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
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
Through support offered from the new SmartestEnergy initiative, it has been announced that those businesses aiming to display role model conduct in responsible practice, will in turn be able to enjoy an increased level of confidence in the responsible nature of renewables procured. As the UK’s largest procurer of renewables
It has been recently reported that Grade A property supply in the North West industrial industry is to hit a rate of concerning shortage by the end of the year. Highlighted Savills, figures have shown that, although some 2.2m square feet of space is to be provided over 11 different
Do people want a smart box that can physically control everything in their homes? We posed this question to consumers for the first time, back in 2004. Being a home automation company in the Netherlands and coming from a background of technology development and IoT enthusiasm, we pioneered remote controlling
In the infrastructure sector, BIM is changing the way that clients, designers and contractors approach projects. However BIM Level 2 is a major challenge for 2016, with many uncertainties still apparent as to how it will be successfully and consistently implemented, so that it delivers the excellence in project delivery
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
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.”
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.”
Through support offered from the new SmartestEnergy initiative, it has been announced that those businesses aiming to display role model conduct in responsible practice, will in turn be able to enjoy an increased level of confidence in the responsible nature of renewables procured. As the UK’s largest procurer of renewables in the independent generation sector, SmartestEnergy maintains an enviable industry position. Yet, utilising this position in a positive manner, the SmartestEnergy Tariff Emission Factor Model has been established, in association with the Carbon Trust, to enable the organisation to distribute renewable certificates for pinpointed tariffs and customers, allowing for a more effective supply-to-source link between the generation of the energy and the customer. How this will be perceived is far less complicated however, as labels are to be created so that each individual customer can see the relative source of their energy, as well as the associated carbon emissions from such generation. Further to this, those customers looking to utilise the facility to exert greater control over the energy they purchase will be able to select the renewable technology they would like their electricity to be generated from. Though renewables as a whole have already been heralded as the future for the energy generation sector, the initiative effectively puts a degree of control in the hands of the customer, but most importantly informs and equips people with the information they need to assess their preferences on the renewable technology medium they support most. Of course, not only will this allow for improved awareness of environmental impacts associated with energy generation, but will also allow for increased differentiation between differing renewable technologies; indeed, not all renewables are the same. Robert Groves, Chief Executive Officer of SmartestEnergy commented on the new label, and system, saying: “We recognise some organisations will want to go further and specify the types of renewable electricity they buy – whether that be just from natural sources or from a particular technology or project – and we can also support that.”
It has been recently reported that Grade A property supply in the North West industrial industry is to hit a rate of concerning shortage by the end of the year. Highlighted Savills, figures have shown that, although some 2.2m square feet of space is to be provided over 11 different schemes this year, the demand and take-up of such space is at a level far outstripping that of the supply. Shockingly, the North West has actually been highlighted to represent one of the most considerable (the second most) pipelines for development in the entirety of the UK, it is still yet unable to compete with average annual take up values of approximately 3.44m square feet, leading sceptics to fret over a growing reduction in space actually available for further take up. The predicted figures effectively follow from last year’s record setting take up values, where the North West alone achieved a considerable 4.56m square feet of take up over the course of the year. And while Savills does indeed nod towards the great work being undertaken on the development front, which will no doubt provide much-needed space for further take-up, yet simultaneously Stuart Murray, Savills’ Industrial Director outlines the growing need for further development pipeline and opportunities to develop. With the market almost wholly-dependent on the provision of further stock to continue performing out of the recessionary periods, the importance of further development is absolute, with Murray commenting: “The big questions now are where will the second tranche of new stock come from and who will the developers be?” Of course, whilst there is a reportedly considerable amount of industrial stock presently available in the North West, sitting at some 5.71m, some 81% of this is regarded as Grade C or B stock, with many of the Grade C stock actually not being fit for occupation. This, of course highlights an already shortened supply of Grade A stock, with an ever-increasing reason for developers to move.
Do people want a smart box that can physically control everything in their homes? We posed this question to consumers for the first time, back in 2004. Being a home automation company in the Netherlands and coming from a background of technology development and IoT enthusiasm, we pioneered remote controlling devices, smart lighting and assisted living, even back then. Now remember, this was years before the iPhone was introduced. Touchscreens had only just started popping up. Even though all of these things were already possible, our ambitious plan to “conquer the world” didn’t quite take off in the way we had expected. Why? It turns out that people didn’t want a mysterious box with the potential to control fully their home. They simply weren’t ready for that concept because they didn’t understand it. Years later, in 2012, the realization of what people actually wanted came when we partnered with a forward-thinking and leading Dutch energy company, Eneco. They realized that the energy world is changing and that we have to transition from a central to a decentralized system. From a world with central energy production and delivery over a grid to people’s homes, to a reality where people are generating their own, sustainable energy and using a smart grid. In this new world, they needed a new business model. They wanted to shift from a traditional supply of energy to a new service model, one that could help them connect with their customers and drastically reduce churn. The smart thermostat we were developing provided just that. From a smart box concept in 2004, it developed into a new self-learning smart thermostat that incorporated all the features of the original product, but added one big new advantage: an attractive smart energy display. This suddenly provided a new foothold into the smart home market, allowing multiple features to be introduced to the screen. It helped to transform the concept of a smart thermostat intended for a niche and ‘geeky’ audience into a mass energy-saving solution. Now, over 200,000 people have embraced this smart home proposition branded as ‘Toon’ by Eneco in their homes in the Netherlands, putting our product in the top three smart thermostats in Europe. The case for smart thermostats to provide a platform to the smart home became apparent, as sales continued to grow and we decided to build new features and services on top of our platform quickly after that. For instance, we connected smart plugs to our smart thermostat, so that consumers can control their lighting and devices and gain unique insights into their usage on a device level. We also introduced a smoke detection feature that builds on a wireless smoke detector and alerts Eneco’s customers when there is a fire in their homes. These are just a few of the many examples and opportunities that the platform offers. But there are more. Indeed, Quby sees the potential for many features to come: Smarter energy with storage and boiler management Eneco recently partnered with Tesla to sell their home energy storage solution called the “Powerwall”. We are currently developing new insight features for their solution on our smart thermostat. But not long before that, their user base was delighted to see a solar monitoring feature. This allows them to see how much energy they are generating, consuming and delivering back to the grid. The consumer thereby gains insight if they are on track to generate returns on their investment. Another recent introduction was a new boiler management service, allowing for maintenance of the boiler based on predictive analysis that shows the decreased performance of the boiler before it breaks down. These are just a few examples of the smart energy solutions that enable people worldwide to play an active role in the energy transition. Instead of shying away from these concepts because it threatens the traditional energy company’s position, Eneco decided to build their business around it. Insight into energy consumption and appliances The visual display of our device presents insightful details of the energy consumption of the user, showing hourly, daily, weekly and monthly usage of gas and electricity. This even allows for benchmarking with neighbours and friends. Additional features coach the user into understanding what’s happening in their home and to see where they can reduce both their usage and cut their bill. With the extension of a smart plug, they can now see how much energy usage individual appliances account for, and easily spot ‘energy hogs’ in their home. Beyond these features, our research and development team are also exploring ‘home health’ uses by adding sensors for air quality and other detection that will offer people even more insight. Leveraging third party creativity with API’s Because our platform offers open API’s, it opens up a world of opportunities by leveraging creativity from third party developers who are able to develop new consumer services and even connect new hardware from third parties. A possible area of innovation could relate to people’s health and assisted living services could become a logical next step. This means helping the elderly lead fulfilling and active lives, while their loved ones are in the loop and able to remotely monitor their safety. Privacy and safety In all this, there is the question of privacy and safety, which we take extremely seriously. We have the infrastructure and policies to match this. The data of the end-user is stored on the device and it only leaves the thermostat if the end-user says so. As you can see in Quby’s roadmap of new features, the possibilities are endless and we are continuously building towards the connected home of the future. We’ve learnt that these concepts simply cannot be introduced all at once, especially when developing products and services for a mass market. They have to be introduced gradually as an extension to a service that people are familiar with and understand, and in a way that makes sense to them. That can only be done if you start from a position
In the infrastructure sector, BIM is changing the way that clients, designers and contractors approach projects. However BIM Level 2 is a major challenge for 2016, with many uncertainties still apparent as to how it will be successfully and consistently implemented, so that it delivers the excellence in project delivery that we all aspire to. We have seen excellent 3D modelling in the last few years in highways and associated structures, for example at Ramboll we have taken laser scans of complex structures such as the Hammersmith Flyover and integrated design of strengthening elements into the geometrical model, before passing this model onto the contractor to use during construction. Clash detection and resolution has taken place and significant effort has gone into translating 3D model data into 2D drawings and specifications. Yet BIM Level 2 is about far more than this – it is not just a geometrical model. We need to see information managed well throughout the project lifecycle and there remain a number of challenges to expand the use of BIM Level 2 through the infrastructure sector in the UK: Improving consistency of Employer’s Information Requirements Addressing issues specific to the infrastructure sector – many of the requirements of the 8 pillars of BIM required for BIM Level 2 are not developed fully for infrastructure projects. COBie is still not developed for many asset types, such as underground drainage systems. Integration with asset management systems. In many cases the sector’s contractual arrangements will not help with implementing the ‘Government Soft Landings’ process, improving handover of a new asset to its future maintainers. At the moment, BIM is seen as added cost, and another item which complicates contractual arrangements. It needs to be seen by all parties as a process which adds value. Integration of BIM processes with the essential assurance processes required for infrastructure projects, such as Highway Structure Technical Approval Expanding the levels and confidence with BIM from a small group of ‘BIM professionals and experts’ to the wider engineering community. Yet despite these challenges, as an industry we need to push for progress. We have the potential to improve clarity of deliverables through the construction process. By integrating the use of smart sensors in infrastructure assets with a fully compliant BIM level 2 process, there are excellent opportunities to improve future maintenance of structures, and to improve satisfaction levels for both clients and end users. We need to work BIM processes in parallel with parametric design, and the use of modular construction techniques. Above all we need to continue the culture of change in the industry, using BIM to improve collaboration, and increase the involvement of asset maintainers and users in the design process. We are striving for this at Ramboll by training more of our staff in the use of BIM and by the end of this year we will see all our technical staff trained in the full understanding of BIM’s processes, requirements and benefits. The particular challenges around BIM for infrastructure need to be acknowledged, but then clients, contractors, consultants and engineering institutions will need to work closely together to identify excellent solutions that add value to our projects. By John Armitage, Technical Director, Ramboll
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.
