For that to happen more widely, Mr Wilbraham said clients had to change the approach by which they procured projects. The complexity stems from its initial construction in the 1870s. The building was, frankly, a basket case from the off. Built as an entirely independent structure from the Barlow train shed, it is bizarre to say the least, explains Galliford Try Construction South managing director James Armitage. When workers took down a huge mirror over a fireplace in a white-painted bedroom, they found richly decorated paper behind it. The company responsible, Angel Interiors, turned to wallpaper expert Allyson McDermott to recreate it. “We did it exactly as it was done 130 years ago,” explains Gary Butcher, managing director of Angel Interiors. The first job was to make a paper that exactly matched the composition of the original, then cover it in gold leaf. According to Frawley, the services strategy was based on what could feasibly be shoehorned into the building. This was fine until the client decided to bump up the hotel specification, which meant more baths and showers. “This was challenging as we had to work with the services as they were,” says Frawley. Some had to be rerouted. Bigger pipes were used along with bigger pumps to push through a higher volume of water.

The weight being imposed on the foundations was a big issue because they are lots of Tube lines beneath us and we had to be careful not to increase the loads on the tunnels,” he says. Original features I think the whole risk profile and the way that is spread in contracting terms will have to change” Simon Frawley, Sir Robert McAlpine We’ve got these cultures that have grown up in construction over many years. It’s just light years away from manufacturing companies. This all about to change. With St Pancras station and its refurbished Barlow train shed now providing the stunning terminus for High Speed 1, this once neglected part of north London is vibrant, and the hotel building a prime piece of real estate.Obsolete as a hotel, and with no plumbing worthy of the name, high ceilings, walls galore and chimneys running everywhere, it was pretty useless when it came to be used as an office building too. Leinster’s theme this week has been about "putting things right" while Munster have, in comparison, kept their power dry. There are lots of great things going on, but I’m not sure there is a great communication strategy behind it that says ‘this is how we get the whole industry involved in this’. The rooms were divided into three groups, according to their historical significance. Seven were classified as “very important”, which means they have to be restored to their original condition. Most of the “not very important” rooms are in the roof, and RHWL has been allowed free rein on them (see below). Elsewhere, English Heritage has allowed fireplaces to be moved slightly and doors to be switched around.

The building had been empty for God knows how long and British Rail had sacrilegiously beaten up the details,” says Mann. “For example, it had bashed holes in the fibrous plaster ceilings to put in hangers for suspended ceilings. All this made it quite difficult to ascertain what was behind the changes, which made it difficult to design.” The government has been really active in this space ever since the autumn statement,” Mr Johnston said. “It’s continued to bang the drum.

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As Mr Hill put it: “There isn’t a single vocational or academic qualification in the construction industry that has manufacturing as even a module. So, we are training internally, but we need the change to happen at universities. Once it had decided on what it wanted to build, MLC chose Laing O’Rourke in February 2006 to do the enabling works. The initial phases of the job included stripping out rubbish and sweeping away the changes British Rail had made, as well as doing early phases of the services, which had to dovetail with work being done on the train terminal. Inspired by the station, Handelsman decided to upgrade the hotel by adding a presidential suite, club lounges and a better spa. Unfortunately, Laing O’Rourke and MLC couldn’t agree on terms for the main contract, so they parted ways in September 2007. So, I think there is a huge shift for clients to require their designers to think about components in the design so that it can be made in factories and mass produced.” On paper it looks like Leinster, who have gone with a 6:2 split on the bench – perhaps incoming coach Jacques Nienaber has had a say – will have too much power for the holders but they still can’t afford to go be as "flat" and "loose" as they were for a spell last week.

Leinster were 12-point favourites before the teams were named yesterday and that handicap has been pushed out to 15 after the match-day squads were known.

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When the Blues went 17-0 after 11 minutes against Ronan O’Gara’s defending champions it appeared to be a gamble that had worked. The firm wanted to develop the building jointly with Whitbread, which held the UK franchise for Marriott hotels, but after Whitbread sold its franchise, MLC decided to develop the hotel and apartments alone, then lease the hotel to Marriott. Once in control of the whole building, MLC raised the number of apartments to 67 and extended them to the second floor. “We preferred to have more apartments, as the hotel was more risky,” says Handelsman, “but the way the area has developed, the hotel will probably be the more lucrative element.” Hugo Keenan (above) volunteered the word "revenge" earlier this week in reference to those two defeats ahead of rematches with Munster and La Rochelle in a 14-day period. I absolutely want it to happen, but as a client, we will ultimately have to make a decision about which bits are done in which ways.”

It wasn’t the supply chain that was the issue – it was influencing the clients and the government” Sarah Williamson, Laing O’RourkeIt’s a really good news story. It’s not a one-hit thing – they have kept going and it could make a massive difference.” The business-model shift and cultural shift that are needed are huge. I think that’s how you truly shift the industry and we have to do that together” Lucy Homer, Lendlease N2 - In this chapter, we explore the significance given to the management of (dis)abled bodies within the field of Paralympic Sport. At the outset it is important to state that we use the prefix “(dis)” connected to the words “abled” and “ability” to make it clear the that we celebrate that the practice of high-performance sport is about embodied physical capital, and, while the public and policy maker alike often fail to see the sport because of the disability (see DePauw 1997), we see the pursuit of physical betterment as a product of ability. It is our aim to undertake a critical examination of the International Paralympic Committee’s (IPC) management of (dis)abled bodies. We are particularly interested in the IPC’s classification process that impacts upon the athletes and shapes their participation within the Paralympics. The Paralympic classification process has three stages:1. Does the athlete have an eligible impairment for this sport? 2. Does the athlete’s eligible impairment meet the minimum disability criteria of the sport? 3. Which sport class describes the athlete’s activity limitation most accurately?