It is an honest story but
also a useful historical document, giving a contemporary account of some major
infrastructure developments written from an engineer’s point of view. It
outlines the combination of grappling with technical problems, and the added
challenges of politics.
His
forty years of involvement in urban regeneration, vast business leadership experience and
local knowledge were invaluable during the regeneration of Hulme and the
rebuilding of Manchester city centre.
Sir
Alan discusses his belief that engineers are problem solvers not problem creators.
He emphasizes that the future of engineering requires more cooperation and
partnering which would provide huge cost savings and greater efficiencies. He
discusses the need for local and central government and the private sector to
work together for the benefit of society as a whole.
AUTHOR
Sir
Alan Cockshaw is a highly respected figure in the business world. Born in
Manchester he spent his early career in both the public and private sectors. He
became the Chief Executive of Fairclough Civil Engineering in 1978 and a
Director of Amec in 1982 before his appointment as Group Chief Executive in
1984. In 1988 he became Chairman until his retirement in 1997.
He
was Chairman of Manchester Millenium (1996-2000), English Partnerships and
Commission for the New Towns (1998-2001) and Roxboro plc (1998-2002).
He
became a Director of Pidemco, Singapore (1991-2001), Director of CapitaLand,
Singapore & UK, and the International Advisory Board (2001-2007).
He
was Chairman of the Governors of Bolton School (1997-2007) and Chairman of the Major
Projects Association (2005-2010).
He
became a fellow of the Royal Academy of Engineering in 1986 and was President
of the Institution of Civil Engineers (1997-98). He holds two Honorary Doctorates
from Manchester and Salford Universities.
He
was knighted in 1992.
FOREWORD
by
The Rt Hon. the Lord Heseltine CH
It is a curiosity of ministerial
life that there is no formal process of training. One day you are a backbencher
with a constituency to look after aided by whatever public or private sector experience
that preceded your election to the House of Commons. A day later you are seated
behind a desk appropriate to the dignity and status as one of His Majesty’s ministers
responsible for policy direction over a myriad of issues about which you may have
little knowledge or experience. You will of course, have a feel for what your party
expects of you! An outside observer may feel that there must be a better way to
run a whelk stall.
I revert to the concept of training ministers. If I were to design
such a scheme Alan’s book would be required reading. He brings the objectivity of
a trained professional to the multi-disciplined challenges of public policy. I share
his view that once an objective has been set the first essential is to put someone
in charge and create a mechanism to deliver. Results will invariably depend on cooperation
between the public and private sectors based on an understanding of the essential contributions
that both can bring. He makes the important point that as many of the problems to
be solved have similarities abroad it makes sense to see how other countries cope.
There is a fashion to promote recently graduated party enthusiasts
to act as political advisers to ministers. I never did that but time and again I
appointed advisers to bring their specialist expertise into the heart of the civil
service. Alan’s story is a role model of how men and women with proven track records
can be attracted into public service for the enrichment of us all.
REVIEWS
Building Bridges – Connecting People is a biography of one
of the UK’s most distinguished engineers. Born in Manchester,
Sir Alan Cockshaw FREng became the chief executive of
Fairclough Civil Engineering in 1978 and a Director of AMEC in
1982; he then became the Group Chief Executive (1984–1988)
and then Chairman (1988–1997). He was knighted in 1992.
He became a fellow of the Royal Academy of Engineering in
1986 and was President of the Institution of Civil Engineers
from 1997 to 1998.
In this memoir, Sir Alan writes about his life journey
from humble beginnings in the north west of England to
becoming a President of the ICE and being given a
knighthood.
Throughout the personal journey there are projects, people
and companies who civil engineers will recognise. The lessons
learned outlined through the book include very clear messages
of the importance of team working and knowing their
strengths. Pride of a job well done shines from every page,
which is founded in hard work and determination.
Each reader will for themselves be able to find relevance
today in Sir Alan’s story but also of interest are the changes in
the world during Sir Alan’s career. The book is very easy to
read and could easily be picked up and put down, with each
chapter clearly outlining a period of Sir Alan’s life. The text is
supplemented by some great photographs of projects and
people, including the all-important family and football teams
linking nicely with the narrative.
This book will be of interest to those who wish to better
understand how the wider world of civil engineering interlinks
and impacts upon wider society and can offer a worthwhile
career option for all.
It stands out as a real-life story of how a civil engineer has
connected people through their work. This resonated with me
as it really shows how one person with passion and purpose
can make a difference.
Paula McMahon CMgr, FCMI, CEng, FICE, FWES
https://www.icevirtuallibrary.com/doi/epdf/10.1680/jcien.24.00517
I am enjoying your book and admiring the author of such an excellent book of which you can be very proud. The title is very apt so well done there. I know how much labour will have gone into it. It has a prominent place in one of my bookcases.
Martin Howe
The best book I have ever read... what it says about leadership is astonishing. In my view, nobody has ever written a book about the construction industry like it.
It’s also the best love story I have ever read. PC
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