Construction Essays Construction Clients Olympic

crapion Essays Construction Clients exceedingConstruction Clients OlympicThree antithetic elusion studies that is to say (1) Olympic bowlful (2) Wembley orbit and (3) Arsenal Emirates scene of trifleion encounter been specific tout ensemble toldy elect to critic wholly toldy analyse different psyches and grant ups of social system lymph glands as tumefy as the procurance routes discussed in forgo chapters. The evaluation seeks to find out how the verbalism leaf nodes commence influenced the deli precise of ends how the face client go through adhered to the recommendations of the judicature and industrys melodic themes and how the adopted procurement routes have helped in improving the UK construction industry exertion.This chapter basic all toldy relies on the issues discussed in preceding chapters in critically appraising the way the brooks procurements were carried out. The references commentaries have been effrontery in green bandage the case stud ies n aces predominantly obtained through the internet argon given in the normal black.CASE STUDY 1 THE capital of the United Kingdom 2012 OLYMPIC STADIUMAll the case study materials for the Olympics bowlful were obtained from wholly single source which is the internet.The construeThe Olympic orbit is a contrive that is part of an intricate Olympic programme which is embodied by a compulsory prison termtable and programme of works that affects the development of each of the facilities that makes up the Olympic programme.Get help with your essay from our expert essay writersThe delivery of the capital of the United Kingdom 2012 Olympic and Paralympics games facilities is regarded as the biggest and most intricate see to it embarked on in the UK for a very farsighted cadence (MPA, 2006). The put for the Olympics exit be Europes largest regeneration drop (LSC, 2007). The hub essence of the project is the development of facilities for the games as well as the regeneratio n of the section of eastern part of the capital city, capital of the United Kingdom (BBC, 2008a). concord to WLB (2006), the development of the Olympic facilities and their legacy transformation implicates (1) five indissoluble locuss construction namely- Olympic Stadium, Aquatic Centre, Velopark, Handball Arena and Eton Arena (2) three fugacious sporting venues (Basketball Arena, Hoc detect and Fencing Venues) (3) world(prenominal) Broadcast Centre/ master(prenominal) Press Centre construction (4) enduring and temporary twists, roads and link (5) site-wide utilities infrastructure earthwork and extensive landscaping and (6) extensive post games legacy regeneration works.The Olympic stadium brief was drafted to produce an amazing 80,000-seater stadium for the hosting of the bounce back and field events as well as the opening and closing ceremonies for two the Olympic and Paralympics games (WLB, 2006). After the games it would be demounted or possibly knock downd to 25,00 0 seats, further still retains the maintainable and rational strength of hosting ranges of sporting, educational, cultural and community events with sportsman being its core use (WLB, 2006a). The knack of conversion of the stadium from an 80,000-seater venue to a 25,000-seater venue with 55,000 demounted immediately the Olympics ends is regarded as mellowedly innovative and espouses smashing forward thinking (BBC, 2008a).The 496 billion Olympic stadium design is motivate by a commitment made during capital of the United Kingdoms control to bequeath a world class mutant legacy preferably than a term of flamboyant edifice as exemplified in previous Olympics (Guardian, 2008). While considering how to reduce and come up with a reasonable follow and make the demounting of the stadium (as outlined in the project brief and shown in Fig 5.2a) less(prenominal) complicated, the majority of the services usually found within the stadium such as catering, bars, toilets and merchand ise stalls was designed to be located in pods on the forecourt outside the stadium (Guardian, 2008).According to BBC (2008a) the main features of the design argon (1) a sunken bowl built into the cornerstone for the field of merriment and lower permanent seating, designed to bring spectators close to the action(2) 25,000 permanent seats + 55,000 demountable (3) a cable-supported roof that pass on stretch 28 metres the hearty way around the stadium, providing cover for two-thirds of spectators (3) a fabric curtain will wrap around the stadium structure, acting as redundant justification and shelter for spectators and (4) facilities such as catering and merchandising will be grouped into self-contained pod structures.The Olympics Minister, Tessa Jowell MP in her words extols the virtues of the apprehension and stated that Once the Games argon over this will then be trans easyd into a stadium that will non only host bossy prix athletic competition events and other tonic dep icted object sport events but will in any case serve the communities of the boroughs (BBC, 2008a). After completion the stadium will supplement and complements other grand stadia around London such as Wembley, the Emirates and the Twickenham stadia (BBC, 2008a).The ClientThe Olympic programme involves a complex array of 5 key s draw backholders (MPA, 2006) as shown in Fig. 5.2c and bidding for the Olympic has to be in conformation with the International Olympic Committees (IOC) guidelines (Guardian, 2008b). The Olympic climb on comprises of the Secretary of declare for Culture, Media and Sport, the Mayor of London, manufacturer Moynihan, Lord Coe and Jack Lemley (MPA, 2006). The first two people mentioned chair the board alternatively while the rest of the board acts in advisory capacity (MPA, 2006).The Olympic Board Steering Group (OBSG) comprises of senior officials of the 5 key stakeholders namely (1) ODA (2) the London Organising Committee of the Olympics Games (LOCOG) (3) t he Greater London Authority (GLA) (4) British Olympic Association (BOA) and (5) the Government (MPA, 2006). Their main functions are to collectively advice and try assurance to the board (MPA, 2006). These stakeholders have differing perceptions as to what constitute success. While they all have different responsibilities towards the success of the game, their individual objectives has to be met. It is worthy noning that their salmagundi objectives were well reconci guide as per the game. Shared down the stairsstanding was created among them and reconciliation of objectives was low-cal because one of the predominant over loathsomeing aims of both(prenominal) the UK government activity and IOC for the games is sustainability. As discussed earlier in chapter 4, the Egan report recommends sustainability which is in consonance with the stadium construction aims.IOC parameters stipulates that the construction be had to be given in worths in the year of the bidding (2004) quit e an than the likely overall make up in hosting year of 2012 (Guardian, 2008b). This led to the 280 meg bid book price to the IOC (Guardian, 2008b). It augurs that prices had to be going up continuously overdue the inflation in the UK construction industry which ran at 6.5% as at late 2007 (Guardian, 2008b). The issue of the under budgeting which created widespread criticism was part as a result of the IOCs strict guidelines of presenting costing within a certain parameters. The inflation in the construction industry is currently streamlet on close to 7% as against a lower one in 2004 when the estimate was made. The IOC ought to have considered economic terms and allowed for future prices to be made as in most accounting future predictions. It is rather surprising and somewhat disheartening to note that IOC had to wait this long to throw the nix presentation of using bidding year costing as the actual cost of stadium to be built in 8years time. With prevailing interest rates which tends to force cost escalation gave the familiar negative opinion and views with cost rising up to 100% increaseThe demounting cost of the stadium as well as value added tax (VAT) were not included in the initial 280 meg cost submitted to IOC which meant the venue was of all time going to cost more than originally figured (Guardian, 2008b). The brief was hastily made which never tallied with the tactical issues of the whole concept. The author reckons that there was no comprehensive one at the time The strategic issues and the tactical issues were not in unison because of the prevalent atmosphere of un sure thing surrounding winsome the bid. Irrespective of the chosen procurement routes, changes in brief will emphatically lead to changes in cost. Moreover, while offering slick reasons for the demounting and being approbative of a possible buyer of the demountable parts, it is still seen that finding a possible buyer could be onerous or perhaps impossible. Designs and t echnology change rapidly and likewise innovations which tends to leads to changes in materials. Todays innovation can be tomorrows shiftThe imagery and strategic objectives are well spelt out. According to MPA (2006) the vision is To host an inspirational, safe and inclusive Olympic and Paralympics games and go out a sustainable legacy for London and the UK.As shown in the Fig. 5.2c above, the ODA is the human beings body liable for the development and construction of all the new venues and infrastructure for the Games and thus represents the clients on the project (MPA, 2006). The ODA was considered to be a comparatively small organization structure and an industry representative called the private delivery partner was chosen to take up the balance of the mishmash of resources provision and solicitude (MPA, 2006). CLM was however chosen as the private delivery partner. Though they are knowledgeable and bonk client, as discussed in chapter 2, they still engage external expert ise to make up their in-house assemblage. This was a smart approach in the right direction considering the order of the project at hand.The CLM is a consortium of Laing O Rourke Plc, Mace Ltd and CH2M pitchers mound and was appointed to work with the ODA to project manage the venues and infrastructure programme for the games. Their functions include the integration of design, construction, commissioning, procurement, scheduling and cost management (MPA, 2006). The consortium signed performance base decoct where profit will be earned if targets are met thus making it a reward structure linked with delivery.5.2.3 The depth psychology of the Procurement ProcessODA launched a procurement insurance policy that gamylights both high quality and value for silver as core values for procuring contracts for all the 2012 Games venues and infrastructural developments (WLB, 2006b). ODA chose a agonistical process to procure an Integrated Design and Construct squad for the design and cons truction of the Olympic stadium so as to ensure top quality design, construction and completion, commissioning, testing and licensing of the stadium for the Games (Creative Match, 2006).The procurement policy has themes such as security measures, sustainability and legacy and thus allows all businesses bidding for contracts to be rated according to a balanced scorecard (WLB, 2006b). The policy is expected to result in an superior working relationship with share values and objectives of sustainability and lasting legacy with the best of businesses and companies found in the UK construction industry (WLB, 2006b). It is envisaged that the successful bidder must have an innovative design flair, capacity, experience, skilful expertise, financial and economic strength (Creative Match, 2006). This was successfully achieved through the appellation of the like bidder.The ODA preferred tendering option was the Electronic tendering (E-tendering), a two stage competitive process which allo ws companies to take part in tenders in a secured and expeditious way (WLB, 2006a). In consonance with the EU guidelines (WLB, 2006a), 7 national and external applications/bids were received to pre-qualify for the contract (NAO, 2008). Consequently, in compliance with the public contracts regulations, ODA sets prequalification criteria which were only met by Sir Robert McAlpine Ltd ledger entry (WLB, 2006a) and was considered both viable and compliant with necessarys (NAO, 2008). It is however worth noting that contest was not keen because of the relegate of only one successful tenderer to the close stage. The use of two stage tendering is to give chance for competition which never materialised. To the authors consternation it is a shame to the industry. The Australian company, manifold would have provided a stiff competition to Sir McAlpine had they successfully executed the Wembley national stadium project.Moreover, negotiations started amongst ODA and Sir Robert McAlpine L td and a Memorandum of Understanding (MoU) which is legally binding was signed to both design and flesh the Olympic stadium (WLB, 2006a). To the dismay of ODA, a fact bidder team was without a construction contractor despite the core requirement for an corporate design and build bid (NAO, 2008). Again, this is a shame to the UK construction industry which produces 6% of the nation GDP. The action does not exemplify professionalism. The combine design and construction approach will reduce risk and latent cost overruns (Creative Match, 2006). However, as it turned out an additional 29 zillion pounds which translates to 525 million is expected to be the potential final cost ODA reckons that the moony interest was as a result of the risk perception of high profile stadium project in the UK public sector and too the advance knowledge that team up Stadium was to a fault a bidder (NAO, 2008). However, due to the failure of other bidders, ODA entered into a single tender basis wit h Team Stadium (NAO, 2008). The failure of Multiplex to produce a successful Wembley stadium resulted in its non consideration.The MoU entails the key commercial terms which created the basis of the full integrated design and build contract and records the terms on which the contractor concord for further design development sooner the signing of full contract (WLB, 2006a). Considerable design and value engineering was carried out on the project and the signing of the MoU allowed the development of design which necessitated the early procurement of commodities such as blade compulsory to build the Stadium (London2012, 2007). It is worth giving congratulations here that, as detect in chapters 3 and 4, one of the averred recommendations of the government and industry reports is the early run chain assemblage. Also, the use of value management in removing unnecessary design and cost as discussed in chapter 4, which is a key theme in NAO modernising construction report of 2001, is a incur adherence.The Sir Robert McAlpine Ltd and their designers are known as the Team Stadium (WLB, 2006a). According to WLB (2006a) the Team Stadium comprises of (1) Sir Robert McAlpine Ltd (Construction contractor) (2) HOK Sport Ltd (Architect and Sport venue designer) and (3) Buro Happold Ltd (Structural and services engineers) (WLB, 2006a). The three companies have at different times worked together on different projects namely (1) Arsenal stadium (Sir Robert McAlpine Ltd, Buro Happold Ltd and HOK Sport Ltd (2) ExCeL Exhibition Centre (Sir Robert McAlpine Ltd and Buro Happold Ltd) and (3) The enlightenment project (Sir Robert McAlpine Ltd and Buro Happold Ltd). This demonstrates integration of supply chain, long term relationship and collaborative workings as dictated in all the previous chapters.Consequently, a design and build contract was signed with the Team Stadium on 17 March 2008 (NAO, 2008). This demonstrates single point responsibility and adherence to government dir ectives of 3 impelling procurement routes that exemplifies value for money as observed in chapter 2 and 3. A forecast of potential cost of 525 million was envisaged in March 2008 which reflects the uncompetitiveness of the procurement process and the changes in the design and ambit requirements as a result of roof amendment (NAO, 2008). Therefore, 525 million stands as the potential final cost and 496 million as the budget (NAO, 2008). This is common to all design and build route and its variants as discussed in chapter two. Design changes and variations are costly.5.2.4 Lessons LearntIt is still premature to ascribe failure to the Olympic stadium because of the besmirched and blistering information ready(prenominal) to the public. With cost also escalating every seconds of the day, these has eroded the brain of the public and cast bad consequence virtually the stadium success. just about messy projects always have time and cost overrun disposed to them which always leads t o adversarialism. When a project involves multiple stakeholders with little time to bid for the Olympics, there are bound to be hurried assembly of bids which index not be absolutely impeccable. This indicates that lesson should always be learnt from the limitation of previously held Olympics. The IOC has taken a wonderful timely reversion of presenting bid costs in the year of hosting rather than in the year of bidding which is a welcome action.Smart approaches are been taken to erase the bad impression and re-create public confidence. The time table have been reset with the project starting three months ahead of schedule which is hoped to make the stadium available forrader the scheduled time. Also, the early assembling of the teams is really helping the progress of the project.The procurement policy which is in consonance with the stakeholders objectives of sustainability and legacy derivation is seen to be a right move in the right direction. It has resulted in excellent work ing arrangement of the assembled team. Moreover, it is worth acknowledging that any endeavour that is worth doing should be done well. The Sir McAlpines past achievement record was the overarching consideration of their success, while Multiplex shame delivery of the Wembley hindered them from even tendering for the project.The design and build can be seen to be the right route for the stadium delivery. While its limitation of not been so good in quality can be enhance by close monitoring of project omnibuss, its time and cost certainty for the stadium delivery is a forte attached to it which is most consequential for the stadium delivery.CASE STUDY 2 THE WEMBLEY NATIONAL STADIUMThe switchThere is the worldwide believe that the Wembley national stadium has always had an especial(a) place in the annals of the UK as an event and entertainment revolve about (Quintain, 2004). During the late 20th century, the Wembley national stadium hosted series of major park, field of study and f unfair events such as the 1924 British Empire Exhibition, the 1934 Empire Games, the 1948 appendmertime Olympics, the 1996 World Cup Finals, the 1978 Eurovision Song Contest, the 1996 European Championships and several other events ordered in between (Quintain, 2004).The stadium was demolished in 2002 and rebuilt in 2006 to a 90,000-seater stadium (WNSL, 2008). The new 757 million Wembley national stadium (NAO, 2003) is now most thrice as large as its former size with its arch positioning 140 metres beyond its con line of merchandise, which is considered enormous enough to roll the London eye beneath(Quintain, 2004). Though the arch replaced the twin towers which were the stadiums symbol, the Wembley national stadium is still considered as an icon just as the old Wembley stadium (SPG, 2008a). Though controversy trailed the demolition of the iconic twin towers, but it is worth giving kudos for the eventual settlement of the uproar with the impeccable select of the arch.The projec t was triggered in 1996, by the clamour for a new incline national stadium and consequently after(prenominal) national competition, Sport England overwhelmly selected Wembley as the preferred site (House of Commons, 2004). Sport England overarching objective was support the development of an iconic stadium for three major sports namely football, rugby fusion and athletics (NAO, 2003).The principal uses of the Wembley national stadium are football and rugby league (NAO, 2003). It is mandated that after five years of the stadiums operation, 1% of its annual turnover will be donated by WNSL for the delivery to sports education and other projects (NAO, 2003). The Client The football Association (FA) was at the forefront of the stadium project and the stadium was at long last brought to life by its subsidiary, WNSL (House of Commons, 2004). WNSL was responsible for its construction and consequently charged with run and owning the new stadium (NAO, 2003). The Wembley national Stadiu m project was wholly undertaken by private sector organisations and was mostly financed by private capital (NAO, 2003).The public sector contribution towards the construction of the stadium was 161 million with the breakdown of (1) one hundred twenty million from Sport England (2) 20 million from the Department for Culture, Media and Sport (DCMS) and (3) 21 million from the London Development Agency (NAO, 2003). The full contributions of the key stakeholders (both the public and private sectors) and the various uses of the funds are as shown in Fig. 5.3b and 5.3c respectively.lolly generated from the operation of the Wembley National Stadium are used by the FA for the advantage of football (NAO, 2003). The issue of track inclusion in the design created a bit of acrimony between Sport England (SE) and WNSL (House of Commons, 2004). However, it was later decided that athletics consideration (track) should be withdrawn which SE was persuaded to accept unwillingly (NAO, 2003). This ac t is seen to be unfair. As one of the key stakeholders a coupleing ought to be called and sought the view of SE before taking any decision. mayhap value management exercise ought to have been carried out as discussed in one of the industry report and all the stakeholders especially SE would have a shared understanding as to why the track is to be removed.The Analysis of the Procurement ProcessOn 14th July 1999, WNSL threw open bids submission for contractors for the Wembley national stadium ( urinateing, 2008). Mowlem, HBG, Sir Robert McAlpine and Bovis/Multiplex were the companies that responded to the invitation (Building, 2008). In early 2002, Cyril Sweett was hired by WNSL as the independent consultants and the firm consequently gave Multiplex contract a clean sheet as providing value for money (SPG, 2008a). Initially, Multiplex was concord as the preferred contractor on a guaranteed maximum price (GMP) design and build contract of 326.5m (which does not include design fees) w ith a 31/4-year programme to construct the Wembley stadium (Building, 2008). The Wembley National Stadium project was completed in 2007 at an amazingly high cost of 757 million (House of Commons, 2004) with the stadium eventually gulping 445 million (NAO, 2003). The project overran on time and cost.The design of the stadium was carried out by architects Foster and Partners and HOK Sport while Sir Norman Foster designed the arch and the roof structure (SPG, 2008a). According to Building (2008) the tendering process started with the appointment of Bovis/Multiplex consortium in 2000 as the preferred contractor which was later dissolved and Multiplex was appointed. Bovis opted out when it envisaged that the hold price was not tenable or visible (Building, 2008). This was the genesis of the stadiums problem. As a deeply rooted company in the UK, Bovis understood very clearly that construction was not visible at that cost. However, owing to the plausible smart play of WNSL and the ubiqui ties of mischief associated with the design and construct route were contractors bid low in order to wait for claims and variations to improve their profit. WNSL fell for the fix and an agreement was signed. But this turned out to be adversarial leading to legion(predicate) accusation and court cases. Moreover, Tropus was first appointed as Wembley project manager whose contract ran out and was consequently replaced by Symonds (Building, 2008).Due to the clamour in 1996 for a national stadium, Wembley was consequently chosen as the preferred site (House of Commons, 2004). Two years later, SE awarded 120 million towards the development of the project (House of Commons, 2004). It was however envisaged in 1998 that the construction cost would be in the land of 320 million and to be completed within 4 years (House of Commons, 2004).However, in year 2000 the project suffered financial setback and a request for additional public fund was initiated by the FA in 2001, but the Secretary o f conjure up for Department for Culture, Media and Sport (DCMS) declined and asked Mr Patrick Carter to review the project (House of Commons, 2004). A staggering sum of 1.6 million was squandered in reviewing the project (House of Commons, 2004). From the authors viewpoint, expending such an issue forth of money in reviewing does not exemplify value for money. A report from Tropus should have been taken serious and re-tendering ordered instead of spending the money on reviewing and coming out with little effectual report.It was noted during the course of the review, that there was lapses on the project by WNSL and DCMS was also cognisant of concerns about features of the management such as the procurement process which resulted in the appointment of Multiplex as the main contractor to build the stadium (House of Commons, 2004).This concerns led to its investigation by Mr David pack CBE stemming from the request of the then Chairman of Wembley National Stadium Limited (House of C ommons, 2004). While no speck of evidence of familiarity was found, serious concerns were raised as to whether equal opportunity was granted to all the bidders (House of Commons, 2004). A conclusion was however reached that the procurement process did not meet the highest standards expected in the industry (House of Commons, 2004). It was noted that a comprehensive evening gown procurement process was not enacted by WNSL and it was also seen that for the award of the homogeneous contract, they ran two separate corresponding tendering processes on dissimilar terms (House of Commons, 2004). To buttress the non enforcement of level playing ground, it was also noted that they had dialogue with Multiplex before the commencement of the formal procurement process (House of Commons, 2004). As a client of the construction industry, the action is seen to be against best practice. As an industry seen to be besmirched with image problem, a favourable and fair level playing ground is expecte d to be provided by the construction client for active interestingness of all and sundry.It was therefore concluded by the then Secretary of State for Culture, Media and Sport that the availability of further public funding would be hinged on meeting series of tests by both the FA and WNSL (House of Commons, 2004). However, these tests were later met and the project was considered worthy of further support (House of Commons, 2004).DCMS thought of re-tendering the construction contract as a condition of further support was discarded on the ground that no likelihood of savings to the public purse would be achieved (House of Commons, 2004). This was a wise decision considering that 1.6 million has been expended on review and more time susceptibility be wasted in re-tendering.Two reports were published by Tropus and James and they both concluded that WNSL never followed best practice thereby lovelorn of best value (Building, 2008). It was however argued that players in the UK industr y were not given ample chance to compete for the project (Building, 2008).The arch construction started in 2003 and its fabrication was done on-site using steel modules manufactured by steel subcontractor Cleveland Bridge. However, irreconcilable differences erupted between Cleveland Bridge and Multiplex and the former had to leave the project and was replaced by another steel subcontractor called Hollandia (SPG, 2008a). Cleveland Bridge was unsure if they would be paid for the materials to be employed (SPG, 2008a). This later resulted into a court case (SPG, 2008a). This reinforced the issue of long time relationship and effective supply chain integration as discussed earlier in previous chapters. The author reckons that Bovis/Multiplex consortium would have provided pixilated supply chain ties needed for success. Bovis is a deeply rooted company that understands the UK industry and has a strong supply chain leaning unlike the Australian company. While judge the EU directives, it is also more important to look at the precedency of magnitude of projects executed by the company in the country under consideration. If there had been strong supply chain ties between Multiplex and its steel sub-contractor, the issue of distrust of payment would never have arose.Lessons LearntThe design and build and its various variants are expected to be produce cost and time certainty which were never on the Wembley stadium. The novated design and build which was employed on the case study was expected to allow the client the opportunity to have great input into the design before novating the designer to the contractor after output specification would have been fully specified. From the case study, the GMP novated Design and Build contract was hurriedly assembled by WNSL without fully establishing its requirement. This is considered inappropriate and as discussed in previous chapters, can lead to adversarialism. Consequently, the project was characterised with numerous court c ases.It was also noted that the project was full of adversarial relationship both on the sides of the client and contractor and the contractor and sub-contractor. All the benchmark reports as discussed in chapter foursome advocated for long term relationship and effective supply chain management. cognition of UK construction industry terrain is very essential which as noted in the case study was not quite and fully understand by Multiplex. WNSL too never made matter easy by allowing Bovis to passport out of the process and rushing into agreement with only the Australian company. As noted in the case study, Multiplex is partially or perhaps bereft of the modus operandi of the UK construction industry and the author reckons that was why multiplex entered into a consortium with Bovis. However, WNSL action and consideration of multiplex could be seen to be based on price alone and perhaps very low cost consideration which is not in consonance with best practise. Strong and effective s upply chain was devoid in the project leading to extensive rift between the supply chain due to lack of long term relationship.As noted in case study one of the Olympic stadium, Multiplex image has been besmirched by its empty-handed execution of the Wembley national stadium. It can be concluded that for a construction company go along existence and progress in the volatile UK construction industry, successful and unsuccessful past project execution will surely play solid role in its successful bidding for project.Lastly, the project was seen to lack effective stakeholders management. Due consideration involve to be given to all stakeholders before changing any aspect of the project. Effective and timely consideration needs to be the watchword.CASE STUDY 3 THE ARSENAL EMIRATES STADIUMThe ProjectThe Emirates stadium is a 60,000-seater stadium constructed in Ashburton Grove as a replacement for the Highbury stadium which was the former ground (SPG, 2008b). The Emirates stadium is the home of phase modulation league Football Club called Arsenal.Announcement was made in late 2004 that the new stadium would be known as the Emirates stadium