Name: Richard Shroll ACIOB
Employer: Wates Construction
Project: The Margaret Thatcher Infirmary, The Royal Hospital Chelsea
Contract: JCT 2005
Hand-picking, among others, a former stonemason, an ex-carpenter and a structural engineer, Richard Shroll assembled the strongest of teams for this project. But whatever their experience, he made a point from the outset of finding out each individual’s career aspirations, and then coached, developed and formed his colleagues accordingly. The true value of his input can be measured by the fact that they have all since moved forward with their careers.
An inspiring manager, Richard was without doubt the leader of the team, with a clear strategy from day one. He was motivational, fostered a strong teamwork culture, and never allowed a problem to become a crisis.
He kept the subcontractors focused by hosting monthly principal meetings. His day-to-day liaison with trade managers, reminding them of their obligations and the importance of the users, ramped up their commitment and desire to succeed.
He based his programme on a logical construction sequence, breaking the building into four zones to give continuity of work for all trades. His stringent daily analysis of the progress of onsite and offsite activities swiftly uncovered the fact that between tender and construction the design team had doubled the number of reinforced concrete columns, impacting the programme activity allowance.
Richard resourced accordingly but also successfully reviewed methods, proposing substituting precast for in situ concrete for some of the horizontal beams. His initiatives maintained the programme while keeping the extra costs on the changed structure to a minimum.
His carpentry background proved invaluable in leading a complete joinery redesign that simplified the installation with marring the overall appearance or structural integrity. He was also instrumental in rationalising the M&E and containment, sourcing more cost-effective stone, and proposing numerous cheaper alternative materials.
And with neighbouring users more sensitive to nuisance than the general public, he insisted on all site workers receiving environmental training. Site generators were fitted with acoustic barriers, mortar silos introduced, and water points set up to reduce dust on haul roads.
Value: £22.9m