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Andrew Feighery MCIOB

Multiplex Construction Europe

Brought in to turn round this struggling megaproject for a 62-storey tower in the City, Andrew Feighery offered clear and forceful management that brought his team, the other expert professionals and the supply chain together with superb results. His promotion of transparency, communication and collaboration provided the space to capture multiple innovation opportunities. His outstanding management successfully realised the ambition of an extraordinary delivery strategy for a sophisticated design.

About the Project

22 Bishopsgate, EC2

Construction of 62-storey tower with 1.275 million sqft of office space, completed in 217 weeks.

Client: 22 Bishopsgate

Contract: JCT Major Project

Value: £600m

The bigger the project – and this, the UK’s tallest building after the Shard, was a whopper – the bigger the potential fail. That was certainly the fear here, with the project struggling and the programme under heavy pressure, until Andrew Feighery was brought in. His clear and forceful management brought not only his own team together but also the other expert professionals and the subcontractors, with superb results.

He made the big decision to split the project into three distinct ‘top-middle-bottom’ operational zones, developing a micro-programme for each that assigned unambiguous ownership responsibility and allowed programme risks and opportunities to be clearly identified in a timely manner. His realistic delivery programme recouped some of the lost time through operational efficiencies and on-site sequencing opportunities.

Transparency, communication and collaboration have rarely been so effectively deployed. Andrew provided the space for innovation opportunities to be identified and captured. Items such as a banana-mast tower crane footed on existing piles within the site boundary and the use of a temporary mega frame within the floor plate at level 50 to support another tower crane were the result of a whole-team collaboration that leveraged the existing structural capacity to meet programme needs and cost constraints.

Three critical path activities were simultaneously combined by his introduction of a jump-form rig to build the concrete core, internal climbing cranes to service the superstructure build, and self-climbing jump lifts in the shaft to transport materials and site workers. His implementation of lean construction reduced the category A fit-out cycle from 24 weeks per floor to 19.

Andrew challenged two team members with data analytics skills to map out the vertical logistics for the 278m-high building. Using 4D and crowd simulation modelling, they identified pressure points where materials distribution demand would outstrip supply, allowing hoists to be selectively removed and lifts accelerated into use so that pinch points could be alleviated and smooth programme delivery achieved.

This project had a quite extraordinary delivery strategy – reuse of the existing three-storey basement, retention of some floor slabs, the construction of up to 20 storeys before completion of the foundations, mega transfer structures, and multiple outriggers for stability. The sophistication of the design was matched by Andrew’s outstanding management and delivery of it.