Project Four Joins Vadella Group
Project Four joins Vadella to accelerate the next phase of growth
Project Four Building Safety Experts has joined the Vadella Group, marking the next phase of the company’s growth and creating new opportunities for its people and clients.
Project Four has built a strong reputation for practical, technical and commercially focused advice across building safety, CDM and related advisory services. The business has grown significantly in recent years, building a strong team and long-term relationships with clients across the UK.
As P4 looks to its next phase of growth, the business has selected Vadella as its long-term partner.
The partnership will provide Project Four with additional investment, capability and support, enabling the business to build on the strong foundations it has already established and continue its long-term ambitions.
Importantly, P4 remains P4
The business will continue to operate under the Project Four brand, with its existing people, client relationships and commitment to quality remaining at the heart of the business. Max Meadows will continue as Managing Director, leading the business day to day.
Max Meadows, Managing Director at Project Four, said:
“Project Four has built a strong business through great people, trusted client relationships and a commitment to delivering high-quality advice. We had a choice about who we partnered with, and we selected Vadella because they share our values, believe in our people and will help strengthen the business for the long term. This is about building on strong foundations, not changing who we are – Project Four remains Project Four.”
Alan Robson, Founder of Project Four, said:
“I’m incredibly proud of what our team has built. As we looked to the future, finding the right partner mattered far more than simply securing investment – and in Vadella we’ve found a partner who respects our culture and our people, and who will invest in the next chapter of Project Four’s journey. I’ll be supporting the business through the transition and can’t wait to see what the team achieves next.”
For clients, the immediate focus is continuity. Existing relationships and projects will continue, with the same Project Four teams delivering the quality and expertise clients know and trust.
Over time, the partnership will enable P4 to invest further in its people, systems and services, strengthening the business and creating new opportunities for growth.
The next chapter starts now, in partnership with Vadella.
The 28 Day Myth: Why 28 days isn't really 28 days
Contributors:
- Ali Palizi – Asset Management & Building Safety Lead, Project Four
- Melanie Robinson – Strategy Director, Okana
- Sam Walton – Group Head of Facilities and Health and Safety, Moda Living
Safety doesn’t wait, so why do you?
Around 70% of Building Assessment Certificate applications are being rejected or withdrawn – meaning the majority of PAPs directed to apply are not yet positioned to demonstrate compliance.
When your team get the notification that your report is due, are you ready, or are you waiting until day 28, scrambling to gather what you need? Are you confident in your building, or are you just waiting for someone else to validate it?
A common misconception within the industry is that Building Safety Case Reports represent the end of the process, when realistically, they’re simply the starting point.
The 28-day window is already starting to surface weaknesses in information management processes, governance and culture within owner-operators. The safety case should already be in existence before that alert arrives. That 28 days should be used for submission, not data collection, reconstruction, or compilation.
The real challenge begins once a building enters occupation and those responsible for its safety must continually demonstrate that risks are being identified, assessed, managed, and reviewed throughout the building’s operational life.
This requires far more than documentation.
It requires governance.
It requires ownership.
It requires operational teams, managing agents, asset managers, facilities managers, and Principal Accountable Persons working from a consistent and reliable evidence base.
The strongest organisations are moving beyond a compliance-led approach and towards operational assurance frameworks that embed building safety into day-to-day asset management.
Data management: why overcomplication causes complications
There are so many factors that contribute to poor information architecture. These include, but are not limited to:
- Information being fragmented across multiple systems, folders, inboxes, with no clear view of what is current, approved, suitable for use, or reliable
- Information requirements not defined, or defined too late
- Not being aligned to safety cases, regulatory criteria or the evidence needed to demonstrate active risk management
- A lack of clear ownership – who is responsible for it?
- Information is often stored rather than managed, which means organisations may ‘have’ data, but cannot easily evidence its completion status and how up to date it is
- Digital systems are often implemented in isolation, without the governance, workflows, and interoperability needed to create a reliable source of truth
What this means – your safety case should not be framed as a document, but as a live digital evidence environment that reflects the as-maintained condition of the building and demonstrates that risk is being actively managed.
You need to demonstrate you are in control of your data, it isn’t enough to just say you have it.
Different systems will have different purposes, and the priority should be to govern how information flows between them through clear information management principles. Information requirements will be key to defining and maintaining the safety case, because they clarify what information is needed, why it is needed, who provides it, how it is assured, and when it needs to be updated.
There is a clear need to advocate for the Common Data Environment being understood as the ecosystem in which information is managed, rather than a perceived utopia of “one solution to rule them all”.
The consequences of poor information architecture are not just felt at desk level. They land squarely with the people who inherit the building at handover, and who are then expected to manage and evidence safety for its entire operational life.
The operator’s view: safety cases are not handover packs
One of the biggest shifts created by the Building Safety Act is not simply the introduction of new duties, gateways, safety cases or regulatory processes. It is the shift in accountability.
From an operational standpoint, the Act does not in itself make buildings safer. Buildings become safer when the people responsible for them understand the risk, hold the right information, maintain that information, and can demonstrate that decisions have been made, recorded and acted upon throughout the life of the asset.
The Building Safety Act increases accountability. Safety comes from how seriously we respond to that accountability.
Too often, building safety is still treated as something that happens near the end of a project. A Gateway 3 issue. A practical completion issue. A handover issue. A document pack to be assembled before occupation.
That approach is no longer fit for purpose.
By the time a building is approaching practical completion, the opportunity to resolve fundamental gaps properly has often narrowed. At that stage, teams are no longer shaping the information strategy; they are trying to recover it.
Common issues include:
- Information spread across multiple platforms and common data environments.
- Construction records sitting in systems such as Viewpoint, Boris or contractor-led portals, while O&M information sits separately in platforms such as Zutec.
- No single, agreed Golden Thread structure.
- Design information being treated as evidence of what exists, rather than confirming what has actually been installed.
- Gaps between RIBA Stage 4 intent, RIBA Stage 5 delivery, and RIBA Stage 6 as-built reality.
- Fire and structural safety information being held in separate silos.
- Principal Accountable Person and Responsible Person duties not being clearly understood early enough.
- Operators being asked to accept information that they have had little involvement in shaping.
These are not just administrative issues. They affect the operator’s ability to understand, manage and evidence building safety risk.
A well-written safety case cannot compensate for a poorly managed information journey.
At occupation, operators need confidence that the information being handed over reflects the physical building. They need evidence that design changes have been captured, substitutions have been assessed, commissioning records are complete, critical fire and structural systems are understood, and any residual risks or limitations are clearly recorded.
Without that, the operator inherits uncertainty.
And uncertainty is difficult to manage, difficult to evidence and difficult to defend.
The continuous cycle: as-built to as-maintained
Handover is only one moment in the life of a building.
The more important question is how information is maintained after handover. A building that is accurate on day one will not remain accurate unless there is a clear process for updating information as the asset changes.
Refurbishments, repairs, replacements, inspections, fire door works, façade interventions, plant changes, compartmentation repairs and resident-led alterations all have the potential to affect the building safety picture.
The Golden Thread therefore must move beyond static records. It needs to operate as a continuous cycle:
Design intent → construction evidence → as-built record → operational management → as-maintained record → future change control → updated safety case.
That cycle continues until the building is sold, transferred, redeveloped, or disposed of. Even then, the information has value, because the next owner or operator needs to understand what they are inheriting.
A safety case is not a document that sits on a shelf. It is the operational memory of the building.
2024 UGLY At Times (But)
...but rewarding, frustrating, challenging, satisfying...2025 further transition + continued growth (more of the same?)
P4 Chairman chatting wham, lessons learnt + sharing some pearls of wisdom (hopefully). As I reflect, and see the positive progress, I thought I’d share the juicy stuff and hopefully help others, with the challenges of navigating BSA and running a growing business.
The Reality Check: 2024 vs. 2025
Let’s rewind to early 2024. I came back from our now-traditional festive family getaway, ready to smash 2024. Then Karen casually drops a bombshell: “Have you seen the debtors lately?”
Cue the penny drop. We’d taken our eye off the ball. This wasn’t just a financial issue—it was a flashing neon sign telling us things needed to change. This moment brought about fundamental change, representational of several problems we needed to fix, not least highlighting, that we can't continue to do everything, and we needed expert support...fast forward several months into 2024.
The Fix: Strong Foundations
Fast forward to now, and the results speak for themselves:
Debtors slashed (actions/numbers louder than words).
Key appointments, including:
- Paul Cope, aka Problem Solver
- Steve Rossiter, Operations Director
- Steve Fraser, Finance Director and number wrangler.
- Colin Blatchford-Brown, BSA consultant and all-round expert.
With the theme of being transparent and honest — 2024 wasn’t all smooth sailing, for many reasons (much of them, out of our control). Some appointments didn’t work out, and we’ve learned to own that. To those who’ve moved on, we genuinely wish you well. No hard feelings, just lessons learned. Though, in almost twenty years of running a business, the extent of dishonesty, lies + deceit from a particular director, was a huge + painful learning curve. That hurt, will last long, but like anything, we wont dwell on them, we learn and move forward. I take confidence in our teams real values, this is cemented by our reputation built on trust, integrity and being committed to what we do and thankful I learnt early on ‘never to burn bridges’ in such a small industry.
The Sunday Times Best Places to Work 2024
The BSA Challenge
The BSA has been a beast. It’s forced us—and the entire industry—to adapt, rethink, and embrace uncomfortable change. But let’s be honest: we need more from the regulator. And we need to actually learn from CDM, not just tick boxes.
We’re tackling it head-on by focusing on:
Structure: Clear roles, titles, and expectations. No empty titles here—it’s graft or bust.
Culture: Driving change with action, not words.
Another challenge for the business stems from the fact that we now recruit + employ a team of multi-disciplinary experts - architects, design managers, technicians, building regulations, plans checkers, safety advisors. The dynamics of how we deliver, the legislation and the economy all playing a part in 2024.
Team Gathering
Team Gathering (November) for lots of reasons was a 2024 highlight - not least because of the tremendous venue we hired, The Spine Liverpool. Thanks and appreciation (belatedly) Karen Benson Dave Aspey Connor McIlroy Rikky Singh Hunjan standing up and sharing their P4 journey so far. Ending in the usual manner of a cultural tour of Liverpool's finest free houses.
You Said, We Did...working closely with Paul Cope / Problem Solver / Transformation Coach over the last 12 months has really helped us to move forward, coach/mentor me and the team, implement better communications, identify what we want and working and forcing us to have those difficult conversations, needed to progress. Paul had 1-2-1's to get the feedback, and start to get under the skin of the business. We have taken the feedback from those meetings as a catalyst for change, make us stronger, sustainable and market leaders.
Connor, Dave, Karen + Rikky discuss their P4 journey so far - thanks, and much appreciation for doing so
2025: The Year of Opportunity
With the lessons of 2024 under our belt, we’re heading into 2025 with a solid platform to grow. Working hard at not becoming a soulless corporate machine. We’re about speed, opportunity, and a team-driven culture where hard work and fun go hand in hand.
A bold and exciting vision. To be the largest BSA + CDM founder-led, independently owned boutique-style advisory firm in the UK.
Collaboration Done Right
The industry loves to throw the word “collaboration” around, but let’s face it—CDM failed because true collaboration didn’t happen. We’re redefining what it means to work together, and we’ll continue to push forward, even when it feels personal. The team have taken a beating in this last year with BSA proving to be far more intense, with an industry underprepared and the regulator still resourcing up and finding its feet. That said, we are seeing many of our clients embrace the change and working closely with us (and no finger pointing, blame culture).
My personal 2025 focus (not resolutions, don't do them)
As we surpass the 4,000,000 turnover, team numbers now past 40, multiple office locations and still very much building a team + business, it is going to be even more important for us / the Directors to stay focused + be accountable to our team.
I have just submitted my application to study for an MBA at the University of Manchester's, Alliance Manchester Business School - lets see how that pans out.
I will be using the P4 Charity Challenge Initiative to get fit, and get the team committed to some activities, challenges + have some fun (while raising funds for charities).
Final Thoughts
Since day one in 2017, one thing’s been consistent: We work hard. We go above and beyond. We add value. And above all, we'll continue to have fun.
So here’s to 2025. The journey continues. Enjoy the ride.
Project Four Makes Changes At The Top
Written by Julia Hatmaker for Place (North West) - Published 13th November 2024.
As its workforce expands to 40, the CDM solutions company has promoted Alan Robson to chairman, Max Meadows to managing director, and welcomed Steve Rossiter as operations director.
Robson and Meadows co-founded Project Four in 2017. The shift in leadership titles for the Liverpool-based company is the latest in a series of changes for the firm.
Project Four also recently expanded into London, offering its expertise in fire, Building Safety Act, engineering, surveying, architecture, and design management in the capital city as well.
“We’ve been on this journey of growth for seven years now, and our expansion feels both sustainable and organic, as we continue to refine our services and broaden our footprint across the UK,” Robson said.
He added: “We’ve spent the last two years implementing a brand-new structure and hierarchy, focusing on refining our process, driving efficiency, and delivering excellence for our clients, and we’re in the best position yet heading into 2025.”
Project Four reported a 60.4% increase in turnover last year, thanks to the launch of the Building Safety Act. The group said that it is on track for a 48.2% increase in 2025.
It also hopes to expand its offering to include a training and development service in the new year.
Building Safety Act Threatens to Undermine Labour’s Housing Ambitions
Written by Dan Whelan for Place (North West) - Published 8th November 2024.
While undoubtedly necessary, stricter rules around the safety of buildings could stymie the delivery of new homes in Northern cities if lengthy delays obtaining regulator sign-off go unchecked, according to industry figures across the North.
Developers in Northern England are facing project delays and spiralling costs as the built environment sector gets to grips with the Building Safety Act, aimed at improving the safety of so-called high-risk buildings.
It was introduced in response to the tragedy at Grenfell tower, where numerous faults inside and outside of a London tower block led to the deaths of 72 people in 2017.
The BSA is effectively spilt into two parts. One covering existing buildings and another part focussing on new-build development.
In the immediate aftermath of the fire at Grenfell, the focus was rightly on ensuring existing buildings were safe. This meant identifying flammable façade systems and replacing them.
Walk through any city today and you will see residential buildings shrouded in scaffolding and tarpaulin as contractors work to remove and replace defective and dangerous materials.
Government data states that, as of the end of July this year, there are 4,630 residential buildings taller than 11 metres identified to have unsafe cladding. Remediation has begun or completed on around half but work is yet to begin on the other 2,331.
While this data indicates a degree of progress, a recent report from the National Audit Office paints a more worrying picture. The NOA estimates that around 60% of buildings with dangerous cladding are yet to be identified. Next June will mark the eighth anniversary of the Grenfell fire.
Teething problems
It is not just landlords of existing buildings coming under pressure. Shifting policy around what is expected of new buildings has caused an almighty collective headache among the development community.
Among the new rules set out in the BSA is one due to come into force in 2026 that will require all buildings taller than 18 metres to have a second staircase, making it easier for residents to evacuate in the event of a fire.
As well as combustible cladding, Grenfell Tower only had one staircase.
The changes introduced under the BSA have been broadly welcomed by the industry but their implementation has been criticised for lengthening an already drawn-out development process.
Meanwhile, the newly established Building Safety Regulator – the part of Health and Safety England set up to ensure new high-rise buildings are compliant with the act – has come in for criticism for being slow and unresponsive.
Max Meadows, Managing Director at Project Four, which advises developers on how to navigate the new building safety rules, outlined the extent of the resourcing issues at the regulator’s office.
“We have made 30 gateway two submissions since March and none of them has been signed off yet,” he said.
Gateway two is one of three checkpoints when the building safety regulator must check a scheme is compliant with the act. It comes after planning permission has been secured and before starting on site. Without the green light from the regulator at gateway two, a project cannot progress.
Amy Butler, commercial manager at developer Cole Waterhouse, said she is yet to hear of anyone getting gateway two sign off.
This is alarming news for a developer like Cole Waterhouse, which is pre-development on a 1,000-apartment scheme with five towers in Leeds, and £200m development in Trafford comprising a mix of build-to-rent and student apartments.
“The Building Safety Act is now the number one risk we are trying to tackle at the moment,” Butler said.
It is supposed to take 12 weeks for the regulator to sign off a gateway two application – a service for which developers pay £144 an hour. The average time for approval is around 16 weeks but some developers Place has spoken to have reported delays of up to 24.
“We support the act and what it is trying to achieve but we need clarity and timescales that are not moveable,” Butler said.
The regulator’s capacity struggles are not just impacting developers. Contractors and the wider supply chain are also feeling the pinch, according to Meadows.
“There are a lot of concerns commercially,” he said. “Some specialist contractors could go bust.”
When contacted by Place North, the Ministry for Homes, Communities, and Local Government said: “The Building Safety Regulator has been building capacity and developing its operations to improve building safety.
“Timelines for processing applications will be met much faster once the new requirements, systems, and processes bed in and the sector has had time to adjust to the new regulations.”
For now, the delay in getting sign off for high rise residential buildings is in “direct conflict” with the government’s crusade to build 1.5m homes over the course of this parliament, according to Richard Glover, partner at law firm JMW.
“It makes it a lot harder for developers,” he said.
“There is an appetite for change, the concern is that there will be a significant period of adaptation to the new regime.”
Glover suggests the teething problems leading to blockages in the approval process have been caused by poor planning.
“The rules of the Building Safety Act were probably rushed through a bit too quickly but something needed to happen so it is a balancing act,” he said.
“There is lots of uncertainty about how you comply.”
Chris Acton, chief executive of engineering consultancy Clancy, said the online submission process is “not straightforward”.
“There are still questions about how the gateway two process integrates with design and build procurement,” he said. “The lack of clarity around these fundamental requirements is a side effect of this new system.”
This confusion is frustrating developers eager to get on site.
One Manchester-based developer of high-risk residential buildings – defined as those taller than 18 metres – said that knowing exactly what information the Building Safety Regulator wants to see as part of the three-stage compliance process is “like shooting in the dark”.
The developer, who did not want to be named, also said the industry is “heading for a bottleneck” if resourcing problems at the regulator are not sorted out quickly.
“If you’re not getting approval, it is costing you millions because your teams are just stood around waiting,” he said.
The lack of clarity around information the BSR requires is borne out in the stats.
By 16 September, the regulator had received 808 applications for building control approval on higher-risk building projects. More than 40% of these were rejected due to missing information or a lack of compliance with regulation.
“There is still a question mark over the level of design detail that needs to be submitted [to the BSR],” Meadows said.
“Project Four has set a clear stance that full design information should be provided – with sub contractor design input required especially for anything structural, fire or life safety related.”
A spokesperson for Health and Safety England, where the regulator sits, said developers can “mitigate their risk of costly delays or potentially higher borrowing costs” by submitting “high-quality building control applications”.
“A high-quality application should clearly identify every aspect of compliance and clarify the standard and codes the building’s design complies with,” the HSE spokesperson said.
“It should justify compliance with a supporting narrative. This helps BSR avoid further interpretation.”
Funding foibles
Gateway two approval delays are making it more difficult for developers to access funding.
The economic volatility of recent years means funders are more risk averse than ever and are often unwilling to invest in a project until a build contract is signed.
Having to hold out for funding is increasing the strain on developers and multiplying up-front costs.
The BSA and the need to provide more detailed design earlier on in the process to satisfy the regulator is also preventing developers from getting the best price for a job, according to some.
“We are being forced to get into bed with one contractor from day one,” one said.
“Funders want zero risk. The BSA is putting more risk on us.”
While some developers view the requirement for early contractor engagement as a barrier to getting the best price for a job, Peter Connolly, managing director of Igloo Regeneration, sees things differently.
“We have found that working closer with contractors works better for us,” he said. “If you have the right approaches to procurement, you will get the right price.”
Connolly, whose firm is behind the 1,000-home Riverside regeneration scheme in Sunderland and the £137m Founders Place in Newcastle, acknowledges “teething problems” with the current system but does not see the sense in getting worked up about it.
“It is easy to be doom and gloom but it is what it is,” he said.
“When people are used to it in five years’ time this will all be forgotten about.”
It is not just development finance and forward funding deals that developers are having to work harder for. Grant funding is also an issue.
Cash needed to bridge viability gaps has to be spent in line with government timescales.
The Building Safety Act is making it more and more difficult for developers to meet those deadlines.
In September, the Greater Manchester Combined Authority had to reallocate £21m of brownfield grants due to “significant slippage” in the programme of some schemes. Some of that slippage was due to BSA delays, the GMCA confirmed.
Tight margins
A lethal mix of high build costs and low values means viability across the North is razor thin even before you factor in any changes that might need to be made to make a scheme BSA compliant.
Reworking projects to accommodate second staircases – which several developers in Manchester have done in recent months – can impact viability significantly, according to Marcus Dixon, head of UK residential research at JLL.
Reducing the number of units, even slightly, or turning a few two-bed flats into one-beds to accommodate a second staircase can be the difference between a green number and a red one on an appraisal.
“A lot of schemes that were on the cusp of being viable are now being put in the ‘too difficult box’,” Dixon said.
The result of the need to comply with the BSA, high interest rates, construction cost inflation, and the additional outlay required to meet sustainability targets, mean that some projects may never see the light of day.
This is bad news for the government, which was elected on a housing ticket and has pledged to deliver 1.5m homes over the next five years.
If this target is to be met, concessions might have to be made, according to Phil Doyle, director at 5plus Architects.
“It is tight out there,” he said, highlighting how construction costs have increased across the board in recent years, not just for high-risk buildings.
“At West Bar [a 100,000 sq ft office building in Sheffield] we ended up getting that done at around £190/sq ft. Things are now being priced at £260/ sq ft.”
Doyle believes the need to comply with the BSA, and the additional cost that brings, could result in other noble pursuits being put on the back burner.
“[Developing sustainable buildings] is a matter of life and death because the planet is heating up but the BSA has come at the same time and will water down some of the environmental stuff,” he said.
“There is a balancing act with it all. Where do you provide the concessions? The BSA is now absolute and it means that some of the targets on energy will come under pressure.”
Any slowdown in new-build residential development as a result of the BSA will stymie supply of much-needed homes, driving already climbing rents upwards in cities like Manchester, Leeds, and Newcastle and putting a dent in the government’s lofty housing ambitions.
The increased costs associated with meeting the requirements of the BSA – both during design and construction – could also mean a knock-on effect for the delivery of affordable homes.
If a scheme is already marginal in terms of its viability, developers could argue that delays and increased costs associated with the BSA mean they are unable to deliver a policy compliant level of discounted homes, putting local authorities in a sticky spot when it comes to determining applications.
Time to choose
This new way of working provides a long-overdue shift in thinking that prioritises the safety of residents above all else. The hope that underpins this change is that Grenfell will be the last tragedy of its kind in the UK.
However, the adjustment period is proving painful for the development and construction industry at the same time it is being asked to help the government reach its ambitious housing targets.
More and safer homes is the aim. The government may have to just settle for the latter.
MIPIM Is It Worth It, Is It Needed…?
MIPIM is it worth it, is it needed…? It was certainly good to be back. Just my thoughts on the Cannes thing.
I'd previously attended MIPIM in 2014, 2015 + 2016 when I was MD of Innov8. Initially attending as part of the Marketing Manchester delegation (2014), and then when Liverpool returned in 2015, joining both Liverpool + Manchester delegations. I see great value in conferences + networking events such as MIPIM, for many reasons, some are less obvious:
profile raising, lead generation, catch up with existing clients, an opportunity to learn + step back from the cold face (in an environment such as Cannes), intelligence + innovation + education, focus on new office/business locations, new sector penetration, JV partnering + strategic alliances, competitor activity…FOMO is not a reason for going (you know who you are)!
I often get asked ‘is it essential’, well ‘no’ is the answer and it is difficult to measure the ROI, but I think there is huge value here, even for SME’s and micro businesses. There is also the question what your/the businesses specific drivers are for attending (and investing in MIPIM). For us/P4, we have spent the last six years, since we formed in 2017, with head down, delivering, retaining clients and gaining a positive reputation. With the activity we have invested into the Building Safety Act (BSA) over the last three years, and as the business matures, evolves...we felt it was time.
So on the return, I went solo in the end, to dip our/P4 toe in, bearing in mind the motivator for returning to MIPIM, was after attending a hugely positive and enjoyable UKREIIF in May 2023. During my previous visits to Cannes, I had always joined a delegation, at great cost (but also great benefit). I feel as we’ve matured as a business and our reasons for attending MIPIM, was very much focused on BSA profile. Place North West offered a fantastic package, that worked so well for us (thank you to the team there, brilliant pre-MIPIM support, during and after). Non-negotiables that we stuck too + recommend – accommodation within a sensible walking distance from conference + marina (circa 15-minute walk from apartment to ‘Bunker’ / Café Roma).
I purchased a conference pass (circa £2,250.00), but didn’t use it at all this year – mainly due to organising events we were hosting, attending Place North West events + only being there for three days. It doesn’t need to be expensive, especially by avoiding the main parts of the old town and the ‘big’ hotels. I felt this year, compared to previous visits, I wasn't tied to the stand and/or felt obliged to attend events, I have no interest in or will benefit P4.
MIPIM is it worth it, is it needed…? That depends on what you want from it! Like many of these things, you get back what you put in. Regardless of approach and strategy – it is important to prepare the diary early, factor in key events, organise accommodation and flights now for (or very soon) for 2025.
High-level summary:
- most enjoyable MIPIM to date, with only three key anchor/fixed events/meetings, across three days. Enjoyed three long days, even booking an earlier flight to come home Wednesday night + getting brownie points with the missus and the boys at home.
- more chance meetings occurred over lunches and between the few events we attended – you can overpack and be driven by the diary (like I was in previous years).
- superb value + benefits in joining the Place North West delegation - which reaped greater benefits of being tied to an unnecessarily expensive delegation. MIPIM/Cannes isn’t cheap but it doesn’t have to be expensive and joining a delegation is extremely beneficial for some, but not essential (and expensive).
- another high profile and successful BSA breakfast with our friends/partners at JMW Solicitors and Earl Kendrick.
- the Brock Carmichael Architects lunch, right at the top of the old town, was a highlight and have already invited myself to next years.
- we'll be back in 2025, motivated + prepared.
We push onto UKREIIF in May with invites out for two events we are co-hosting with Brock Carmichael Architects and AJP on the Tuesday (21/05). Which is a drinks event in central Leeds between 1530hrs-1900hrs and an evening meal for clients + colleagues.
Lastly – look out for the Place North West BSA Conference we are headlining sponsor for with our friends JMW Solicitors, Earle Kendrick + Hydrock, register interest here https://linktr.ee/projectfour_cdm
Project Four Teams Up With Place For MIPIM Debut
“It has been a long time coming for Project Four,” said managing director Alan Robson about taking his company to the international property conference for the first time.
Robson is a MIPIM veteran himself, having attended the event multiple times before he created Project Four Safety Solutions. MIPIM, he pointed out, is a great place for networking and can contribute to a business’s growth plans.
“MIPIM is the next step in our growth and profile-raising plans within the North West and wider UK property markets and will support our new directors and offices in Scotland and London,” Robson said.
It is also a prime spot to share Project Four’s expertise in the Building Safety Act, he added.
The decision to attend MIPIM, which will be held 12-15 March 2024, was cemented after the Project Four Team had a successful UKREiiF experience in Leeds.
“We went all out at UKREiiF and got a lot from it,” Robson said.
In attending MIPIM, Project Four has chosen to partner with Place North West to help Robson and fellow director Max Meadows maximise the opportunities available in Cannes.
“Project Four has done some great work with Place North West over the last few years and we can see how Place will help us make the most of the MIPIM experience – not just for the few days in Cannes, but with our pre- and post-conference strategy,” Robson said. “Plus, we want one of the Place North West baseball caps.”
Dino Moutospoulos, managing partner and head of commercial at Place North, said: “We are delighted to continue our recent video work with Project Four by showcasing their expertise at MIPIM.
“Alan, Max, and the team have been leading the conversation on risk and fire management for some time and this sector is in for a lot of focus in the coming months and years,” Moutsopoulos continued.
“Place is proud to call Project Four a Place MIPIM Partner and to help them spread their advice that ultimately helps improve the built environment and protect lives.”
Place is offering a variety of bespoke business development and thought leadership opportunities at MIPM. These include boat charters, event sponsorships, and video commentary services.
You can hear more about Place’s MIPIM offerings at our MIPIM preview event on 12 September. Held at WSP’s office on First Street in Manchester, this event will include regional leaders as well as officials from RX, the organiser of MIPIM. If you are interested, please contact mipimevents@placenorth.co.uk.
Place North is already working on MIPIM strategies with clients and partners Together, Net Zero UK, Euan Kellie Property Solutions, Morgan Sindall Construction, JMW Solicitors, Luma Marketing Realty Management, and Marketing Manchester.
Interested in making the most of your MIPIM experience? Email Dino Moutsopoulos to find out more about how Place can boost your brand’s profile.
Why work with Place North West?
- Proven: As MIPIM veterans, we know how to best reach the high-profile audience attending the event. We also know the market and have multiple outlets where we can promote your content, with your videos appearing on our newsletter, website, and social media channels during or after MIPIM.
- Hassle-free: We do the hard work for you. We can source participants, suppliers, and venues, put on the event, and figure out all the logistics so you can focus on maximising your time at MIPIM.
- Flexible: With a variety of packages and services, we can mix and match to craft the perfect MIPIM campaign for your brand within your budget.
Opportunities for MIPIM 2024 include:
- Corporate boat charters: Enjoy a relaxing cruise on the Mediterranean with the industry’s biggest decision-makers on the Place MIPIM boat, which allows you to escape the crowds and engage in undisturbed networking with drinks and canapes.
- Event sponsorship: Place is hosting an arrival reception on the Monday to kick off the week of networking in Cannes as well as an “in conversation with…” breakfast event on the Wednesday – two great opportunities to get your brand in front of a robust group of high-level property professionals.
- Roundtables: Held in-person and turned into videos later, these roundtables can stand the test of time and reach a wider audience than a more traditional roundtable ever could.
- ‘Fireside’ chats: These intimate one-on-one video interviews provide a more informal setting that’s perfect for digging into complex and important topics in a way that’s accessible to those at MIPIM and beyond.
- Event management: Whether you’d like to have a private drinks reception, breakfast, lunch, or dinner, Place can help source a venue and find you the perfect guests for networking and engaging discussions.
- Vox pops: Capture the excitement of your announcements, launches, and events with quick interviews with your attendees.
- Advertising: Before and during MIPIM, get your brand in front of the readers of Place North West in multiple ways, including website banners, an advertorial piece, branded editorial reports, and more.
Interested in working with Place North West? For more information or to book opportunities, contact commercial director Dino Moutsopoulos by calling 07803 988 112 or emailing dino@placenorthwest.co.uk.
You can also explore more of what Place has to offer by downloading our 2024 media pack.
Google…Search Alternative Words For Recruitment?
Joining P4, potential + possibility…the PERSON spec!
At P4, we're not just offering a job; we're building a space for individuals who are committed, ambitious, self-motivated, and strive for growth (whilst still having fun)! Here's a sneak peek into our culture, and life at P4.
Traits We Admire
- Self-Motivation + Drive: We believe in individuals who don't just meet expectations but exceed them with their internal motivation. We can't give you this - its on you.
- Commitment to Technical Development: Lifelong learners, this is your home! We value those dedicated to staying ahead in their technical prowess.
- Be keen to learn, take the rough with the smooth (the challenges) and commit to a career route path with rewards + incentives.
Expectations We Set
- Deliverance is Key: We're all about results. If you're ready to take on challenges and deliver, you'll thrive here.
- Responsive + Engaging: We love ideas and conversations. Be ready to not just respond but actively engage with your team.
- Accountability + leadership at all levels.
The foundation of our success lies in repeat business, a testament to our consistent delivery. To uphold this ethos, we depend on our dedicated team
What We're Not Looking For
- No "Computer Says No" Mentality. Solutions-driven minds are our forte. We don't want barriers; we want problem-solvers.
- The glass is half empty type stay away.
- People who want to work from home in isolation + not be part of the team. We offer hybrid solutions + balance, but we want to build a team together.
Anyone can fill in an F10 and collate a hazard + risk register – we proactively work with clients and challenge design teams to effectively apply the hierarchy of control + create better buildings.
A Glimpse into Your Journey
- Challenge + Engagement: P4 is your platform to challenge yourself, engage with your work, and support your colleagues.
- Growth Platform: Our infrastructure + market position isn't just bricks and mortar; it's a catalyst for your career.
- Expect support and a work-life balance that fosters growth.
The Perks (because these things are important to us too)
- Earn the trust, perks, and freedom that come with being a part of P4.
- Birthdays off, and we go above the sector's holiday standards!
- Healthcare + benefits through Vitality Health
- Christmas holidays off (without using holiday allowance)
- A personal development plan + career route map – to ensure progression + incentives
- Regular socials and hearty team lunches
- 1-day additional holiday gifted after three years’ service (post probation)
- 2-day’s holiday gifted after five years’ service (post probation)
- Kids/family school pick-ups + after school club commitment/pledge
- Charity donations + challenges
- Volunteer programs, maternity/paternity packages, and even a moving house pledge, employee referral scheme – because life happens.
Culture at P4
- Not a Corporate Machine: While growth is our objective, we're not a soulless corporate giant. We're a close-knit group of individuals from all walks of life, and we treat you as one.
- An environment to thrive.
People, Not Just Positions
Meet with Leaders Anytime: Your ideas matter. Meet with directors whenever you need.
Family-Friendly Office Dogs, kids...they're all welcome! We believe in blending work and life seamlessly.
Diversity & Wellbeing
- A pledge to diversity and a strong focus on health and wellbeing.
- We believe in the strength of diverse perspectives and a healthy, happy workforce.
P4 Monthly Team Day
Your Journey Starts Here
This isn't just a job; it's a long-term move. Take your time, understand the role, scope, expectations. We're patient, and we're committed to success. Things will evolve and where you start will look very different in 1, 3, 5 years! This isn't a process we can rush, and we like to discuss, plan, and thrash out all potentials/objectives etc. some appointments have taken 6-12 months, but have worked successfully + continue to flourish at P4. The talent we seek may not be immediately ready to move - personal commitments (paternity, exams, financial etc.) and could take several months to nail down.
We view recruitment + talent search as an ongoing process, not a reactive one - happy to chat in confidence at any time.
Ready for a career where your potential finds its true home? Contact P4 today!
See what the team says:
Karen Benson (Office + Support Team Lead) karen@projectfoursafety.com
I’ve worked alongside Alan and Max from the beginning of P4 and have been fortunate to see it flourish and grow over the years. My role has evolved immensely, and the learning and growth gained has allowed me to develop and enhance my skills and contributed to my job satisfaction. Yes, the workload is heavy, but I can deal with this as I feel supported, well looked after, motivated and appreciated. It helps that the people I work with are great, good fun and supportive, I couldn’t imagine working anywhere else.
Dave (Advisor): retrained from Jaguar Land Rover dave@projectfoursafety.com
After 10 years working in various roles at Jaguar Land Rover and having completed the NEBOSH General Certificate, in May 2020 I made the leap to join P4 and take up my first role in Safety.
The factory environment was all I had known so to be tasked with working from home amid the pandemic took some getting used to. Thankfully, the environment was ideal. A close-knit team who ensured the transition was seamless. All whilst working in a fast paced, often reactive industry. Safe to say, there’s never a dull day.
Steven (Senior Advisor) steven@projectfoursafety.com
Initially, I was sceptical about re-joining a "consultancy" as work-life balance is usually non-existent when a consultant, however I couldn’t have been more wrong due to the autonomy and trusting ethos within the business.
From day one I have felt part of the team, and in my time here so far, it’s been great to see the company grow year on year. The overall approach to both delivery and continual personal development is first class and like non-I’ve experienced before and that’s credit to the team here at Project Four.
Alan (MD):
It’s not always pretty, but we work hard, are committed to personal growth, work life balance. I like to finish early on a Friday, I don’t apologise for that.
alan@projectfoursafety.com +44(0)7786447777 (text, whats app, call, email anytime).
Industry Must Act Now to Comply with Building Safety Laws
The Building Safety Act 2022 received Royal Assent in April, and its myriad legislative changes are due to come into force over the next 12 months with implications for developers, contractors, landowners, and others, writes Alan Robson, managing director of Project Four Safety.
Collectively, the team at Project Four Safety has been reading hundreds, if not thousands, of consultation documents, press releases, and associated documents on the incoming new laws. So, without giving you War and Peace (first published in 1867 with 1,225 pages), this series of three articles will aim to provide a brief but effective update on the way the act is impacting the property industry.
The Building Safety Act 2022 is the government’s main response to the Grenfell tragedy of 2017 and came about from recommendations made in the high-profile Hackett Report led by Dame Judith Hackett, a past chair of the Health and Safety Executive.
The act, which received Royal Assent in April, will run alongside the Fire Safety Act (FSA), which received Royal Assent in 2021. Both pieces of legislation are aimed at bringing about fundamental change to the building safety system in England, and the duty holders mirror those under the Construction (Design and Management) Regulations of 2015 – namely, designers, principal designers, principal contractors, and their clients.
Listen to Project Four Safety and Place North West‘s podcast on the Building Safety Bill
The biggest myth-buster of this article – and to address a key source of confusion among industry professionals – is that the Building Safety Act 2022 will impact all stages of construction and those parties involved. Yes, the short-term priority is high-rise, high-risk residential buildings given the dangers highlighted by the Grenfell fire. But, post-2024, the act looks to tackle the wider construction sectors through subordinate legislation.
The key changes and focal points for the industry to start considering are:
- that the Building Safety Regulator (BSR) will coordinate and enforce the act, with a specific objective of ensuring the safety of people in and around buildings and to improve building standards
- the Health and Safety Executive becomes a statutory consultee for planning applications
- the BSR will become the building control authority for high-rise buildings
- that early engagement with the BSR is encouraged
Practical changes this brings about are broken down in the act in the form of three gateways introducing requirements at key stages in design and construction – planning; before building work starts, and after construction has completed. The key requirements to note are:
- a fire statement is to be submitted as part of the planning process – this is a new requirement as of August 2021 when that and other Gateway 1 requirements took effect
- at pre-construction stage, a clear focus is now placed on design change control, competence, and compliance with building regulations
- prior to occupation of the completed building, a suite of information is now required to receive construction sign-off and handover
We’re aiming to work with clients to proactively demonstrate compliance for each gateway, with the intention of avoiding queries from the BSR later.
What is more, the Building Safety Act’s subordinate legislation will land throughout 2023 and 2024, relating to the fields of competence, procurement and the ‘golden thread’ (what and how information about a building is kept, to enable parties to understand a building and keep it safe).
All of this makes for a busy couple of years ahead and I’ll be exploring this further in the next two articles to be published. How project teams can prepare now is to ensure that they are satisfying their obligations under the 2015 Construction (Design and Management) Regulations – especially, SKET, DRM strategy, HSF information, and capturing and evidencing significant design changes – and by making sure robust processes are in place to keep track of these obligations.
Two important tools that will help to drive further changes are the Building Safer Future Charter and the Code for Construction Products, both of which are worth reading.
Although the industry has a period of transition ahead – and we’re all busy! I can’t stress enough the need to take action to start the journey of becoming fully compliant with the new laws.
Building Safety Act: What You Need to Know About the Coming Changes
With so much change happening across the industry, here is how we are helping clients and the wider industry focus on key priorities without getting overwhelmed, writes Max Meadows of Project Four Safety.
Last year was filled with consultations, new legislation, and guidance changes – and 2023 is shaping up to be just as busy.
As tempting as it may be, there’s no need to bury your head in the sand. At Project Four Safety, we’ve spent months analysing the act and all the changing guidance. We’re ready to distil that vital information to you.
We’ll start with a summary of the key dates for this year that you need to have marked on your calendar. Then, we’ll discuss what you need to be doing right now to prepare for this next stage in the building safety reform process.
Dates you need to know
April
- Registration for existing occupied high-rise residential buildings opens.
October
- Gateway 2 and Gateway 3 are introduced. Gateway 2 is the construction control plan and fire and emergency file. Gateway 3 is the mandated completion certificate.
- Registration deadline arrives for existing occupied buildings – all new buildings will have to be registered before being occupied from here on out.
- The building inspector and building control approver registers open.
- The Building Safety Regulator becomes the new building control authority for high-rise residential buildings.
- Developers must apply to BSR for building control approval before beginning work on any high-rise residential building. Note that this new rule is effective starting on 1 October.
What you should be doing now
A great starting point for the road to change is ensuring that you are compliant with Construction Design and Management Regulations 2015. CDM 2015 maps out how to improve health and safety within the built environment.
Every duty holder for a project – whether you’re a client, designer, principal designer, or principal contractor – needs to be satisfying the duties called for under CDM 2015.
This is not just our opinion at Project Four – getting on board with CDM 2015 is also the suggestion of Dame Judith Hackett, who led the government’s Building Safety Future Report.
So what does this mean in practical terms?
- Appoint duty holders as early as possible – provided you are able to do due diligence to ensure those you recruit can reflect what the legislation calls for. Often we see appointments that have a mishmash of various duty holders – such as having duties of the principal designer (that’s regulation 11) and the client (that’s regulation four).
- Ensure those appointed are able to do their task safely and competently. CDM 2015 focused on skills, knowledge, experience, and training. The Building Safety Act 2022 shifts that focus to skills, knowledge, experience, and behaviour.
- Start your design risk management and health and safety file from the first day. Agree the format for this early on. In those files, be sure you are capturing key discussions, solutions, and challenges. Include the outputs from your project directors. If you capture information from each stage of the development process, you can pass this along when the project is handed over. If your building is higher risk, than the operator will need to share this information to the BSR so it is key that there are no gaps.
- Educate and upskill your project teams about building safety changes. It is hugely concerning that not enough duty holders and organisations are planning or preparing for the next phase of this legislation. There is a lot to do!
- Engage with the building control body appointed to ensure that the agreed design, construction method, and any design changes comply with building regulations. This has always been key under CDM 2015 – but its importance was emphasised with the Hackett Report and BSA.
- Engage with the building operator and their accountable person as soon as possible. Discuss regularly with the operator about how to safely manage residual risks, including fire safety. Customise your handover information – as an industry we really need to move away from just handing over a generic hardcopy handover pack without a briefing.
We get it. There’s a lot of information to digest. We’re hosting a series of open sessions to help brief the industry on these changes and we’ll be publishing more stories here on Place North West to keep you updated. You can expect a future edition that delves into the details around Gateway 2 and Gateway 3 – as well as competence requirements.