With momentum building over the first quarter of 2016, it is expected that Ireland’s market for residential property will see a resurgence this year, as reported in a recent market survey by MyHome.ie. Yet, according to the study, while this does paint a positive picture for Ireland as a whole,
As has been previously reported, the take-up of warehousing space around the UK is shooting up at a notably high pace. As recently noted by Savills, the actual take-up of such space has risen above that of 6.99m square feet for the first quarter of this year, signifying a 16%
Airconaire: Safety Comes As Standard (The Following is a Promoted Article) There’s more to standing out in a competitive industry than just the services you have at your disposal. Increasingly, as repeat business is so vital to the successful longevity of a company, the emphasis is not simply on what
Beginning as a local scaffolding company just over fifteen years ago, and mainly servicing local construction sites in various restoration and renovation works, SCA Group targeted the lucrative ship-building industry and has since achieved national acclaim. Now firmly established as the UK’s leading scaffolding contractor to the ship repair industry,
Historically, environmental responsibility and corporate profitability are two concepts which one could argue to sit on the opposite side of the scales, with efforts to sharpen environmental operations lowering profits, and often, visa versa; a sad fact, one might argue. This, however, is no longer the case. Over the times,
In contrast to a perceived slowing of pace in the facilities management sector, a new report published by MTW Research has highlighted the prospective of a marked rise in sector profitability this year. The report, which features information from 100 prominent providers of facilities management services, highlighted the capacity of
Sustainability and environmental awareness should, by now, be high on the list of priorities for any business. But for home improvement and construction companies — which require high energy and raw material resources — these responsibilities should already be comprehensively understood and systematically improved upon year-on-year. By Coral Pearce-Mariner at
An Industry Frontrunner Health and safety is vital within today’s design and build industry, something Concorde BGW Group’s Managing Director Richard Wilson knows all about Concorde BGW Group is proud of its holistic approach. The cornerstone of its success is a willingness to listen to its clients, working collaboratively to
In recent news it can be seen that St John’s College has now appointed Turnstone Estates as the development manager for assisting in the delivery of a brand new office, and research and development building at the park’s south gate. The project, the Maurice Wilkes Building will also see Savills
At the height of accreditation and qualification, WT Jenkins takes a firm stance on best practice. Striving to provide an electrical contracting service that excels from start to finish and is guaranteed to last, the company takes customer satisfaction to the nth degree. Established in 1971, WT Jenkins has quickly
With momentum building over the first quarter of 2016, it is expected that Ireland’s market for residential property will see a resurgence this year, as reported in a recent market survey by MyHome.ie. Yet, according to the study, while this does paint a positive picture for Ireland as a whole, with prices growing as hoped, it is expected that Dublin will fall behind somewhat. Despite having seen declines towards the back-end of last year, it has been seen in the survey that asking prices for the sale of newly-listed residential properties saw a notable rise of some 2.1% across Ireland for 2016’s first quarter, with a 0.9% increase reported in Dublin. Yet, despite the rise in Dublin not being anything to shout home about based on value alone, the news is received well as a stark contrast to the declines seen over the previous two quarters. As part of those predictions made, it has been highlighted that price inflation for Irish housing is hoped to generate an increase of some 5% for 2016, with much of the increase seen outside of the walls of Dublin – this, primarily being due to constraints on affordability perceived in Dublin itself. One of the driving factors to which we can attribute some of the growth is expected to be the change in lending rules for the Central Bank. Expected to make it far easier for individuals to purchase properties, the change is expected to see buyer interest combined with positive levels of supply due to property sellers having predicted the falls in pricing for Dublin properties and therefore bringing properties to the market over the course of 2015. Providing food for thought on the recent developments, Conall MacCoille, Chief Economist for Davy, and also the report’s author, commented: “Overall, home building levels look set to remain depressed for some time and while this will support Irish house prices, it will hurt activity levels.”
As has been previously reported, the take-up of warehousing space around the UK is shooting up at a notably high pace. As recently noted by Savills, the actual take-up of such space has risen above that of 6.99m square feet for the first quarter of this year, signifying a 16% rise from the 6m square feet reported in the previous quarter, as well as serving up a value 24% higher than the long-term average of 5.6m square feet. Looking at how and where the take-up has seen the most growth, much of this can be attributed to mega-shed deals, including that of the 1m square foot Midlands-based distribution fulfilment centre of Amazon. In fact, Savills reported that there were a total of four major deals which totalled at over 500,000 square feet each for the quarter alone – to provide information for comparison, a mere eight of such deals were recorded for the entirety of last year. Within the results, the South West of England enjoyed its best ever quarter, with 2.15m square feet transacted over the period – a value sitting equal to that of the entirety of both 2015 and 2014 combined. For the region, one of those largest deals reported was The Range, taking up some 1.158m square feet of space at a Bristol-based facility. Highlighting the wonderful kick-off to the year, Richard Sullivan, Savills’ National Head of Industrial and Logistics explained how the sheer amount of take-up exceeded expectations set for the UK. Of course, online retailers still maintain a level of dominance in both the distribution and industrial sectors, he highlights, yet also nodding to a notable level of demand from other occupier archetypes. Looking forward, he added: “There continues to be a number of unfulfilled requirements in the market and for this reason, we anticipate that take-up will remain strong as 2016 continues.”
Airconaire: Safety Comes As Standard (The Following is a Promoted Article) There’s more to standing out in a competitive industry than just the services you have at your disposal. Increasingly, as repeat business is so vital to the successful longevity of a company, the emphasis is not simply on what you can do but the way you do it. Airconaire has built an enviable reputation over the years thanks to its extensive portfolio of mechanical engineering, design, installation and maintenance services for air conditioning that has married performance with value. This has witnessed it develop long-term relationships with a broad range of clients including end users, consultants and principle contractors which includes the provision of VRF and VRV air conditioning, air and ground source heat pumps, DX and multi split refrigeration, process cooling, heating, heat recovery, pipework services, close control systems and energy management solutions. The Kent-based air conditioning specialist, which operates across London and the Southeast, is no stranger to repeat business which has been achieved as a result of its enduring high standards and ability to deliver the right solutions for clients. However, a key component of successful contract completion is the safety of the workforce, partners on site and the occupants of the buildings in which Airconaire works. As Commercial Manager Graham Tolhurst says, health and safety plays a “massive part” in the way the business approaches its work. “It’s the cornerstone of completing a good all-round job because, from the very beginning, we have to assess how we are going to achieve the client’s objectives not only satisfactorily but, importantly, safely,” he remarks. Working as both a subcontractor and main contractor, Airconaire faces different challenges depending on the job and the onsite environment but importantly it operates a robust in-house policy which is supported by internal training that focuses on assessing the individual needs of the staff member to complement skills in accordance with their career development. “No matter how busy a site maybe, it’s important to ensure high health and safety standards remain a fundamental part of the process. The challenge is getting the workforce to understand and implement that approach and that’s where we’ve tried to develop our procedures in recent years. We’ve done that by having in-house training, as well as using an external body to educate both our employed staff and subcontractors as well as employing random site checks, particularly on our larger sites, to monitor how our procedures are being employed,” adds Tolhurst. Toolbox talks and other traditional methods of training are administered to keep the workforce informed of the latest developments, ensure safety continues to remain at the forefront of their thinking, and address any specific risks associated with individual sites. That’s crucial, says Commercial Director Barry Bradding, who explains that the diverse nature of Airconaire’s work means sites differ to such a degree safety policy must be tailored to specific risks, especially when it isn’t just staff involved but the public as well. “We recently completed a major scheme as principle contractor in London in an environment that was fully occupied,” remarks Bradding. “We had weekly meetings with those persons working within that building to ensure they were aware of where and what we were doing. It helped them to understand why areas had to be cordoned off and how long there would be a safety risk. Once you bring them into the conversation they have a much greater understanding of the risks involved and how we can better deal with those risks so that no one gets hurt.” Indeed, communication is key to a successful health and safety policy. “Meetings prior to the project will take place looking at all aspects of safety, particularly any business-critical risks that may include occupants of the building, educating our staff on those risks. Continual assessment of those plans will take place while we closely liaise with the client so that our procedural approach is mutually beneficial to all parties,” adds Tolhurst. Airconaire, which saw one of its project managers win a monthly health and safety award from a main contractor on a refurbishment scheme in London recently, is also proudly accredited to CHAS and Safe Contractor. “Health and safety is such a key part of getting repeat business these days,” concludes Tolhurst. “By ensuring the safety of our operatives and of anyone else working in and around our works, we are confident we can develop long-lasting relationships with clients.”
Beginning as a local scaffolding company just over fifteen years ago, and mainly servicing local construction sites in various restoration and renovation works, SCA Group targeted the lucrative ship-building industry and has since achieved national acclaim. Now firmly established as the UK’s leading scaffolding contractor to the ship repair industry, the company is contracted to be the sole supplier of scaffolding services to the A&P Group and to BAE Systems Surface Ships, and continues to work on restoration, renovation and new build projects. Scaffolding remains amongst the most high risk equipment in the construction industry and its failure represents the real risk of fatality. Effective delivery of the service then requires keen attention to detail in erection, maintenance and operation, and it’s in health and safety that SCA Group stands out. Despite operating in a number of different sectors and working on a diverse range of projects, the company retains a clear health and safety policy throughout. From initial installation, through to continuous support and maintenance, SCA Group’s committed health and safety taskforce carries out complex site management programmes and site visits while assisting with external and internal audits. It’s with a strong on site presence that the company is able to ensure the quality and safety of its various services. Complemented by the use of remote monitoring software, its hands-on approach enables SCA Group to promote a positive health and safety culture from the bottom up. It also represents the opportunity to consult with those installing and working on the scaffolding and identify areas for praise as well as concern. As Garry Dow, Safety, Health, Environment and Quality Manager at SCA Group explains, “Some of the best feedback you can get is from the operatives themselves. They know the machinery, they know the situation on site, and they have first-hand experience of any issues that have arisen. The team are therefore the go-to when it comes to determining areas for improvement and developing strategies for implementation.” The company extends this attentiveness when partnering with contractors and suppliers and, in doing so, is able to grant ultimate safety and security. With the highest of expectations, and unwilling to compromise on the health and safety of its operatives, SCA Group is discerning when it comes to the selection of partners and materials. The team are similarly observant during projects; most recently, an SCA operative recently received an award for preventing a potentially fatal accident, having noticed a third party’s negligent conduct. With continuous development programmes aimed at all levels of the staff infrastructure, SCA Group maintains the knowledge and skill of its team and reiterates the importance of health and safety. Association membership has been invaluable in supporting that esteem; with registry under the SMAS Scheme, SCA Group been able to assess further market sectors as well as offer an added level of reassurance to existing clients. As a result of its association membership, close monitoring and robust health safety policy, the company has produced exemplary Accident Statistics year-on-year, which are approximately 30% better than national average as published by the National Access and Scaffolding Confederation (NASC). Accident free for three years, the company also boasts accreditation to OHSAS 18001, ISO 9001:2008 and ISO 14001:2015 standards. An expanding yet determinedly clear-sighted company, SCA Group continues to exceed customer expectations: providing an indisputably considerate service. And with a strict philosophy of health and safety cascaded throughout all levels of the business, SCA Group maintains an exceptionally high level of safety and is setting the bar for others to follow.
Historically, environmental responsibility and corporate profitability are two concepts which one could argue to sit on the opposite side of the scales, with efforts to sharpen environmental operations lowering profits, and often, visa versa; a sad fact, one might argue. This, however, is no longer the case. Over the times, a multitude of industry developments have changed the landscape for environmental responsibility, both with respect to how environmental management standards can be met, but also in the importance of pursuing such measures. Key factors that have played a role in shaping the landscape have included the tightening of environmental regulation (and punishment for offences), a growing “responsibility first” culture within procurement, changes in the energy and utilities industries, and also the evolution of modern technology. Sustainable Procurement Firstly, an increased trend has been witnessed with regard to sustainable procurement. Whilst once upon a time, the primary focus of environmental practices would lie within only those works directly undertaken by an organisation, where a degree of direct control allows it more effectively, it is increasingly being seen that a lack of environmental and sustainable credentials can actually not see exclusion from projects and contracts. Not solely limited to governmental contracts, even those organisations operating privately are not increasingly setting themselves environmental targets, and then integrating those contractors operating below them to ensure set standards. This is to a degree now that it can become increasingly difficult for organisations without the credentials to back up their practice, that it may become almost impossible for securing works on larger projects, contracts and developments – a primary source of revenue and associated profits. But where and how is this managed? Whilst, from the outside looking in, it may seem like something impossible for the contractor to manage – after all, they can’t be looking over your shoulder all the time, right? Wrong. Moreso than ever, organisations are requiring for contractors and suppliers to take it upon themselves to report on environmental issues directly, then being held accountable for those reports. Including everything from environmental marks on products, through to base environmental qualifications and clear environmental management systems, all aspects of the process are seeing a great degree of scrutiny. The fact of the matter is simple, with environmental credentials and proceedings becoming increasingly essential on a day-to-day basis, there really is nowhere for companies to run or hide. To ensure that profitable opportunities remain open, environmental management is essential. As to whether these opportunities can be maximised on, however, is an entirely other story. Yet, the penalties for acting in a way that prioritises profitability above environmental concerns don’t solely come from other, private organisations. In fact, while being sidelined for certain envious jobs may indeed make revenue generation an increasingly difficult task, we are increasingly seeing governmental pressures emerge to ensure a level of environmental responsibility. Regulation & Standards As has been previously reported, larger organisations with considerable profit margins are no longer able to hide behind their finances in cases of corporate irresponsibility. This is certainly not to say that larger environmental proceedings; yet, for those who aren’t, the level of consequence is rapidly rising. When offending on an environmental basis, fines are a given; yet, when one has profits in the hundreds of millions, or even billions, to what effect does a small fine have? One could argue very little at all, and perhaps, historically this may have been true, yet no longer. Adapting with the times, offences are increasingly being handled oh-so-very differently, with finances now actually playing a role in the sentencing process. This is not to say that Party A may inherently be deserving of a fine larger than Party B due to profitability, but moreso the case that those organisations displaying a lack of drive to overcome environmental inconsiderations, and those perhaps offending on multiple occasion, may see their fines scaled in line with company finances – but why is this? Effectively, the measures in place exist to debunk the very concept that a larger organisation can act irresponsibly on smaller-scale initiatives, and show no lack of concern for the repercussions. Fines for those operating in such manners may no longer remain as the low penalties they may be perceived as to organisations of such size – the entire point being, in fact, that the value pushed may be one worthy of encouraging an organisation to change it sways. Though this isn’t to say that larger organisations often do act as such, with many of the industry’s largest actually displaying impeccable environmental credentials, yet, through a development in the accountability of larger organisations, and factoring in their own finances to justify any and all penalties, it is increasingly becoming an area of compulsory focus for those organisations wishing to maintain profitability. Taking a step back from the direct penalties of not acting with environmental responsibility, others can also be found in a more flexible format through the sourcing of energy. As organisations expand, it is almost of inherent nature that so too do the costs associated with their business, specifically including energy usage. As such, monitoring energy costs is of great importance – but firstly, lets look at the energy industry. Changes in the Energy Industry As has been widely reported already, the non-renewable energy markets are not only ones under a degree of scrutiny due to the relative impacts on the environment, yet also the present economic state is increasingly highlighting a degree of instability in the markets which can’t simply be overlooked. And although new sources of energy are indeed located at times, thus providing brief buoyancy to the market, the fact of the matter remains quite simple, reserves are dwindling. Increasingly, focus has been held on Germany, serving as a showcase of what can be achieved through effective plans for renewable power generation, with solar photovoltaics being seen as one of the primary ways forward in energy generation – but this, surprisingly, isn’t the point of this section. Taking a step back and,
In contrast to a perceived slowing of pace in the facilities management sector, a new report published by MTW Research has highlighted the prospective of a marked rise in sector profitability this year. The report, which features information from 100 prominent providers of facilities management services, highlighted the capacity of a £200m rise in sector profitability as a result of “largely positive” sector fundamentals which will provide stable growth in both volume and value over the course of this year and next. This, of course, comes in contrast to woes highlighted from an outsourcing perspective, which the report does not dismiss as such, but merely regards such issues as a relatively short term challenge. One of the largest restraints on profitability will come from the new national living wage, which will see an increase in costs of circa £250m over the next few years, as some 400,000 individuals are affected. Of course, whilst not being an altogether positive not from a corporate profitability angle, the new national living wage will indeed allow for employees to enjoy in the potential success of the sector in the years to come. Most specifically, the report showcased how the outsourcing sector plays host to some 1.4m jobs for the facilities management sector this year, with the majority of the industry pressures from the new national living wage impacting small and medium enterprises, as well as regional organisations most. This comes in contrast to larger enterprises and London-centric organisations who are expected not to be feeling the “pinch” quite so much. Preparing for the evolving facilities management landscape, trends have been seen within in-sourcing and more strategic facilities management processes, as well as the usage of new technologies, data management and communication seeing the potential for facilities management providers to shape up their operations from both a quality-of-service perspective, as well as profitability.
Sustainability and environmental awareness should, by now, be high on the list of priorities for any business. But for home improvement and construction companies — which require high energy and raw material resources — these responsibilities should already be comprehensively understood and systematically improved upon year-on-year. By Coral Pearce-Mariner at Evander If it’s not already your company policy to favour sustainable solutions over more traditional but wasteful methods and materials, then you may struggle to uphold your place in the market as we move into a new era of environmental and social responsibility. We all know that customers generally prefer to do business with companies who are mindful of their impact upon the planet. A survey conducted by The Natural Marketing Institute found that consumers are 58% more likely to buy products or services from environmentally aware businesses, and they’re also willing to spend up to 20% more for a product or service which is ‘environmentally sound’. The benefits of improved sustainability can be felt across all areas of a business if implemented in the right way. For instance, a more sustainable building material may be more expensive initially, but as long as supply is managed well and the known benefits are communicated to customers effectively, improved profit and higher customer approval ratings are likely. Managing waste is a huge part of how a business can improve their sustainability. This doesn’t just mean recycling where possible — it means working smarter to ensure you order and use the minimum resources possible for each aspect of every job. This not only saves costs in the long run, but also ensures your company is not creating demand for environmentally sensitive resources and then not using them, or even worse — throwing them away. While this is often difficult to manage, especially in the construction and home improvement sector, it’s worth spending time and money getting this right, as it has a knock-on effect for the majority of departments within any business. A further incentive to implement more eco-conscious policies comes from the future of regulations and governance in this area. It’s likely that government and business regulatory bodies will impose stricter environmental impact limits as the years go on. Ensuring that your company is already ahead of the game, or at least has the foundations built for less-wasteful and more environmentally aware working practices, could save a lot of time and money, not to mention helping your business deal with the inevitable red tape much more easily. If you’re not sure where to begin, enlisting the help of the NQA (National Quality Assurance) and working towards your ISO 14001 Environmental Certification with their guidance is a good start. This will not only help you understand your environmental responsibilities and impacts better, but it will also send a loud and clear message to your customers and clients.
An Industry Frontrunner Health and safety is vital within today’s design and build industry, something Concorde BGW Group’s Managing Director Richard Wilson knows all about Concorde BGW Group is proud of its holistic approach. The cornerstone of its success is a willingness to listen to its clients, working collaboratively to achieve results which not only meet requirements but exceed expectation. As design and build specialists, Concorde recognises that in a competitive market it isn’t simply about service but an ability to add value. That is what distinguishes a business. The Group’s experience in the hospitality sector over the last twenty-five years has seen it build long-term relationships with a number of clients and a reputation the company is rightly proud of. From its offices in London and Yorkshire the company works across the UK for independents, large operators and even the MoD using a simple core principle: high quality refurbishments delivered on time and on budget. Its services have been developed to provide the right results for clients and to maximise return on investment. To achieve this, Concorde has developed a suite of capabilities that can be utilised individually or collectively through its all-encompassing integrated design and build approach. Managing Director Richard Wilson’s ambitious approach means the Group is constantly evolving, improving and innovating. Importantly, it is the attention to the smallest details, from client satisfaction to caring for the wider environment, that makes Concorde not just a highly regarded contractor but an industry leader. Unsurprisingly, in its efforts to lead from the front, Concorde has taken this forward-thinking ethos and applied it to its health and safety policies. “Our health and safety starts at the very beginning with the designers,” says Wilson. “We aim to design risks out of projects where possible and utilise our experienced consultants to enhance our health and safety procedures by working closely with project managers as we move our development activities to site.” Once on site, procedures are regularly monitored to ensure standards are being met. Indeed, Concorde not only measures its own performance but is under the scrutiny of its clients as well. “Monitoring health and safety performance is now the norm not the exception, while we have access, through a variety of consultants and training schemes, to the resources to turn that data into a performance enhancer. In addition, as the industry has seen a shift of safety ownership from staff, subcontractors and the general public onto the client, more emphasis has been placed on getting it right for a multitude of reasons. This not only helps us maintain our performance levels but allows us to evolve and improve as well,” remarks the Managing Director. Many of the clients Concorde works with have a formal “three strikes and you’re out” policy on safety adherence but many will strike you off their preferred supplier list after a single misdemeanour. “Admittedly, it puts pressure on you as a business. But it’s the right sort of pressure because it focuses the mind on such an important subject. Safety is paramount and we recognise that. “But it has been challenging. Old school builders who have worked in this sector for decades are having to adapt and it isn’t easy to bring in such radical changes to the management of a building site. But through the likes of CHAS and SMSTS training schemes, as well as others, we can meet this challenge head on and not only change mind sets but reward best practice too.” It ultimately enables Concorde to achieve the results its client’s desire. After all, a successful site is founded upon robust health and safety. “The standards now in place are a positive thing for the industry. Reapplying for the likes of Safe Contractor and CHAS accreditation, for example, drives performance. Of course, we don’t get everything right but it helps us to evolve and make positive change,” admits Wilson. The evolution of the company’s safety procedures develop each year. One of the most beneficial changes has been the implementation of a performance table for staff. This highlights best practice while encouraging staff to improve through the publication of site safety records. Incentives are given to the best performing sites to reward top performers. This method also emboldens self-ownership and makes staff feel part of the process. Everything from CSCS and PASMA to SMSTS courses are provided to develop the workforce’s abilities and knowledge while regular toolbox talks refresh and reinforce policies and procedures. This attention to detail is extended to the subcontractors Concorde uses as each is given a clear set of standards that are expected of them on site. These standards are monitored and any subcontractors not meeting the requirements are promptly dismissed. To help it achieve its health and safety objectives, its membership to CHAS has proven to be vital. “The audit is important because it keeps you on your toes. It makes you consider areas of your procedures where you can improve and that’s a challenge we relish on a yearly basis. Where we can improve, we will improve. “It also ensures we’re proactive – we need to maintain our standards in order to maintain our CHAS accreditation. That’s imperative because in today’s competitive market you need to distinguish yourself. One of the ways you do that is through exemplary health and safety and having the relevant certifications and accreditations that prove your ability.” This is where the commercial benefit of robust and successful health and safety practices comes into focus. “You won’t get work without the relevant accreditations and, in many cases, will only stand out over competitors because of a successful, proven track record. So CHAS is a great selling tool for us,” acknowledges Wilson. Looking ahead, the Managing Director feels it’s important to seek ways in which you can consistently improve. Site set-up is an area he’s acutely aware needs constant evaluation because if a site is set up well, it means you can work more productively and effectively. “Training and skills development is also so
In recent news it can be seen that St John’s College has now appointed Turnstone Estates as the development manager for assisting in the delivery of a brand new office, and research and development building at the park’s south gate. The project, the Maurice Wilkes Building will also see Savills and Carter Jonas as the scheme’s letting agents. To follow from the successful planning application for the building (37,000 square feet in total), another application has now also been submitted to further improve upon the proposal already in place. Should the new proposal receive the green light, the new building will be able to provide a highly inviting HQ opportunity, with the availability of Grade A office space alongside that of space for research and development space (totalling in at some 63,000 square feet). The space also has a notable degree of flexibility, allowing for considerable space customisation as well as multi-occupancy. The development is expected to be positioned within St John’s Innovation Park, a central hub of innovation and research within the Cambridge R&D cluster. Already playing host to some of the most high-profile and successful technology companies in the world, the space will provide prime position aside other key innovators such as Qualcom, Telstra, Samsung, and the St Johns Innovation Centre itself. Commenting on the development of the building, Savills Cambridge’s Head of Office, Rob Sadler expressed his recognition of the Innovation Park, then commenting on how the Maurice Wilkes Building will effectively offer more space to allow for the park itself to continue drawing in business for Cambridge itself. Also providing his thoughts, Turnstone Estates’ Chris Goldsmith showed enthusiasm with the appointment to the development, commenting: “This adds to a collection of joint ventures with landowners spanning many years where we successfully deliver and develop high quality outcomes for our partners.”
At the height of accreditation and qualification, WT Jenkins takes a firm stance on best practice. Striving to provide an electrical contracting service that excels from start to finish and is guaranteed to last, the company takes customer satisfaction to the nth degree. Established in 1971, WT Jenkins has quickly become one of the leading electrical contractors in the North West following prolonged expansion and diversification since its début. The company now specialises in the supply, installation and maintenance of floodlighting, road lighting, public realm lighting and traffic signage, and prides itself on a consumer-facing outlook. A great part of achieving such a positive working relationship with clients is the care WT Jenkins takes to not only source the best people, but retain the best people. Subscribing to the company’s ethos of “the customers is always right” is the first requisite but all operatives are also JIB-Graded, and assessed under the HEA (formerly ASLEC) competent persons scheme, as well enjoying opportunities for regular training and development well beyond that which is expected. In fact, WT Jenkins boasts a workforce of qualified electricians from top to bottom, a unique quality that Steve Murray, Joint Managing Director, is keen to stress provides a leading-edge: “Between myself, Tony King (joint MD) our two contracts managers, general foreman and site supervisors, we have over 200 years of combined experience in the electrical industry. That provides us the ground on which to educate our staff and inspire a shared vision of good quality, on time workmanship, carried out in the safest possible manner.” And in the electrical contracting industry, safety is of course paramount. Over the last six years, WT Jenkins has worked closely with two of biggest innovators in health and safety, Laing O’Rourke and MPT during the regeneration of Manchester’s rail network. The company has undertaken all electrical works on Manchester Metrolink’s newly-formed platforms, as well as completing road lighting works in the surrounding towns of Oldham and Rochdale as part of the region’s major regeneration. Working for such a high-profile, public sector client bears great expectations though WT Jenkins continues to prove itself more than capable of the challenge. As Steve explains, “During the process we’ve been set challenging targets to complete all works to a high standard and also deliver a target zero safe project. Not only have we achieved this but we’ve been awarded for our efforts at the MPT supply chain award evenings.” It was during those ceremonies that WT Jenkins picked up a phenomenal 11 awards in testament to not only its quality or exceptional health and safety record, but also for innovation. Since its inception, the company has been keen to lead by example and one of the first to invest in accreditation and trade affiliation. Having been a member of the Electrical Contractors’ Association for over 40 years, WT Jenkins has remained at the forefront of the latest in policy and practice, utilising the association as a technical educational resource, as well as marketing tool with which to gain new leads. As Northwest Regional Chairman and National Council member of ECA, Steve is unequivocal about the benefits of membership; the company has had assistance with everything from debt recovery and contract disputes, as well enjoying ECA’s specialist BIM seminars. And with a relocation to larger premises and a rapidly-filling order book, WT Jenkins’ pioneering identity in the sector is only to get more pronounced. The overarching ambition however, will remain much the same and, irrespective of expansion or diversification, the company will continue to place customers at the heart of its business.
