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Debbie Hobbs picks out the latest jargon that says so much about rapidly evolving building practices.
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The Covid-19 crisis has once again placed healthcare at the heart of the debate. The UK now needs to invest significant funds quickly, while ensuring every pound spent makes us a healthier, more resilient nation over the long-term. Re-imagining what healthcare facilities provide and how they function is more important than ever – but how can we make this a reality?
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Bucking the ‘demise of the high street’ trend, banks investing in their existing estate could enhance the social and economic wellbeing of the communities in which they operate.
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As the future of medicine moves towards greater personalisation of treatment, the healthcare estate must now do the same. Using data, smart solutions and considering the detailed needs of everybody who uses the space is the only way to produce a facility fit for tomorrow.
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There is a bold new vision for how buildings can reach net zero by 2050. With longevity at our core to create building solutions designed to last for multiple generations, the decisions we take today with our clients are now fundamental to achieving this target. So, what do we need now to be able to act?
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Pre-Covid-19, Birmingham was one of the fastest developing cities in the UK with large-scale investment across the region and regeneration high on the West Midlands priority list. Research now suggests the region’s economy could be one of the hardest hit – so what does the future hold as we embark on a redefined normality?
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The workplace has long been just somewhere to house your people, processes and systems to get the task done. However, as technology changes the way we live, it is also changing how we work, and has driven a perceptible shift in our expectations for what the workplace is, and what it represents to different groups of people.
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ISG’s group director for sustainable business, Debbie Hobbs, discusses what makes a successful project and how the 'social' aspects of a project's success are becoming more important than ever before.
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ISG’s Department for Education (DfE) Framework Manager, Paul Watkins, explains how we have been working with the DfE and delivery partners to develop a standardised model for efficient school delivery which utilises the latest technology. When combined with social value initiatives, we can demonstrate a new way of delivering the vital infrastructure to support the aspirations of our communities.
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The voices calling for change are getting louder and, importantly, they can be heard across both sides of the table, as construction companies and clients grapple with the significant challenges facing the built environment sector.
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It is becoming increasingly clear that there is an ever-widening gulf between those organisations that are fully signed up members of the BIM club, and those that want to begin their journey, and perhaps more frequently than we’d like to admit, those businesses that simply can’t get out of the starting blocks.
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ISG’s education engagement Manager, Karen Vigar, discusses how the business is taking a proactive approach to ensuring the future of the construction workforce via the development of a new A-level equivalent qualification. This game-changing approach stems from our passion and commitment to legacy and making a difference to the people and communities that we serve.
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What does the future hold for our industry? Our CEO, Paul Cossell, shares his thoughts on disruptive technologies and embracing change.
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ISG head of sustainability, Peter Kelly, considers the shifting landscape of public opinion towards circular economy principles.
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Digital disruption in the world of contracting has begun, but the construction sector faces barriers from traditional working practices. Aysegul Sabanci, group head of procurement and supply chain, explains how we have reacted.
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How can our industry better embrace collaboration and counter the competitive mentality that many believe perpetuates the cyclical boom and bust nature of the sector? Paul Cossell discusses...
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ISG CEO, Paul Cossell, looks at the future for datacentres and how contractors can provide a more responsive solution that brings resilient capacity online quicker.
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ISG’s ambitious new programme aims to put health and safety front of mind for every one of us, every single day. Gordon Kew, Chief Operating Officer, explains.
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Paul Pompili, divisional director, considers the essentials to the successful commissioning of a datacentre.
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How can we bring the circular economy to life in London? Head of sustainability, Ross Wood, outlines what ISG is doing in its role as a London Business Climate Leader.
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Frameworks project manager, Daniel Leigh, discusses the revolution taking place in public sector leisure provision.
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ISG's head of social value, Dr Vicky Hutchinson, explores how ISG is taking the lead on social value in our industry, and what's next for our business as we seek to offer an enduring influence in the communities in which we work.
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As sustainability professionals, we intuitively understand the broad concepts and the multi-faceted nature of those interactions that encompass our company's sustainability vision - but how many of us could realistically claim that our colleagues genuinely understood what this means or even what it is that we do?
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Cardiff-based operations manager, Howard Davies, gives an insight into ISG’s co-developed Level 3 qualification in professional construction practice (PCP) and explores why developing talent is so important for the future prosperity of the construction industry.
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From immersive virtual spin rooms to airtight high-altitude training facilities, Lee Phillips, managing director of our Agility team, looks at how our technology-led fit out approach is extending beyond the office and into the highly advanced fitness market.
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Newly appointed group director for public frameworks, Zoe Price, gives us an insight into her new role, a new task force, and why public sector frameworks are important for ISG.
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ISG’s divisional director, Paul Sharp, explains how One Mabledon Place in London went from being an outdated 1960s office block to one of Europe’s largest pathology laboratories.
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In a special featured article for Construction Manager magazine, ISG’s head of sustainability, Peter Kelly, explains how wider collaboration and communication across the construction industry will help businesses to hit their waste reduction targets.
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Pete Dennis, ISG’s group head of operational best practice, explains how contractors need to think locally when they want to go global.
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BIM strategy manager, Jack Dearlove, looks at how ISG's pioneering approach to technology can help to combat the construction skills shortage.
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Head of technology for ISG’s technology solutions business, Paul Cook, discusses the growth of smart buildings and how technology is driving the built environment.
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ISG regional managing director Andy McLinden discusses construction opportunities in the regional hotels and hospitality sector as property in the capital becomes increasingly harder to find.
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ISG and Asda’s BIM journey started around four years ago when discussions were held to evaluate the benefits of BIM implementation for the supermarket’s capital works framework programme.
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With the unified communications sector predicted to be worth more than £52 billion by 2020, SMEs and start-ups in this field look set to increase. But what will their offices look like?
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The experience of finishes and interior contractors operating in a BIM environment would probably be best described as inconsistent.
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With the formation of BuildUK in September 2015, it could be argued that the environmental agenda hasn’t been a key immediate priority when compared to fair payment, health and safety, training and skills.
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So much has been written about BIM, that it’s become increasingly hard for clients to separate fact from fiction, and to drill down and reveal the real tangible benefits this methodology brings to the datacentre ‘design, build and operate community’.
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While the pace and proliferation of new technology entering the sector has been impressive, we’ve yet to find software that delivers the all-encompassing solution we require.
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Ultimately, social value must go beyond the notion of ‘giving something back’. It’s not a pre-qualification tick in a box, but a genuine opportunity for built environment organisations and their public sector clients to actively build social improvement into every publicly funded scheme
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The onus for driving BIM processes and methodology has traditionally landed squarely at the door of the main contractor. It’s easy to see why this top down approach continues to prevail.
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January 31st marks three years since the Social Value Act came into force, obliging all public sector organisations in England and Wales to incorporate considerations of social value in procurement decisions for public service contracts.
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As BIM methodology is increasingly the standard, rather than the exception, across all project value bands, the role of our supply chain partners is ever more pivotal in our ability to deliver positive BIM outcomes.
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Changes in technology, the jobs we do and how we do them have all caused office design to evolve over the decades too, but that doesn’t mean we should leave anyone behind.
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