In the latest property news, mixed views can be perceived in the varying performance of renting rates across Scotland, in comparison to those rates witnessed, and reported on for across England and Wales. The figures, effectively showcasing the overall rise in rent rates across the UK, display that Scottish property
As of a survey by the Association of Plumbing & Heating Contractors, it has been urged for those leaving school to be encouraged to look into the possibility of undertaking apprenticeships as opposed to the more traditionally considered route onto the career ladder. And while higher education is still considered
Following on from National Apprentice Week a survey of over 1000 employers has been carried out to discover attitudes towards apprenticeships from employers within the industry. Over 1/3 of employers who haven’t hired an apprentice were not aware of the grants available. Over 40% of trade companies who haven’t hired
The realm of property, and the provision of associated services, is one which, in its present state, possesses ample opportunity for those looking to succeed. As such, the market for such services is, as one might expect, increasingly competitive by very nature, and, in ensuring ample differentiation between competitor services
Increasingly there are levels of pressure being placed upon industry organisations to operate in a more responsible manner, with great encouragement from government, industry associations and peers alike to display role model conduct on areas of corporate responsibility. Yet, with the very concept of Corporate Social Responsibility (CSR) being such
In times of economic uncertainty, it is of incredible importance to the modern leaseholder that they are able to monitor how their properties are being managed and then, in turn be able to control their own destiny and where they live. Understanding that only through transparency and communication can this
Now celebrating its 50th anniversary, One Housing can trace its origins all the way back to 1966 when it was originally founded as a housing association – a point from which the company has grown and developed over the years. Unique to the evolution of One Housing’s infrastructure, however, is
It has been announced that Owen Pugh GDC, a leading northeastern civil engineering practice has been successful in earning a £1.1m project for infrastructure works in line with a leading Newcastle-upon-Tyne housing scheme. The contract, to see Owen Push complete a series of works, such as the installation of roads,
Presently it could be argued that a lot of pressure is placed on property developers and local councils to deliver on residential housing schemes, bring about further affordable housing for residents, and do so quickly. Yet, often overlooked when considering the housebuilding arena is the widely reported skill shortages for
Aesthetics is everything and good interior design has the ability to transform a building, mark its entry into the modern-day, and is key to creating something which is more than purely functional. Acknowledging the imperative of flooring as a key component of an aesthetic structure, and doing so in a
In the latest property news, mixed views can be perceived in the varying performance of renting rates across Scotland, in comparison to those rates witnessed, and reported on for across England and Wales. The figures, effectively showcasing the overall rise in rent rates across the UK, display that Scottish property rents, although successfully rising, have only done so at two thirds of the rate seen in England and Wales, with a rise of circa 2.1% each year – reported in the latest but to let index from Your Move. Across England and Wales, an increase of rents has been reported to sit at some 3.3% each year, greatly outpacing the aforementioned rise in Scotland. Additionally, it has even been highlighted that pockets of Scotland have even witnessed periods of stagnation in rent prices on a monthly basis, with some areas, including Glasgow and the Highlands actually facing a fall in rents compared with January. The result come at a curious time, with Scotland simultaneously seeing a period of extensive governmental intervention into the private rent market, whilst simultaneously experiencing markedly slowed down growth in rents. Though, as highlighted by Brian Moran, Your Move Scotland’s Lettings Director, the figures do indeed still point to a degree of growth, yet against a considerable degree of stronger tenant finances. “Like any market, affordability is a fundamental check on prices. Rental arrears are a great benchmark of affordability in the market, and their frequency is falling,” explained Brian Moran. In fact, it is not the first time in which governmental intervention has led to similar levels of effect, likened to the 2012 tenancy fee abolition. Yet, how the sector now reacts to the changes presently being faced, and also how plans are made to ensure continued profitability in the sector, is yet to be fully seen – time, however, will tell.
As of a survey by the Association of Plumbing & Heating Contractors, it has been urged for those leaving school to be encouraged to look into the possibility of undertaking apprenticeships as opposed to the more traditionally considered route onto the career ladder. And while higher education is still considered to be the primary mode of progress for individuals, questions can be raised as the benefits in contrast to apprenticeships which can often provide more specific (to the relevant role) training and an easier time breaking into the sector for certain career paths. In the survey, the Association of Plumbing & Heating Contractors surveyed some 1,830 homeowners within both Wales and England, to gauge their opinion on apprenticeships. Of the results, it was highlighted that a surprisingly high 86% of individuals actually stated that they believe that those leaving school should face more encouragement on the apprenticeship front, as opposed to the more traditional path through to Higher Education – in fact, a mere 2% of those surveyed actually stated to disagree with this notion. Additionally, 81% of people nodded to the benefits of pursuing an apprenticeship, with respect to the provision of earnings and key, targeted learning for their career of choice. 78% then supported this notion, believing that apprenticeships provide a good way into a career of choice as well as 77% of those surveyed also stressing how important professional training is. Of course, the results come as no surprise, with an increasing number of university graduates struggling to break into their career of choice due to a lack of experience and a degree of insecurity as to the assurances of finding a job quickly after graduation. Combined with a shortage of skilled tradesmen, and the aforementioned lead into a career through apprenticeships, it is for these reasons that we can see apprenticeships starting to come to the fore more prominently as a direct means into a number of enviable careers.
Following on from National Apprentice Week a survey of over 1000 employers has been carried out to discover attitudes towards apprenticeships from employers within the industry. Over 1/3 of employers who haven’t hired an apprentice were not aware of the grants available. Over 40% of trade companies who haven’t hired an apprentice wouldn’t know where to start. This is despite an overwhelmingly positive response towards the scheme from those who have hired an apprentice While it is clear that those who have hired an apprentice are very supportive of the scheme, it is also clear that many employers are not sure about how they could hire an apprentice or of some of the basic benefits of hiring an apprentice. The fact that 42% of employers who haven’t yet hired an apprentice wouldn’t know where to start when it comes to hiring an apprentice and that 39% were not even aware that government grants are available, shows that there is still work to do when it comes to publicising the apprenticeship scheme. On a more positive note, it is clear that employers who have hired an apprentice have found the experience to be very valuable. 54% of employers reported that they were very satisfied with the experience and 39% said they were satisfied. The main benefit of hiring an apprentice was, perhaps unsurprisingly, providing skilled workers for the future (with 75% giving that as a response). There were also some interesting findings for those thinking of entering the sector as an apprentice, with employees saying that the most sought after quality in those looking for an apprentice was a proven work ethic. This survey was part of a wider campaign ran by Power Tool World to spread the word about apprenticeships across the sector. Chris Guy, managing director of Power Tool World, said “You can see from the results of this survey how important apprenticeships are to the construction industry and that there is still work needed to raise awareness and educate the industry. We’re taking any opportunity to do our bit to promote the scheme to young people and employers on the many benefits of apprenticeships.” As part of this, they have also created guides for apprentices (‘Kick-starting your Career in Construction’) and those thinking of hiring apprentices (“Why you should hire an apprentice” ). Both of these guides were created with the help of the National Careers Service, who provided important tips for both employers and those thinking of becoming an apprentice. By Power Tool World
The realm of property, and the provision of associated services, is one which, in its present state, possesses ample opportunity for those looking to succeed. As such, the market for such services is, as one might expect, increasingly competitive by very nature, and, in ensuring ample differentiation between competitor services and one’s own, organisations are required to go farther than ever before in offering a truly unique, tailor-made service. Ahead of the curve in this respect is Aitchison Raffety, a company which offers a truly unique approach to business, both for its clients and within the organisational structure of the company itself. With 14 locations around the UK and a wealth of experience contained within the walls of the company itself, Aitchison Raffety aims to be the first choice for professional property solutions and as such, pursues excellence in each and every aspect of service delivery. Able to deliver a tailor-made solution to clients of any form, shape or size, the Aitchison Raffety approach to property is one with which it is difficult to contend. Working across all sector archetypes, all manner of client, Aitchison Raffety plays host to an unrivalled, multi-disciplinary set of specialist skills which is effectively able to provide a comprehensive, all-encompassing service to those in the possession of property. And yet, while this broad approach to property services does, in and of itself, lend itself to a vast array of potential clientèle, the company maintains a key focus upon careful, sustained growth through developing close working relationships with clients. As Carl Grint, Head of Property Management explains: “We’ve seen steady growth within the business. Despite the recession and the challenges faced by businesses over the years, Aitchison Raffety always taking a step in the right direction. ” And it is due to the company’s commitment to long-term relationships with the clients, that the company has indeed been able to grow gradually, carefully and sustainably to this very day. Aitchison Raffety is a keen monitor of present and prospective future market trends and developments. Incorporating everything from the overlooking landscape of the wider property market all the way down to the base understanding of what exactly it is that a client may be seeking from a provider of property services. Grint commented: “We’re very conscious of the changes in the market for management. It’s constantly evolving, and we’re aware of that. I think the most successful managers encompass a far wider range of specialities; we’re not a blinkered manager in the sense that, if you want a property managed then it’s not just solely about collecting rent, but is in fact far more than that. Usually, if we’re embarking on a new relationship then it starts with the client having a problem to solve, which we’re very aware of.” Integral to gaining this understanding is, as is most evident, close liaison with key clients and industry partners as facilitated by the relationships already developed between the company and client. And developing relationships between company and client, as opposed to an individual manager and the client is another area where the Aitchison Raffety approach actually differs from that of its direct competitors. While many companies offering property services, specifically those relative to management, focus upon developing one-to-one relationships between individual members of staff on either side of the client and manager position, the Aitchison Raffety approach instead promotes the development of company-to-company relations. On this important note, Grint provides further insight: “Because we don’t look at the short term specifically, and instead at the long-term, sustainable future, the relationship isn’t necessarily between an individual person at Aitchison Raffety and a client, but with the team and the client. “We have a team approach to managing and this means that there may well be a lead client contact, who takes responsibility for the instruction, but it’s rarely serviced on an individual basis. Individual elements may be served like this, but there’s a team approach to business, and teamwork is therefore a very crucial part of our strategy. “As we’re a very multi-disciplined organisation, it would be wrong of us to act as individual divisions, so we promote teamwork both within and out of the division. Our people strategy, for example, involves a real focus on the staff, not just the managers, where every member of the team is monitored for learning and development. We have continuous development reviews, but it’s not just a box-ticking exercise for us, as we really believe in looking at long-term career development for people.” Of course, this approach to business is one which directly lends itself to supporting the future of the company, as is outlined in the company’s own vision, and as such the continued prosperity of the company is all but ensured. Playing a key role in the future goals of the company will be a focus upon a combination of both the people, and operational structure of the business in a bid to ensure the highest degree of efficiencies, safety and professionalism across all works. Through the company’s clear dedication to investment into new technologies and its own workforce, this again, is all but ensured.
Increasingly there are levels of pressure being placed upon industry organisations to operate in a more responsible manner, with great encouragement from government, industry associations and peers alike to display role model conduct on areas of corporate responsibility. Yet, with the very concept of Corporate Social Responsibility (CSR) being such a vast and nigh-on all-encompassing sector, it can be considered quite easy for organisations to get bogged down in the million and one ways to move forward; effectively, where to start? Now, of course most organisations recognise some of the key areas of corporate social responsibility, which traditionally revolve around sustainability, environmental concerns, health and safety, local community works, providing benefits around those works being performed, providing personal development and opportunities for workers, and also supply chain transparencies. But with so much included in the CSR agenda, it can be very difficult for organisations to push the envelope on each of these areas simultaneously, or so it may seem. Increasingly, key players in the construction industry have been perceived to try and meld different aspects of CSR temporarily, creating and undertaking projects where multiple boxes in the corporate responsibility agenda can be ticked all at once – and then being singular in nature, making this far more easy for organisation’s to manage. For example; when undertaking projects in a community, interaction with that community is highlighted as being of considerable importance, yet it’s key to address the form of communication and channels thereof. Through interaction with local educational establishments, such as schools, construction companies have been seen to partner and work across the CSR spectrum most effectively: examples may include talks on environmental best practice, the importance of safety around construction sites and more. What this means effectively is that, while it can be difficult for organisations to arrange complete strategies for CSR, especially in those organisations with smaller operational teams and controls, this does not mean that progress cannot be made in the field. Through thinking small-scale and creating targeted CSR-relevant projects, even the smallest of organisations can make a difference in a controlled, easy to manage environment.
In times of economic uncertainty, it is of incredible importance to the modern leaseholder that they are able to monitor how their properties are being managed and then, in turn be able to control their own destiny and where they live. Understanding that only through transparency and communication can this degree of confidence be assured to leaseholders, this is where the Ringley Group enters, offering a service which revolves around the core principal of 100% transparency and the development of clear and achievable property ambitions. Originally established in 1997, the Ringley Group is one of the UK’s leading providers of property solutions, maintaining a diverse service portfolio which includes, but is not limited to: surveys, valuations, legal services, property and facilities management, and sales and lettings. Based in Camden Town, Ringley manages circa 10,000 properties and is nationally recognised for its responsible and green approach to business. Preferring to restore rather than replace, a sustainable business approach maintains a solid position within the Ringley ethos, alongside that of its notable dedication to transparency. “See what we do. Understand what we do, and then, we’ll help you to build a strategy,” explains Mary-Anne Bowring, Director & Owner of Ringley Group. Through the collation, management, analysis and feedback of a vast wealth of property data, Ringley covers all the bases to keep owners informed help them understand both the position of their property today, and what needs to be achieved tomorrow. Then, by engaging Clients in intelligent discussion the right strategy for the block Ringley works to build common purpose for the benefit of all, Ringley is placed not only as a responsible manager of property assets, but also as an innovative company one keen to partner with owners as an incredibly important, but sometimes overlooked, stakeholder in the future of the property. In facilitating this partnership it is undeniably essential, however, that Ringley is able to maintain a clear view of the challenges and opportunities which leaseholders must have an understanding of to develop these strategies. As Bowring furthers: “We believe that the problem in our industry is that a lot of the problems are intangible. If the customers aren’t seeing what’s going wrong, or what’s happening every day then they might think that not much is going on. However, if you’ve got a block of 500 leaseholders, you’ve got a lot of people you will be interacting with, yet you still have that one who doesn’t know what you do. We have a lot of strategies to make what we do more transparent, for example: every time we go to site we email everybody to say we’re coming, primarily to open a channel of communication where they can ask us to look at things specific to them, and we send them our report afterwards.” Providing clear connections on all contractor works orders, checking, visual inspection, and before and after photos represents just one customer wish implemented. As such, Ringley’s approach to keeping the leaseholder informed is notable, however, this isn’t the only way in which Ringley inspires an informed approach to business. Being one of the most well established and innovative agents within the property services arena, Ringley also participates at industry events and round table forums so is definitely abreast of the latest changes and developments, in addition to being an influencer of these too. Consequently, the company professes expertise beyond the bricks and mortar of a single property, and can develop client strategies after also taking into consideration the industry developments most relevant to them. Nodding to the company’s position at the forefront of the industry, Bowring furthers: “We are involved in high-level arenas, which underpins our kudos in terms of being a thought-leader. People would rather work with a progressive company; our industry participation serves as a sign that we’re up to date with best practices. Most consumers, however, are possibly unaware of enough of what goes on in the industry due to the diversity of our remit – one day you’re a politician, the next day you’re a company law expert, the next you’re a building pathologist, then you’re an accountant; it’s the sheer range of what we actually do that is quite confusing for some consumers. “Part of our core mission is 100% transparency, because we believe a Managing Agent can only be fully valued and appreciated when people actually understand what we do. It’s not just about doing, but also helping people to see and understand the what, the why and the when of all aspects of our role.” Positioned as one of the most well-equipped agents in the sector, Ringley is one of the few providers of property services both willing and able to tackle many of the most interesting and difficult challenges which the modern leaseholder has to deal with. Seeing each and every new client as an opportunity to overcome these challenges and develop a leaseholder’s ambition into reality, the group is one with a clear capacity and willingness to work across projects of all shapes, sizes and archetypes. For those with property ambitions, yet bereft the technical know-how to reach them effectively, there’s the Ringley Group. Then looking to the future, Ringley has it’s own clear and decisive plans for growth and, through expansion into brand new extra office space and associated capabilities, the company looks to take the next natural step to grow, expand upon its service portfolio and adapt to the changes in the market itself.
Now celebrating its 50th anniversary, One Housing can trace its origins all the way back to 1966 when it was originally founded as a housing association – a point from which the company has grown and developed over the years. Unique to the evolution of One Housing’s infrastructure, however, is that the organisation has not only solidified its position as a leading housing association, with a reputation to suit, but also branched out into a multivarious raft of associated property offerings, the most prominent of which are Citystyle and One Direct. With over 15,000 units across London and the South East, One Housing is positioned as a modern social enterprise dedicated to the provision of high quality homes able to facilitate a better standard of life. Its well established housing care and support arm is, a keen provider of care and support projects as well as senior living accommodation and the current development of high-end care homes is a prime example of this. In recent years it has developed specialist service offerings, including Citystyle and One Direct , which offer comprehensive property management and in-house maintenance respectively. “Like any property company we see our position as managing people’s homes, but we also take a broader view in terms of the well-being of a community as a whole. This means takinglong-term decisions that will benefit them. We also have a more comprehensive offer than many of our competitors due to the wide range of expertise within our control. This is where One Direct comes in.” explains Matthew Saye, Director of Citystyle. Serving as a core area for the organisation’s future progress, One Direct signifies an integration of further in-house services to support the daily operations of the wider company and provide a far more proficient end-to-end service to residents and clients alike. Undertaking a wide assortment of works, the One Direct service portfolio includes: day-to-day responsive repairs, gas servicing, mechanical and electrical works, all the way through to planned work, decorating and more. Though a relatively new arm to the business, One Direct has operatives on the ground and represents the opportunity to be a driving force for the business in times to come. Noting the importance of One Direct in supporting the ambitions, goals and ethos of the wider One Housing Group, Saye illustrates further: “It’s important for a number of reasons. Quality is one of the main drivers in terms of our customer service and what we can offer. We think that people’s expectations around how their properties are managed, the way that services are provided and the quality of competencies of workers, have come on a long way. We need to continually anticipate our customers needs and respond to them – that’s very much the initial focus in this year where we’re rolling One Direct out.” Yet, in addition to supporting the group’s historic position as a housing association, One Direct is also regarded as a means by which the company can expand its property management capability, bringing more of the associated, yet essential services in-house. Now able to offer a far more complete service, it is effectively One Direct that will allow Citystyle to spread its wings and target a growing number of external clients whilst simultaneously ensuring a high degree of quality across all elements of the service. As a managing agent, One Housing, through Citystyle, offers a flexible service to cover a wide range of properties, including multi-use and multi-tenure properties of varying scheme sizes. Yet where the company’s unique capabilities come into the fold are in the way in which this service is provided, and the company’s understanding of people’s needs and wants from a housing perspective, attributed to the company’s history of operation. As Saye further says: “We understand how to engage and involve our residents, as well as how to overcome some of the more challenging issues that a managing agent might not be used to looking at. When you have a large mixed-tenure development in the centre of London, we’re well equipped to deal with some of problems that could arise such as anti social behaviour. We have the skills already to deal with this and, part of what makes CityStyle a strong offer is that we can be the one point of contact to deal with any issue that happens to occur.” But of course, plans for expansion and diversification don’t stop with One Direct and Citystyle, as the organisation looks to develop an increasing raft of associated property services, notably including a complete gas service. Looking to the future, we can only see this integration of in-house services growing further and, combined with the organisation’s approach to resident care and handling, the company’s stability, integrity and prospects surely look good. Say’s final comments are clear: “We’re not going anywhere. We’re incredibly financially robust and when it comes down to a residents level, the service they get is absolute. We are always there, we are always capable and we are a unique contractor, always available, always a presence which other competitors can’t always match. Property management is all about being a reactive issue and letting the resident know that if something goes wrong that they can get hold of someone and it will simply be resolved. They can always engage with us, and in a meaningful way.”
It has been announced that Owen Pugh GDC, a leading northeastern civil engineering practice has been successful in earning a £1.1m project for infrastructure works in line with a leading Newcastle-upon-Tyne housing scheme. The contract, to see Owen Push complete a series of works, such as the installation of roads, sewers and complete plot works, exists to support the some 37 affordable new homes in Fenham. It is estimated at present that the project will take approximately a year for Owen Pugh to complete and will also include complementary works to the main project ambitions, such as hardscaping, paving and road surfacing; effectively taking the organisation closer to offer a complete infrastructure package for the scheme. Also heralding the first time with the Owen Pugh has worked with the development company, Gentoo Homes, expectations are assuredly high and only time will tell as to how Owen Pugh impresses on the project. Owen Pugh GDC’s Business Development Manager, Steve Hamilton expressed his delight in being awarded the project, and the ability to deliver the much-needed infrastructure for the area, then adding: “It’s real coup to have been recognised as a preferred supplier. This is a significant piece of work for the GDC team and one which we are well placed to deliver.” As such, optimism is rife, from Owen Pugh, the Gentoo Group and also from the locality, with the prospectus of delivering a project which will benefit the area together. The development at which the project is to be undertaken, called the Calderstone development, is situated some 2.5 miles west of the Newcastle city centre, and includes a combination of two, three and four-bedroom residential properties for those looking to get onto the property ladder, as well as those looking for affordable residential family housing; as such, the properties are starting at prices of just £155,950, a very manageable sum in comparison to present average property prices.
Presently it could be argued that a lot of pressure is placed on property developers and local councils to deliver on residential housing schemes, bring about further affordable housing for residents, and do so quickly. Yet, often overlooked when considering the housebuilding arena is the widely reported skill shortages for the construction industry; a concept which, by inherent nature holds back the construction industry from delivering housing schemes as frequently; something which we may see the CITB making great ground on resolving. In support of filling the skills gap, and facilitating the sector’s ability to deliver more housing, the CITB and Home Builder’s Federation have teamed up to offer a £2.7m initiative to deliver essential training for 45,000 new housebuilding workers by 2019. The first scheme of this sort, the partnership, the newly dubbed Home Building Skills Partnership will look to reign in organisations of all shapes and sizes to ensure that the industry is well equipped with skilled workers. To achieve on its ambitions, the focus will then include individual initiatives to promote collaboration for key skill areas from the top to the bottom of the supply chain, thus placing the industry in a much stronger position to plan for the future. And with considerable targets set out for the housing sector thus far, this support is expected to be quite well received. Aiming to support greater than 3,500 businesses in the building industry, the partnership not only aims to ensure that the aforementioned 45,000 entrants are equipped with the housebuilding skills needed to support the industry, but will also see additional training provided to circa 1,000 experienced workers in the industry, offering them brand new housebuilding training schemes and associated qualification. Providing his thoughts on the scheme and its role, Brandon Lewis, Housing and Planning Minister commented: “The Home Building Skills Partnership is an important initiative and will help deliver the training of skilled workers we need to get the job done and to improve quality across the industry.”
Aesthetics is everything and good interior design has the ability to transform a building, mark its entry into the modern-day, and is key to creating something which is more than purely functional. Acknowledging the imperative of flooring as a key component of an aesthetic structure, and doing so in a manner that affords certainty in both quality and safety, Loughton Contracts has established a mode of practice whereby nothing is left to chance. Over the past thirty years, the company has grown exponentially, rapidly becoming the UK’s leading flooring contractor, successfully entering the commercial market and regularly working on high profile projects across the UK. Despite phenomenal expansion, the ambition of Loughton Contracts remains the same: to be the best flooring installer out there, and the company’s health and safety ethic – amongst its quality and professionalism – differentiates it from many like competitors. Refusing to be ordinary, the company is determined to do things differently, as Tony Mills, Director of Operations at Loughton Contracts asserts: “Within the construction industry, companies tend be reactive, rather than proactive. More often than not, health and safety becomes a box-ticking exercise and that’s not what we’re about. We want to be proactive. We want to find what’s best for our operatives and work hard to protect our staff.” Keen to prevent not just discrete injuries and loss time accidents but long-term health complaints too, the company takes a holistic view of health and safety well beyond either legal compliance or accreditation. In many ways, Loughton Contracts can be defined by being two steps ahead of the pack. The company insists on a 5 Point PPE policy, as well as enforcing any other kit required for each, individual job. Supplying and installing many different materials and in various dimensions, Loughton Contracts is adaptive and able to make subtle changes to working procedure across projects – utilising face-fitting masks for cutting timber and knee-pads for the hard-flooring team being just two examples. Having worked on a number projects, including prestigious universities and major blue chip organisations, during the course of 2015 Loughton Contracts installed flooring on a phenomenal scale at the new Tate Modern extension. It saw the company win Health and Safety Contractor of the Month multiple times over a twelve month period, pitching above around 30 other sub-contractors on site. The accolade came as a result of the combined efforts of management and operatives, each exuding responsibility for the team and business as a whole. The company’s specialist workforce is, in part, indebted to Loughton Contracts’ prolonged investment in training and development; the company recognises the importance of regular and progressive development. It’s with the introduction of a training matrix, listing both administrative and operations staff, that the contractor is able to instantly identify when employees are due for renewal as well as capitalise on upcoming opportunities with external providers. “I’ve done the budgets for this year and, with a quick scan of the matrix, know that 7 people need a CSCS card, four need to renew their SSSTS training, two need to do the SMTS course and, on top of that, we’re looking at promoting asbestos awareness and providing further training where we can.” With such attention paid to staff training and a united code of practice, it comes as no surprise that the company incurred zero accidents last year despite laying over a million square metres of flooring across 700 different projects. Not complacent however, with the log of one accident this January, a minor cut, Loughton Contracts has already launched an investigation as to why it happened in order to prevent it from happening again. As a result of its preliminary findings, the company has already enacted various changes to working practice: for instance, introducing retractable knives for the removal of packaging. Indeed, Loughton Contracts’ keen health and safety practice is set to tighten and advance further with this year seeing the introduction of an intranet system capable of hosting risk assessments, accident reports, toolbox talks and method statements and all other documentation relevant to the job. Tony Mills provides further detail: “Not only does this work alongside our database and is helping us to create a more paperless environment, the intranet allows us greater efficiency with respect to getting the message out there. When out on site, our operatives can go straight to the most up to date forms and processes and go into a job with all the information they need to carry out work to the standard we expect. By the end of this year, the extranet system will be online and will allow greater interaction with the documentation in cases where things need to be amended, adapted or sent out.” Embedded within the company’s core and informing its future development, health and safety is something on which Loughton Contracts is simply unwilling to compromise. As their flooring work on one of the largest construction project in Europe, Battersea Power Station, gets underway, the company’s dedicated ethic and unique industry profile remains unshakeable and will no doubt continue to see Loughton Contracts foster the respect of clients and competitors alike.