating your preferred areas of coverage to [email protected]

Alexander Lyons, Chartered Surveyors is an independent firm providing survey and valuation coverage throughout London and South East England. We have a very experienced team of surveyors providing a complete range of residential and commercial valuation survey advice for private clients, financial institutions and the legal profession.

It is not only being good at what we do that sets us apart. Our independent status means we won’t compromise our standards or the expectations our clients have of us. Our aim is simple, to use our wealth of experience and local knowledge to provide an efficient, professional service.

RECRUITMENTFor recruitment advertising please contact Angus Sharpe +44 (0)20 7871 2667 [email protected] or Charlotte Turner +44 (0)20 7871 5734 [email protected]

The Oct issue will be published on 5 Oct

Recruitment copy deadline Tuesday 11 September

ONE CALL COVERS ALL...RESIDENTIAL VALUATION SURVEYORS REQUIRED.

For 17 years MLA has specialised in the Resi Valuation sector, recruiting for many leading employers. We are continually updated with all the latest permanent and zero-hours vacancies.

There are currently Full and Part Time opportunities in many locations, including: all areas of Greater London and around the M25, the Home Counties, M4 corridor, Coventry, Milton Keynes/Luton, High Wycombe, Gloucester, Cardiff, N.Somerset, Trowbridge, Kent, Brighton, Guildford, Portsmouth, Reading, Aberdeen and Dumfries

You will be experienced in undertaking mortgage valuations and homebuyer reports (ideally building surveys). Generous packages are available.

For details of all the jobs available in your area, please call Jeff Johnson on 07940 594093. Or email your CV in confidence to: [email protected]

If your location is not shown above, register now to be kept advised of the latest opportunities.

See all MLA’s latest job listings on ricsrecruit.com

Long established Peterborough based firm of chartered surveyors requires a surveyor experienced in undertaking mortgage valuations, homebuyers reports and building surveys. Broader general practice experience is an advantage. Partnership potential.

Forward your CV and contact details by email to ohn.canton olliffe-da in .com

94,896 average net circulation 1st July 2011 – 30th June 2012

MODUS_Sept_P54-57_Classified.v2.indd 54 20/08/2012 14:37

RESIDENTIAL VALUATION, HOMEBUYER AND BUILDING SURVEYOR

Opportunity for contract surveyors/consultants to joina nationwide firm of surveyors. Opportunities exist in specific postcodes throughout England and Wales.

Please forward your CV and contact details by email to:[email protected]

Reinforcing RecruitmentThe Property sector relies on specialist professionals with key skills. We understand the depth and breadth of the industry and work with clients and candidates to �nd the best match possible.

We cover all aspects including; Construction, Facilities Management, Planning & Development, Project Management , Property Management and Surveying.

As experts in our �eld with a long history in the Property market, we are best placed to help you with your recruitment needs.

For more information, visit us at www.randstadcpe.com or call us on 0800 169 0863

RICS 13th Aug.indd 1 8/13/2012 1:37:20 PM

A$160,000-A$200,000 + benefi ts Melbourne, Australia

The Estimator/QS is responsible for contributing to the profi tability and growth of the estimating consultancy team.

TO VIEW AND APPLY for this role please visit ricsrecruit.com and enter the reference 56240

ricsrecruit.com

09.12 // MODUS 55

Recruitment//

IAH is delivering a large-scale, complex construction programme, which will continue for at least the next fi ve years, involving the development and construction of laboratories and related infrastructure. We have an immediate need to increase the existing internal team to liaise with, and lead, both the internal and external teams. This is an exciting and growing team that is looking to continue the current success of delivering major (£100m+) construction work.

IAH receives strategic funding from the Biotechnology and Biological Sciences Research Council (BBSRC) and is at the forefront of research into animal diseases. These posts will be based at the Pirbright site, and it is possible that further posts will be advertised in the future as the programme develops.

All applications close 23 September 2012. Further information can be obtained by contacting the IAH on 01483 231051. Recruitment for vacancies within the IAH is managed on our behalf by RCUK Shared Services Ltd. To view or apply for the vacancies, please visit the RCUK Shared Services recruitment portal https://ext.ssc.rcuk.ac.uk for further details. If you are unable to apply online, please contact the Research Council Shared Service Centre by telephone on 01793 867003.

SENIOR PROJECT MANAGER (two posts available)Ref: IRC62789 and IRC62794Circa £43,000 (plus £3,000 Pirbright allowance) depending on experience, plus benefi ts.• Relevant degree or equivalent qualifi cation.• Relevant professional qualifi cation desirable, eg RICS, ICE, IMechE.• Formal PRINCE 2/APM qualifi cation or equivalent. • Construction knowledge desirable.• Contract/procurement knowledge desirable.• The post holder will take on line-management responsibilities.

CLERK OF WORKS (Construction)Ref: IRC62791Circa £34,000 (plus £3,000 Pirbirght allowance) depending on experience, plus benefi ts.• A craft or technician qualifi cation, eg City & Guilds, NVQ/SVQ Level 2 or 3 or BTEQ/SQA National Award is essential.• Signifi cant experience of civil engineering and/or construction is required.

HIGH CONTAINMENT ENGINEERING USERRef: IRC62790Circa £34,000 (plus £3,000 Pirbirght allowance) depending on experience, plus benefi ts.• Broad experience of craft or technical level engineering.• Broad experience of construction projects.• Experience in a high-risk/high-containment environment.

PROJECT SUPPORT OFFICER (Technical Administrator)Ref: IRC62787Circa £22,000 (plus £3,000 Pirbirght allowance) depending on experience, plus benefi ts.• This is an administrative role that supports technical experts.• The post holder will not be expected to lead with technical issues but will need to be comfortable with discussing technical issues to support their resolution.

Institute for Animal HealthDevelopment Programme – Internal Team


56 r ics.org

To view more jobs online visit ricsrecruit.com

Surveying ServicesTime to make a move...If you are an experienced RICS Registered Valuer then come and talk to Countrywide Surveying Services.

As one of the UK’s leading surveying and valuation practices we have longstanding, traditional surveying roots. We are also an innovator of products and services, including tablet-based surveying technology, and continue to succeed as a valuation provider of choice through investment in the professional development and skills of our people.

We are wishing to appoint residential surveyors in specific locations across the UK to undertake mortgage valuations, RICS home surveys, including homebuyer reports, together with related professional work on behalf of our lender and business clients as well as directly for the buying public. You would be home based and part of a local team working a tight geographical patch with a comprehensive level of support and remuneration reward.

Immediate vacancies are available in various locations, including Bristol, Guildford, High Wycombe, Luton, Slough, South West London and South Wales.

If you are a skilled valuer with a proven track record or a surveyor who wishes to develop a career as a residential specialist within an RICS-regulated surveying and valuation firm, then we want to meet with you.

Please email [email protected] with your CV and letter of application.

Quantity Surveyors, Building Surveyors and Project Managers neededWho we are: Rider Levett Bucknall provides its clients with property and construction consultancy advice at all stages of the property life cycle throughout Europe, the Middle East and Africa (EMEA).

What we need: Due to our continued success and growth strategy in the EMEA region, we are keen to hear from graduates through to associate professionals to work in a variety of different sectors.

Who you are: Degree and professionally qualified; enthusiastic, organised, confident and inspired; enjoy developing, communicating and sharing ideas; able to work as part of a team as well as working on your own initiative; and demonstrate a flexible approach with a strong client focus. Willingness to travel within the EMEA region as potential short- or medium- term roles outside the UK is essential for some of the roles.

What we offer: As a Top Employer, we offer a clear career path with progressive training and CPD initiatives in addition to competitive salaries and excellent benefits.

Please send your CV and covering letter quoting reference RICS2012 to: Andrea Eniks - Recruitment Coordinator [email protected]

Rider Levett Bucknall UK Ltd is an Equal Opportunities employer No agencies please.


About us

Here at East Devon District Council, we consider people to be our most valuable asset. Together, we can deliver excellent services for our communities, plan for the future, and improve the things that matter to our residents, businesses and visitors. Our ambition is to make East Devon an outstanding place to live, work and enjoy for everyone.

About the role

Working alongside our Principal Estates Surveyor, you’ll assist with the delivery of the Council’s Asset Management Plan, identifying and managing opportunities to utilise Council owned land. This will involve evaluating land and property for redevelopment opportunities, undertaking negotiations with landowners and developers, and assessing project viability. You’ll play an important role in project managing the development schemes in the District which will include the procurement and the monitoring of external contractors where needed.

About you

We’re looking for a Chartered Surveyor with sound practical experience of property valuation, development and regeneration. Along with an understanding of commercial negotiation, you’ll have a good knowledge of the legal requirements relating to the acquisition, ownership and sale of property. Always taking the creative and imaginative approach, your strong organisational and time management skills will be backed up by a proven ability to use your own initiative.

For an informal discussion, please contact Donna Best, Principal Estates Surveyor on 01395 571584, or email [email protected]

To apply online, please visit our website www.eastdevon.gov.uk or www.devonjobs.gov.uk Alternatively if you have no internet access then contact the First Stop Desk on 01392 383034 quoting reference: ED03/351F or ED03/352F. Closing date: 21 September 2012.

Development Surveyor x 2East Devon District Council, Knowle, Sidmouth, Devon

£26,276-£28,636 + market supplement up to £2,960 | Fixed term, one year contract

At e.surv Chartered Surveyors we understand that it takes all kinds of people to make a successful business, and our team is as diverse as our customer base. One thing is consistent, and that is our approach to providing customers with outstanding levels of service. e.surv Chartered Surveyors is the UK’s largest distributor of valuation instructions. Our business is growing, and as it does we need to employ high calibre, passionate people to grow with us. We are currently recruiting for M/FRICS/Assoc RICS qualified valuers and Chartered Building Surveyors to work across both our private and lender client-base.

We are looking for additional full and part time professional people in London (all areas) along with Basingstoke, Brighton, Bristol, Cambridge, Eastbourne, Epsom, Gloucester, Hastings, Kingston, Luton, Norfolk, Northampton, Portsmouth, Reading, Slough, Stoneleigh, Suffolk, Mid Wales and West Yorkshire.

When you join e.surv you’re guaranteed:

• Excellent rewards including a first class salary, pension plan and holiday entitlement

• Help and advice to further your own continuous professional development

• A supportive working environment with open and honest communication

We’d love to hear from you.Send your CV and covering letter to [email protected] or call us on 01636 610555

National Operations Centre, Lahnstein House, Gold Street, Kettering, NN16 8AP

Join the UK’s largest distributor of survey and valuation servicesM/FRICS/Assoc RICS qualified Valuers & Chartered Building Surveyors

Part of the LSL Property Services plc Group Visit www.esurv.co.uk to find out more about us

09.12 // MODUS 57

Recruitment//


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EUROPEAN GREEN CAPITALS

TOP 10 GREENEST CITIES - ASIA PACIFIC

TOP 5 CITIES BY COMMERCIAL REAL ESTATE INVESTMENT

50%The amount of real estate investment concentrated in 30 cities around the world

36,669,000The population of Tokyo, the world’s largest urban agglomeration

30The predicted number of megacities by 2020

LIVEABILITY RANKING*

TOP 10 US CITIES WITH THE GREENEST BUILDINGS

*The EIU ranking scores 140 cities from 0-100 on 30 factors across stability, healthcare, culture and environment, education and infrastructure

Sources: ec.europa.eu, eiu.com, epa.gov, forbes.com, joneslanglasalle.com, mercer.com, solidiance.com, ukti.gov.uk, wikipedia.org, worldpropertychannel.com

58 rics.org

Illustration by Ian Dutnall

Measure//

TOP RANK LEADING CITIES BY VARIOUS CRITERIA

MODUS_Sept_P58_measure_v1.indd 58 22/08/2012 10:43

the logo is intended to bleed off the top left hand corner of the page. the dots should line up withthe page edge, allow 3mm bleed and pull in the picture box to hide the dots.

We’re good at these. Not everyone has the luxury of taking time off to study, nor the funds to do so. Our specialist courses are designed to fi t around real lives, using proven distance learning methods.

We offer Diploma, undergraduate and postgraduate courses. Degrees are awarded by the University of Reading or the Open University and accredited by RICS, CIOB and other professional bodies.

• BSc(Hons) Building Services Quantity Surveying, Building Surveying, Construction Management, Estate Management, Property Management and Quantity Surveying

• Diploma in Construction Practice

• Diploma in Surveying Practice

• BCSC Diploma in Shopping Centre Management

• MBA Real Estate and Construction Management

• MSc Real Estate

• PGDip Adjudication

• PGDip Arbitration

• RICS PGDip Project Management

• PGDip/MSc Conservation of the Historic Environment

• PGDip/MSc Facilities Management

• PGDip/MSc Property Investment

• PGDip/MSc Surveying (Graduate Development Programme)

• RICS Professional Membership –APC Adaptation Route 1

To further your career call 0800 019 9697, email [email protected] or visit our website.

FLEXIBLE LEARNING SOLUTIONS

WWW.CEM.AC.UKBUILDING FUTURES

MODUS_Sept_P59_CEM ad.indd 6 20/08/2012 14:21

The 10% online discount is applicable in the � rst year of your policy only and will be taken from your premium before application of the 12.5% saving. The offers only apply to Hiscox 505 Home Insurance available via speci� c telephone number and website and are subject to minimum premiums. Cases that do not meet Hiscox’s underwriting criteria may be referred to a Hiscox recommended specialist insurance broker, where these offers will not apply. Policies are underwritten by Hiscox Underwriting Ltd on behalf of Hiscox Insurance Company Ltd both of which are authorised and regulated by the Financial Services Authority. The Royal Institution of Chartered Surveyors is an Appointed Representative of Hiscox Underwriting Ltd. Reference to standard policies is based on a typical level of non-high net worth cover as de� ned by the independent � nancial research company Defaqto Ltd. For UK residents only. 10434 07/12

0845 365 1734 hiscox.co.uk/rics

You’ll fi nd no camoufl age or hidden surprises in our policies, just plain English.

RICS members save 12.5% on Hiscox’s standard rates and an additional 10% in the � rst year if a policy is bought online (subject to minimum premiums).

WHY PRETEND TO BE SOMETHING YOU’RE NOT?

AS GOOD AS OUR WORD

Documents

RICS Modus, Global edition — September 2012