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CDM Solutions
Our team has many year’s experience in delivering both organisational strategic advice and CDM project delivery. Talk to our friendly team of CDM experts today.
CDM Client Advisor
The CDM 2015 Regulations introduced several new duties and responsibilities that were previously not required of Clients. Our CDM Client Advisor team will ensure you meet all of your legal obligations with our simple, practical, common-sense approach.
Principal Designer Support
The Principal Designer role places a duty to plan, manage and monitor health and safety on a project. Our team works with Designers and Principal Contractors ensuring compliance with CDM 2015.
Contractor Safety
Project Four offers specialist safety advice on a multitude of safety related issues, providing retained site safety services, tailored specifically to your requirements. Speak to our team of CDM and site safety specialists about our range of retained services today.
We make CDM compliance simple, practical and cost effective. Speak to our expert team today.
We make CDM compliance simple, practical and cost effective. Speak to our expert team today.
Latest News
From client wins to networking events, here’s a rundown of all things Project Four.
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.
P4 Year In Review
Well that’s a wrap! Everything we need to say is captured in our Year In Review animation. On to 2025!
Welcome To P4!
We were excited to introduce our final group of new team members for 2024. Their skills and fresh perspectives will strengthen P4 as we grow and innovate.
Stay tuned—more announcements are coming as we expand in 2025!
P4 + Circular Benefits Partnership
Project Four has always prioritised a supportive, people-focused culture. As we grow, we're focusing on enhancing perks, benefits, and career development programs in 2025. Partnering with Circular Benefits is a fantastic step forward, especially now.
Alan’s Cycle India Challenge
In November 2024, Alan and a group took on the huge challenge to cycle over 400km over 6 days around India to raise money for Zoe’s Place Baby Hospice, Liverpool. The group managed to raise more than £425,000 in total!
P4 Team Gathering 14/11/24
14/11/24 - P4 Team Gathering... Started with breakfast and introductions, finished off with a walk, food, drinks and lots in between!
It was an opportunity to catch up, share plans, dust ourselves off + have some fun!
BSA Impact + Industry Statement 2024
Download our most recent P4 BSA Impact + Industry Statement 2024 here.
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.
Grenfell Report Findings – Phase 2
The Grenfell Tower Inquiry Phase 2 report revealed significant failings in fire safety and accountability during the tower’s refurbishment, with unsafe cladding being a major factor in the fire’s spread. It pointed out inadequate oversight and competence among involved parties and a culture of cost-cutting that prioritized aesthetics over safety. The report recommended stricter material testing, improved regulatory oversight, and enhanced accountability within the construction and fire safety sectors. Download Report Here.
Workplace Fatalities Summary 2023/24
The HSE has released a summary report detailing the statistics of work-related accidents for the period 2023/2024. Download Key Findings Here.
New Starters at P4
We’re excited to introduce four talented new additions to the P4 team! Each brings diverse expertise and fresh ideas that will help us drive growth and innovation forward.
But we’re not stopping here—keep an eye out for more updates as our team continues to grow!
P4 Welcomes New Contractors
A warm welcome to our two new contractors joining the P4 team!
We’re excited to have Kevin Blakey and Tim Brian on board, each bringing a wealth of expertise and unique skills that will enhance our projects and strengthen our team. We look forward to achieving great things together!
Career Opportunities At Project Four
Discover the exciting career opportunities awaiting you at Project Four Safety! Join our team and be part of a forward-thinking company dedicated to innovation, growth, and making a real impact in the world of safety.
DLC Breakfast Event
We were thrilled to host a private DLC Breakfast Event where Allan Binns and Rikky Singh Hunjan led exclusive discussions on Gateway Two applications. This unique gathering offered attendees the chance to gain valuable insights and connect with industry experts in an intimate, engaging setting.
New Directors Join P4
We’re thrilled to welcome two new directors to the P4 team! Bringing a wealth of diverse skills and fresh perspectives, they will play a pivotal role in strengthening our capabilities as we continue to grow and drive innovation forward. Their addition marks an exciting chapter for P4, with even more to come as we expand our team.
Stay tuned for further announcements as we continue building a dynamic team to fuel our success and push new boundaries!
Project Four Charity Challenge
We’re thrilled to introduce the Project Four Charity Challenge—a unique initiative created to inspire our team to take on impactful challenges that drive meaningful change.
Together, we’re committed to making a difference and creating positive change!
Leading the way is our Chairman, Alan Robson, who will be embarking on a remarkable 450km cycling journey through India’s Rajasthan region. Alan’s challenge supports Zoe’s Place Baby Hospice in Liverpool, and we're excited to cheer him on in this meaningful cause.
BSA Impact + Industry Statement 2024
Download our most recent P4 BSA Impact + Industry Statement 2024 here.
Open Session 28/12/24
Join Senior CDM/BSA Consultant Connor McIlroy who will be discussing lessons learnt, industry experience and providing a steer on compliance across BSA/CDM to close off this year’s open session series.
Book Your Place Here.
Open Session 20/11/24
Join Steve Teare, Contractor Safety Lead for Project Four and Dave Aspey, Senior CDM Consultant who will be reviewing the key issues and lessons learnt from this year from a site safety perspective.
Book Your Place Here.
Open Session 17/10/24
Join Connor McIlroy who will be taking you through the key principles of Design Risk Management for CDM Designers and Principal Designers. It’s important in the world of emerging BSA questions to ensure that CDM is not forgotten.
Book Your Place Here.
Open Session 25/09/24
Following our summer break, our open session series returns with a focus on Principal Contractors and their duties under both the Building Safety Act 2022 and CDM2015. Join Senior BSA/CDM Consultant Connor McIlroy and Project Four’s Contractor Safety Lead Steve Teare who will be showing the key principles to achieve compliance under both pieces of legislation.
Book Your Place Here.
P4 Team Gathering
Take a look at our recent P4 Team Gathering where we had a team briefing over breakfast, went to the escape rooms, quirky quarter, a stroll around Albert Dock + then food at Gusto! A superb + timely reminder of our team's loyalty, commitment + honesty!
BSA Conference
Check out the video roundup of our BSA conference. We are proud to continue leading the way in BSA. Well done to everyone involved—there's much more to come!
Vision, Values, Culture
Our Vision, Values, and Culture are incredibly important to us and have been key contributors to our growth and success!
Embracing Our Differences
We are proud to embrace diversity - watch out for our new strategy from Oksana Degtyaryova, our Diversity, Equity and Inclusion Lead.
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
Triple Promotion Announcement
The first of our #MIPIM2024 Announcements. We are delighted to make this Triple Promotion Announcement... it is well + truly deserved! Keep pushing on.
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).
Monthly Team Meeting
Once a month, we convene as a team to gather, share meals, and engage in recreational activities. In September, we relished our time together, showing support for the local charity, Papercup Coffee Project, and embarking on a tour of the iconic World Famous Liver Building.
P4 Providing BSA + CDM Support To The Healthcare Sector
P4 possesses extensive expertise in the healthcare industry, and as part of our continuous commitment to foster and motivate the sector to enhance their knowledge and skills related to the Building Safety Act of 2022, we have developed the presentation above.
Here’s what you need to know about the Building Safety Act Secondary Legislation
It has been little over a week since the Building Safety Act was fully implemented in England – and, with it, a slew of changes to the rules for higher-risk buildings, writes Max Meadows of Project Four Safety Solutions.
While there is a lot of information to take on board, the new regulations are more of an improvement on existing construction standards, rather than a whole new set of rules. We have said from the early days that the BSA is CDM regulations on steroids, and this holds true. The legislation has a focus on behaviour change and demonstrating compliance, two things the built environment needs to embrace from the top down.
The New Regulations
Take action now to comply with the Building Safety Act and ensure your business is prepared for the new regulations. The time for waiting is over. The Building Safety Regulator is launching, and registration for occupied high-risk buildings is underway. Don't be left behind. Embrace the changes and prioritise competence and building safety. Let's work together to prevent future tragedies.
Key Insights
Stay ahead of the upcoming changes in the Building Safety Act with these key insights. Important dates include the opening of registration for existing high-rise residential buildings in April, and the introduction of Gateway 2 and Gateway 3 in October. Start by ensuring compliance with CDM 2015 and appointing duty holders with the necessary skills and knowledge. Develop a robust design risk management and health and safety file from day one. Stay informed, engage with building control bodies, and collaborate with operators for effective handover.
Building Safety Act 2022
The Building Safety Act 2022, a response to the Grenfell tragedy, will bring significant changes to the building safety system in England. The act will impact all stages of construction and introduces three gateways with specific requirements. The Building Safety Regulator will enforce the act, and early engagement is encouraged. Compliance and understanding of obligations under existing regulations are crucial. Stay informed about subordinate legislation and prepare for the journey to full compliance.
Project Win
Project Four is delighted to welcome the Mews & Cube RTA Company onboard as a new client!
Steven Teare Joins NWCSG Committee
Steven Teare taking a lead on things again! Look out for the next NWCSG NWCSG NWCSG Safety Group events via here!
We Are Recruiting!
Now into our 7th year at P4, we've come a long way + many of the team have been on that journey too. As we have grown, we've failed in some parts but most importantly learnt from those mistakes. Our team reflects who we are + that's important (!)...as we grow we don't want to lose that culture (the reason people have joined us + stayed with us). It's not for everyone but there is opportunity, development + fun to be had for the right person! We don't have processes for everything + there will be challenges but with support, guidance + reward. Contact alan@projectfoursafety.com to ask about vacancies, and what might lie ahead.
BSA Briefings Feedback
Take a look at some of the unprompted, genuine feedback from our recent BSA Briefings.
Wirral Waters
An overview of one of our longstanding projects.
Morgan Sindall – DfE Pear Tree Academy
Principal Designer Support
Iron Line, Cumbria
Principal Designer
Kier – Chapel Allerton Hospital, Leeds
Principal Designer Support
CJCT The Forum, Birmingham
Principal Designer Support
Morgan Sindall – DfE Dixons Academy Manchester
Principal Designer Support
Black Cat, Manchester residential tower reclad
Principal Designer Support
Laing O’Rourke, Oxford North Phase
Principal Designer Support
Laing O’Rourke, Pinewood Studios
Vision Tower, Manchester
Principal Designer and CDM Advisor Support
Moda Milton St, Sheffield
CDM Advisor and Building Safety Act Support
Hive Homes
Principal Designer and CDM Advisor Support
Muse Developments
Strategic and Building Safety Act Support
Scaffold Management
Retained
Layer Studios
Retained
AEW
Retained
JD Engineering
Retained
Sustainable Building Services
Retained
Roof Management
Retained
Contract Services
Retained
Red systems
Retained
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.
There is No Time to Waste on Building Safety Act Compliance
The time for talking is over, now is the time to act to get your business in compliance with the new regulations, writes Alan Robson, managing director of Project Four Safety.
The Building Safety Act is here, it has Royal Assent, and enforcement is on the horizon. This month sees the official launch of the Building Safety Regulator and the requirement to register occupied high-risk buildings.
At the same time, we are hurtling at pace towards the introduction of Gateway 2 and Gateway 3, which will be crucial steps that must be done in order to achieve compliance for your project. They follow the introduction of Gateway 1 in August 2021.
As you can see, there really is not any time to waste.
That was the sentiment echoed by Dame Judith Hackitt, author of the independent review of building regulations for the government, when we saw her at the second Culture Change in Construction conference in March.
Her keynote speech posed an important question for the industry: are you with the leaders or the laggers? In essence, will you be at the forefront of making the industry safer or will you resist change as long as possible knowing that you will have to embrace it eventually?
And we all will have to embrace it. Excuses around waiting for subordinate legislation will not act as any defence for why you chose not to move forward with the newest building safety regulations.
We are concerned – and so is Hackitt – that the penny has not yet dropped within the industry. Too often people ask if us BSA is ever going to happen (yes, it will) and tell us that it does not impact them because they do not do high-rise residential (yes, it does).
It seems to me that many industry stakeholders have failed to truly consider the Building Safer Future report produced by Hackett in May 2018. Obvious delays in enacting the report’s findings (we’re looking at you Covid-19, general election, and Brexit), plus the legislation’s complex nature have led many to bury their heads in the sand when it comes to the fact that come October the Building Safety Regulator will be enforcing these new rules.
At this rate, many individuals and organisation alike will be in breach of significant chunks of legislation.
Project Four has been planning for the release of this legislation for more than two years. We have been growing our team strategically so that it now includes a host of specialist construction professionals who know the new rules inside/out. This includes architects, surveyors, fire specialists, and executive-level safety professionals.
We want to ensure that no matter your field, you understand what BSA means for you and what you need to do to be compliant.
One of the focal points (and a good take away from your efforts for reading this blog) is competence. But this will not be compliance as we know (or think we know) based on the industry response to CDM 2015.
I often use the term in our briefing sessions: “Think of the BSA like CDM, but on steroids”.
That means achieving competence is going to need serious thought. Competence will need to better planned, structured, considered, and maintained.
Competence is an ongoing process that should not, like many things in safety, be viewed as a box ticking exercise. Legislation is helping drive this point home, mandating that there be evidence of continuing professional development.
Developing a building’s safety case should also be on your company’s to-do list. The safety case is significant as it brings greater and clearer responsibility on individuals to ensure that a building is safe and continues to be so.
A safety case reminds us all that people are at the heart of building safety. Unsure of what this looks like? Don’t worry, we’ll have more on that in another column later this year.
In the meantime, it is clear that there is a lot of work to be done. Change is happening. We, as an industry, need to embrace it and start now on preparing what will be required. It is clear that the government is not slowing down in its efforts to ensure Grenfell never happens again. We need to do the same.
Meet the Authorities: Public-Private-Partnerships
Very short + to the point update. This will be my last blog pre-summer break, and a great way to go into the summer recess (though there are events throughout). Another cracking in-person event, this week in Manchester at the fabulous The Lowry Hotel - in (yes, really) the Manchester sunshine! These face to faces are great, not just for business but our mental health - to socialise, meet new people, see friends, eat bacon butties. Apologies for focusing on the Wirral/Birkenhead parts - I am unashamedly, utterly and completely pro-Birkenhead (that's where I live) - so particularly interested in Alan Evans updates.
The first speaker set the scene well for the morning's debate, discussion + other panel speakers. Emma Birkett, heritage director, Rochdale Development Agency. Conservation + regeneration themed, heritage led regeneration (great to see this isn't an issue specific to only Liverpool). Blessed with historic buildings, Oldham has successfully repurposed its town centre with heritage led regeneration. When demolition is simply not an option. Mixed results, it has worked but need to use data and learn (and share). Heritage assets often seen as a barrier to development, other highlights raised: demand review of planning laws, earlier engagement with experts + those with the right knowledge + experience. Example used of projects that simply wouldn't be do-able (or of interest) to private sector developers in isolation, needs a PPP partnership. Funding is key, along with the business case - weakest area of regeneration and conservation (especially for PPP). Bespoke social value strategy, not national generic approach.
Panel ONE, with Emma Birkett: Phil Mayall, board director, Muse Developments. Kevin Riley, director, WSP. Barry Roberts, managing director – North West, Morgan Sindall Construction. Roger Frith, head of strategic regeneration & development, Oldham Council.
Phil Mayall: Conservation can add value its not a case of either or. Time, policy, desire needed - history adds value and must be acknowledged, considered + embraced. Community pride is also an important factor. Need brave LA's. Town centres: Specific purpose and relevance to area - look inwards first before looking out. Not simply saying we want the same as Rochdale or the same as Manchester. This will lead to failure, as is evident with town centres right now. Focus on self/specific area not others. PPP is incredibly complex to achieve, so many factors why: technical, cost, social, uses, multiple sectors, multiple stakeholders to satisfy.
It was great to hear Barry Roberts discuss projects across the region, and even better that they were projects Project Four are involved with - Knowledge Quarter (Liverpool) and Hammerstone Road (Manchester).
Mark McNamee Cityheart: a new arrival to regeneration business. Successful developer for Wigan's, The Galleries (CGI below). Public sector authorities look at companies not people (we echo and support that). Mark highlighted the obscure requirements/criteria, often sought after by public sector bodies - that mean the LA's don't always end up with the best fit / right developer. What is needed: an intelligent timeline, a Borough wide skills strategy, linked up thinking, not just centre. The Galleries - asset seen as a barrier to growth, diverse requirements, REPURPOSING (term used many times through the session today). Get people back into Wigan (opening up the place). Towns are the new cities? Leisure will drive this scheme. Lots of F+B a mix of local and national partners. Contributing factors for a successful PPP: Council champion, council drivers, political buy in, team ethos, understanding public sector.
Panel TWO, with Mark McNamee: Richard Laming, senior director, Turley. Darren Jones, development director, Nikal. Alan Evans, director of regeneration & place, Wirral Council.
Alan Evans: Experience is critical. Ingredients for PPP: framework, give developers confidence, design code, strategic plan, will drive quality. Two significant developments (1) Wirral Growth /Town Centre (and several other sites on Wirral) + (2) Peel, both very different. Birkenhead Town Centre has been in decline for 20-30 years, footprint too big, weak planning framework, infrastructure needed / council works needed to achieve desired outcomes, procurement is painful for both sides. Peel's Wirral Waters - the LA has less control but been in making for a long time - co-produced council + Peel with other partners, such as LJMU, Mersey Maritime to create educational and skills drive, but a very different model to town centre. Time and expensive procurement as highlighted by other sneakers. See more: https://wirralgrowthcompany.co.uk
Competitive dialogue / procurement process (Mark) could spend 500k to 1million and not be successful. Room for improvement, procurement. Scoring. Pagabo framework (https://www.pagabo.co.uk/) is being looked more favourably because of this, we would say speak to our friends at Procure North West, Robbie Blackhurst.
Refreshing to hear Alan acknowledge the failure of Wirral in recent years to act as an extension to Liverpool, something that has always aggrieved me.
Based on the recent events attended by me personally and my co-Director Max Meadows - we have concluded, and this won't come as a surprise, that Planning and Procurement are the biggest restrictors to development right now, shortly followed by the 'supply + demand' for materials.
Enjoy the Summer and England's Euro Campaign.
Cheshire Development Update (Place North West)
So, my second face-to-face event of the week. And despite the dreary weather when arriving into the fine City of Chester at 7.30AM, the vibe in the room was ace. I even enjoyed the 'event-coffee' which was as awful as it ever was, please don't be offended (I've missed it).
Understandably, there was some people I spoke to whose offices hadn't even reopened (don't start me on that) and were slightly apprehensive - which despite my 'let's get back to it' attitude, we do need to have empathy. However, hats-off to Place North West on the pre-attendance briefings/advice, investment in staff training, event space layout and setup, this would reassure the most anxious of people...very well done.
After the welcome from Place North West Principal Paul Unger, we had a really informative presentation from Peter Carstensen (Chair, Chester Growth Partnership). Peter highlighted three key projects as part of the ten year 'One City Plan' (1) Northgate (2) City Gateway and (3) City Place.
The 'One City Plan' was set about ten years ago as a 'framework' to encourage how space/place is utilised with multiple private land owners, to make better use of space (as oppose to a quick win for private owners) and promote collaborative working. He used Chester Racecourse as a great example of PPP. Peter was crystal clear on setting the record straight (on several occasions) that the Chester Northgate 'IS NOT ANOTHER SHOPPING CENTRE'.
I really liked hearing from Max Walker-Williams (Founder, Walker & Williams): residential operator (but not as we know it), paired with hotel services (5 star) - luxury offering. Apart-Hotel focused operator/developer with second site in for planning, including cottages with hot tub. Planning is the biggest barrier. Definitely an option for the Robson family staycation.
Fascinating fact (that I didn't appreciate beforehand) from Katrina Kerr (Chair, Chester BID): 8 Michelin Star entries (!), very buoyant F&B with unique offering, success on smaller units within retail, led by entrepreneurs + SME's. Universities driving students into the city through a change in teaching locations + style of delivery, obviously applauded by Chester BID. Arts Centre (Storyhouse www.storyhouse.com/) best outside London, who knew?
Top speaker for me was James Nicholson (MD, Harlex Property): planning is a problem everywhere not an issue bespoke to Chester. Interesting point made on investing in the planning system! Time is money!
Coffee break is always welcome...I bumped into two industry contacts whom I've known for many years, trusted contacts. One mentioned an opportunity that we/Project Four could get involved with (Ace - smiley face) and the other highlighted some really useful information about the Fire Safety Bill (which I will take away and share with the team) - which you would NOT get from Teams or Zoom.
Heather Standidge (Associate, Development + Strategic Advisory, Cushman & Wakefield): lots happening across Cheshire Towns, pandemic has worked well for changing patterns in favour of towns. Vitality plans for smaller town centres - more funding than ever for town centres.
Sandy Livingston (Executive Director of Property, Onward Homes) spoke passionately about their business (Being a Jock in the room he wasn't keen on talking football) with a positive outlook for Onward moving forward. He touched on the challenges of merging five housing associations and the local agenda. Other key highlights: funding planning offices better, resources desperately needed. The Pandemic has seen increased in opportunities for Onward, this could be down to how Onward operate, deliver and not as market sensitive as others. Connectivity critical to sites and success.
Rethinking where we work + live...interesting angle and the points made by Simon Kennish (Property Director, Bolesworth Estate): Echoed Heather's comments- surge in rural interest for resi and commercial (on smaller scales 1,2,3 desks), larger offices being offloaded. Changing events to reflect restrictions, noting the Balloon festival in August! Power supply and internet is a huge restriction, and Bolesworth are investing in this to ensure infrastructure in place (issues across all rural areas). If the commute doesn't tip employers out of cities, it will shift employee patterns - staff will dictate a shift. Convinced - if it's made harder to get into the cities, rural areas will benefit and employers will struggle, causing recruitment issues - hybrid offer needed. Look out for the Place North West Tour of the Bolesworth Estate.
Last but by no means least Ben Thornley (Chartered Town Planner, Cassidy & Ashton): Landlords looking to enhance their existing portfolio, decline in retail, larger units being broken up and/or turning into residential. Manufacturing and industrial requirements for clients is off the scale. Changes in working and living patterns - need for wider education for councils on this shift. Viability issues surrounding the building of homes to a zero carbon / carbon reduction spec - aim for above minimum but simply not feasible in most cases. Desirable YES, feasible NO.
Bit longer than usual, but there was so much to take in and capture - next event in Manchester 1st July 'Meet the Authorities'.
Have a boss weekend!
Back in the Room With the Liverpool Property Club
Today saw the return of the Liverpool Property Club and not on bloody Zoom. Face to face felt good, a sunshine-filled morning in Liverpool (and a big boat as a back drop). Great to see so many familiar faces and some new ones too, and to hear from Tony Reeves, Stephen Cowperthwaite + Colin Sinclair. This is my very brief summary on the key points discussed.
Colin Sinclair kicked off proceedings at the Liverpool Malmaison + discussed the change in office dynamics, productivity levels, mentioning that he feels (and I agree) that the timescales for people returning to offices/cities highlighted in the Centre of City Report will be greatly improved; we are already seeing the Liverpool City Region bucking the trend, and getting back to it. Colin also touched on the issues surrounding career development + opportunities being greatly improved with offices returning. Colin was also keen to highlight the need for quality workspaces, that offer more than a desk, providing better experiences for staff.
Colin's final point of interest, was that we/the Liverpool City Region (like others regions) have a real shortage of labs, and the need for quality developments/place making to connect these workspaces with the public - using the recently completed Spine and forthcoming Hemisphere as perfect examples.
Next up was Tony Reeves of Liverpool City Council, the man tasked with leading Liverpool back to credibility and trust, something I am confident he will do. There is going to be 'some hard yards' as LLC must get it right now. Liverpool has stuck its/their head above the parapet, a dynamic + pioneering approach has meant we are the most progressive city in the western world - this helped with securing the mass pilot testing. Liverpool is fighting back.
Tony sympathised with the room of property + development professionals, and understands the frustrations - but transactions will be slower for now, no room for failure if we are to push forward. Commissioner's involvement not great, but so much better than a full take over. He highlighted that the Liverpool City Region appeal to funders, investors + developers is evident, and bigger hitters like L&G are interested.
UNESCO World Heritage bureaucratic nonsense can 'do one'. UNESCO wanted all planning decisions for the whole City Region stopped/paused.
Last up, but by no means least, Stephen Cowperthwaite of Avison Young + who heads up the MIPIM Partnership for Liverpool. Avison Young commissioned report proves that the so called 'death of cities' is bull. The MIPIM offering has evolved and is not just about five days in Cannes (that's just the good bit), but about a year round programme of events + support for the private + public sector partnership. As part of this evolution, the MIPIM Partnership will be rebranded 'Liverpool Place Partnership'. Stephen used the three P's to describe how Liverpool strategically tackle the fight back + at MIPIM...PROMOTION, PLACE, PARTNERSHIP.
The one re-occurring message mentioned by all speakers, was the need for QUALITY developments and a real focus on placemaking, connectivity + sustainability.
So - a tough couple of months ahead for LCC, but doing things right and ensuring trust + credibility is restored. Much to be positive about and shout out about, onward + upwards! Look out for the next Liverpool Property Club social event in July - date TBC shortly by Downtown.
Oh Manchester…! New home for Project Four
It was on, then it was off...a bit like the last 12 months, in all parts of society. But now is the time to make the move, and we are delighted after viewing many spaces to announce our new home in Manchester - will be Blackfriars House, just off Deansgate.
Although this feels like a big step and a new era beckons, as a business Project Four have had a presence in Manchester from day one of setting up (01/03/2017), and for many years before that. Working with clients strategically on a retained basis and on some key projects, quietly delivering away under the radar.
Professionally, both Directors have worked in Manchester for many years working on some great projects, such as Manchester Airport Group with Laing O'Rourke, Major Redevelopment of City Tower with Bruntwood, No.2 St. Peters Square with Mosley Street Ventures and Proton Beam Therapy Unit with The Christie NHS Foundation Trust.
More recently we are working on projects with One Heritage, Glenbrook, Sheppard Robson, Robertson, Fletcher Rae Architects, Cert Properties, JDA Architects, Commercial Estates Group (CEG), Wates Construction, Buttress Architects, Shedkm Architecture, Studio Egret West, U+I, Ultimate, and Peel Land + Property to name a few.
To compliment our head quarters on Liverpool Waterfront, at Avenue HQ (AHQ) Mann Island we have seen first hand the benefits of co-working and working with our landlord to support the growth of the business over the last four years. Initially, taking 'hot desk space' at AHQ evolving through fixed desks, small office and three moves later (within the same building) we have 12 person office (and looking at the next move later this year). There are many positives that come with this setup - social events, breakout spaces (couches, arm chairs), meeting rooms, boardroom, parking, city centre vibes to name a few.
Project Four also have office and meeting space at East Parade in Leeds City Centre to support our Yorkshire client base. Taking this strategy to Birmingham and London later this year, following clients and projects. Ultimately we don't need huge office space, but a space to meet the team, socialise and open up to clients for 1-2-1 meetings, hosting design team meetings and (when restrictions lift) hosting networking and CPD/training events for clients and the construction industry.
To support our arrival at Blackfriars we have also been busy on the recruitment front + are very excited to make those announcements very soon also.
Heather Gray of Bruntwood Works "We're absolutely thrilled to welcome Project Four Safety to Blackfriars House, and that they've chosen our Pioneer site for their Manchester HQ. They have shown incredible growth aspirations over the past year, and we think they'll fit right into our community of inspirational, community led organisations." Heather was extremely helpful and instrumental during the viewing/selection process for our new Manchester based.
We really are excited about this new phase of our business and look forward to being able to invite our nearest and dearest to a face-to-face office launch, when we are able. As always...onward + upwards.
Eleven Tips for Project CDM in 2021
During our final team meeting of 2020 we decided to pull together our 11 top tips, and put into simple terms - so here they are:
1. DEVELOP THE CLIENT BRIEFING.
Very rarely done effectively (from a CDM perspective) + is a missed opportunity to set the tone of the project, in relation to CDM compliance + engagement.
2. EARLY APPOINTMENT (OR AT LEAST ENGAGEMENT/CONULTATION).
The appointment of CDM advisors or PD/PD support at the earliest opportunity – we can add greater value + be better positions amongst the team. We can always undertake an initial desktop appraisal to offer initial consultation for the project – offering at least minimum compliance from the onset
3. GET APPOINTMENTS NAILED DOWN PROPERLY.
It is important that appointments + scopes are correct and agreed. To often we see a mish mash of client + principal designer duties. We promote + encourage the APS Form of Appointment, the industry benchmark.
4. ENSURE DUTYHOLDERS UNDERSTAND/APPRECIATE THEIR OBLIGATIONS.
At P4 upon appointment we ensure that we deliver a strategic project briefing to ensure that all key stakeholders are fully briefed, understand their obligations + what the client expects.
5. REGARDLESS OF ROLE – AGREE THE DESIGN RISK MANAGEMENT STRATEGY FROM DAY ONE.
- One global hazard + risk register (set a tab up for each discipline) – reduce paper work.
- Notes / symbols on drawings
- ACM Strategy
- Report on compliance
6. DON’T IGNORE THOSE MUNDANE – PAIN IN THE BACKSIDE STATUTORY OBLIGATIONS.
- SKET Assessments (formerly referred to as competence assessments) – have you done these? We can provide templates if needed.
- Pre-construction information – eliminate + reduce generic guff – project specific information, don’t duplicate + ensure shared amongst the team for feedback (gap analysis).
7. FOR GODS SAKE – ENSURE CDM + PD IS ON THE MEETINGS AGENDA.
Too often do we attend meetings – and CDM isn’t on the meeting or is stuck right at the bottom.
8. DON’T KEEP DOING THE SAME THING + EXPECTING DIFFERENT RESULTS.
- The changes to CDM IN 2015 were a significant shift + fundamental change to the structure of the regulations – don’t keep applying the same approach as 1994 + 2007. Embrace the change.
- We hear / see many different attitudes towards CDM obligation (statutory obligations – not an optional extra) – change within the industry is needed.
9. REDUCE UNNECESSARY MEETINGS.
We accept meetings are an essential part of project delivery, particularly at pre-construction for creating collaborative working, design development...but meetings alone do not dictate CDM compliance.
At P4 we will discuss + agree (set expectations) meetings attendance from day one – requesting a slot within the meeting once initial setup satisfied.
10. BE READY - SHIFT IN HSE FOCUS + ENFORCEMENT/INTERVENTION.
We are seeing a real shift in the focus of the Health + Safety Executive in that we are now seeing other duty holders, other than the PC being targeted. This is a positive for the industry but compliance levels need to improve across PD’s and clients.
11. ENGAGE + VALUE PROJECT APPOINTMENTS.
CDM is not just box ticking + paperwork, though our profession has a bad reputation – CDM applied properly can offer real project value from pre-construction through until + beyond operation/occupation.
Return of The Property Club
Last week saw the return of Liverpool Property Club, but not as we know it. So, I'd best start at the beginning, which was circa 2009. Myself, at the time MD of Innov8 Safety Solutions, Oliver Crook (now Delucia-Crook, Curtin's Consulting) then of Todd + Ledson, Susan Patterson (Morgan Sindall) then of Sutcliffe + Paul Buttery (Carefoot) then of Nobles Construction had talked (a lot) about pulling an informal but selective property focused social event together for Liverpool, and the City Region. An event that was less about sales + more about building existing + new relationships. The four of us were out attending various networking, CPD + other professional/business events + meeting other businesses right across the UK on a daily/weekly basis, and we felt Liverpool lagged behind other cities when it came to construction specific events - as many of us were fed up of networking with web designers + cake makers (no offence to either professions/sector, by the way - I like cake).
Now here's the big news, the LPC event wasn't anything ground breaking...a venue, organisers/sponsors (to pay for drinks + advertise the event), guest list + agree a date. And if I am being honest the event format was taken from our chums up the M62 in Manchester, who use to have a similar event called COPS (and I cant actually remember what it stood for, if anyone cares to enlighten us?).
LPC soon gathered positive momentum, with the sponsors hosting circa 3-4 events per year + the feedback was really positive, the attendees from all walks of construction: public, private, clients, developers, designers, construction professionals, contractors. The events continued to grow + even attracted many of our Manchester, Leeds + London colleagues. With the majority of events averaging 100+ invite only guests, running until about 2016/17 the sponsors/contributors proved there was an appetite + desire for this style of event. One of the sponsors changed, and this lead to the introduction of our friends at Ellis Williams Architects joining the LPC sponsors.
If I was to criticise the LPC or more so, learn from the experience (and improve/change), was that events became far too big + the success of an event was judged by how many attended, we relaxed the guest list/invites resulting in the attendees being diluted into other sectors. I am happy to plead guilty to that, after plastering the events over social media, again, another learning curve. As we look to develop LPC + recreate the early successes, the primary objective is to ensure the events are strategically planned, invite only, informal + with fewer invites being sent out, we'd rather have a room of 15-20 people whom we can help + work with, over a room with up to 150 with no real structure or prospect of having any meaningful discussions. LPC is aimed at strategically focused events, anyone giving up their valuable time to attend - will see great value, build relationships over many years, share intelligence + enjoy the time taken to network in a nice informal environment - quite the opposite of those loons who attend BNI.
The event moved around various different bars, restaurant's + hotels, most notably The Racquets Club on White Chapel and Bean Coffee + Cocktails on St. Pauls Square both looked after LPC for several years, both venues still operating (or will be next week).
After joining forces with Downtown in 2019 + seeing that LPC had not been organised or promoted for several years, and now in position as Managing Director of Project Four, we thought it was time to have another go with Downtown in Business. Regardless of who sponsors (it really isn't that important) the event is very much focused on the points above. We are also exploring some other formats for 2021 breakfasts, lunches, round tables.
After face to face events being cancelled in March (which had keynote speaker Sir Howard agreed to join the relaunch of LPC) + again cancelled this month, so last week we took things online with organisers Downtown hosting a roundtable (virtual of course) discussion with circa 30 construction + property professionals, from all walks of the sector.
We had some of Liverpool's finest construction sector folk on the call + you can listen to the discussions here: https://downtowninbusiness.com/downtown-den-124-liverpool-property-club/
You can also watch/listen to the event we did May: https://downtowninbusiness.com/downtown-den-076-liverpool-property-club/
The diverse mix of construction professionals further highlights the purpose behind LPC - to share intelligence, ideas + promote a positive construction outlook (even during these darkest of days).
After a very difficult year for all, The Property Club used the platform to promote all that is positive, focus towards a brighter + (hopefully) a NORMAL 2021. Anyway, thank you for reading my ramblings about The Property Club, we are excited for developing our work with Downtown in 2021. If you are interested in talking to the team at Downtown, contact clare.odoherty@downtowninbusiness.com
Alan Robson alan@projectfoursafety.com or 07786447777
Is it Ageism or Just a Lack of Confidence in Our Young Professionals?
Most research on age discrimination covers bias against older people in the workforce. Ageism isn’t all one way…! Age discrimination at any age reduces our wellbeing and commitment to our work.
I was motivated to write this blog following an ‘incident’ (nothing major at face value, but a deep routed problem within our industry) that occurred recently with one of our junior safety advisors. As the managing director of a business that has a relatively young team, myself only 39 and my co-Director being 29 – I ask the question ‘do we have an ageism issue towards younger professionals within construction, that restricts potential opportunities for development?’ And what can we do to ensure young professionals are nurtured in an environment that allows them to develop, build confidence and gain experience. We often talk of a skills gap and the need to attract new talent to our industry, yet are we really able to embrace, promote + engage with new / younger professionals. This coupled with a longer term strategy for addressing any kind of age discrimination (no matter how minor it appears).
The incident…something of nothing?
So the incident, which actually wasn’t knowingly meant as blatant or disrespectful, but I felt could have been handled better and more so highlights a lack of awareness (much more tact required). As a business that promotes enterprise and sees real value in apprenticeship style recruitment and providing unique career opportunities for the right candidate, we must promote our junior members of the team, so that they have confidence to grow and develop. The incident itself was in relation to an email sent to me, but also copying in our junior member stating ‘that they/he/their business would prefer a call with me, due to greater experience and knowledge’. Am I over reacting? (possibly), but I do feel this could have been dealt with in a much more positive way – a way that would give junior professionals greater confidence. I was very quick to point out to our trusted client, that my colleague in question (despite his age, 20 years young) does have experience and the skills to deal with the issue/query in question. And I completely understand the concerns our client had, but this was based purely on his age.
Age… is it an issue?
I started my working life out at Cammell Lairds Shipbuilders + Repairers, as an electrical apprentice 1997-2001 – where the average age of the workforce was 65-70. The skills gap and lack of apprenticeships the result of Thatcher’s Conservative Government cuts, with unemployment at a peak level and apprenticeships axed. And I do feel this process enabled me to learn the basics (like making tea, getting up in the morning) over a four year period – during which time we built confidence, credibility and independence. Though ageism (border line bullying) was the order of the day back then, and being young meant plenty of verbal abuse, the bad jobs and running round after the tradesmen.
I do believe the issues also relates to ‘what am I paying for’ matter, were clients/project stakeholders assume being young relates to less knowledge, skills, experience… COMPETENCE even. We will work towards changing clients + industry stakeholders’ take/view on this, but I believe we can take immediate action to support our young professionals?
Last up, but by no means least, Stephen Cowperthwaite of Avison Young + who heads up the MIPIM Partnership for Liverpool. Avison Young commissioned report proves that the so called 'death of cities' is bull. The MIPIM offering has evolved and is not just about five days in Cannes (that's just the good bit), but about a year round programme of events + support for the private + public sector partnership. As part of this evolution, the MIPIM Partnership will be rebranded 'Liverpool Place Partnership'. Stephen used the three P's to describe how Liverpool strategically tackle the fight back + at MIPIM...PROMOTION, PLACE, PARTNERSHIP.
Call to action
I call upon our nearest and dearest, professionals (of all ages) to engaged with younger professionals, support them, trust in them and help build their confidence – this will attract talent to the construction industry. As a business we have and will ensure:
- Director involvement in all projects offering guidance, support and confidence to both client and our young professionals
- Primary and secondary contact (a kind of buddy system) – using the expertise of our senior team members to support
- Briefing clients on our young professionals skill set – this allows the client question / challenge (if needed) and set out expectations
- Implemented a client relationship management facility – meaning collectively we can share ideas and progress
- Provide a total commitment to supporting, guiding and nurturing our young professionals – not simply providing training but invaluable 1-2-1 support
Please do feedback, comment...we welcome any contributions (agreeing or disagreeing)!
Evolution of the Workspace, Not the End (in My Eyes)!
Throughout the last few months I keep hearing ‘we won't need offices in the future' or similar bold statements! It's a topic of conversation that has been forced upon us all during the pandemic (I am refusing to use everyone’s favourite new phrase ‘unprecedented times’ in this piece). I've discussed it at home with family, colleagues, co-workers, clients + business/industry friends – with varying responses. It cropped up most recently on a virtual round table discussion with our pals at Downtown in Business joined also by a few other partners/members, which motivated me to throw a few words onto social media. I start this discussion piece as a tenant + business owner more so than being focused on what Project Four do for a living (day to day)…working on the refurbishment, new build + mixed use commercial office spaces as part of our core business, though the two predicaments/items may cross over.
Taking the positives - this horrendous virus has forced us to #WFH + restricted many from getting to their offices. I was fortunate enough to be able to get access to our office intermittently during the lock-down but the #WFH has raised some worthwhile questions over my work life balance and how #WFH would (in parts) improve the work life balance! I for one have embraced the opportunity to spend time with my young family + I am keen to maintain that time as we progress towards a return to our day to day lives, without lock-down restrictions. The positives aside, I am desperate (as are my colleagues) to get back to some face to face interaction. As good as Teams/Zoom have been during these times - it doesn't build/promote team work + build effective relationships!
I understand and fully appreciate the impact of the pandemic will give us all cause to question, reflect, assess our working spaces and I believe we will see the evolution of commercial space, and our overall approach to our work life balance. And based on the evidence we have observed from the construction sites we managed + supported throughout the lock-down, commercial office space will have to improve the standards on offer also, both in the short + longer term to give tenants the confidence to return. However, as we start to re-occupy our office (very slowly) with much reduced capacity I am positive that we will return as a team and use the office to bond, socialise, learn, share knowledge/experiences and play darts – to name a few of the positives. As a business we recruit and develop graduates/trainees – and despite tools such as Zoom + Teams you can’t get the same interaction + relationships with colleagues as you do when face to face. Face to face interaction is essential for everyone, and even if #WFH has been fantastic for you during the lock-down – we still need that face to face interaction. Bearing in mind we have started new staff remotely and undertaken appraisals virtually while #WFH, so we acknowledge it can play a part of our strategy moving forward.
To conclude this piece – I am confident we will soon be back playing darts (dont mention the Merseyside Derby match) + supporting our clients from our HQ at Mann Island on Liverpool Waterfront. But we now know that we can #WFH effectively and combine the two elements to further improve the work life balance. And look forward to finally announcing our plans for a new HQ in London with one of our favourite retained clients.
Thanks for reading my waffle + welcome the opportunity to further discuss on here (written on West Kirby beach – not the office ????).
TALK - What have you missed the most about the office time?
CHAT - Will you / your business change or relocate the office as a result of the pandemic?
DISCUSS - Did you #WFH before lock-down? Will that likely or unlikely increase in the future?
ASK - Could you operate without an office?
One Heritage Tower, Greengate
Project Four Safety is delighted to have been appointed CDM Advisor by One Heritage Tower, Greengate. We look forward to a bright future working together!
Seaking Electrical
We're delighted to announce that Project Four Safety has been appointed on a retained basis by Seaking Electrical to provide ongoing advice and support.
Sutherland House, London
Project Four Safety is delighted to have been appointed as CDM Client Advisor and Principal Designer Support by Sutherland House, London.
Fleetwood Hospital Energy Centre
We're delighted to announce that Project Four Safety has been appointed by Fleetwood Hospital Energy Centre to provide Principal Designer Support.
Glenbrook, Media City
We're delighted to announce that Project Four Safety has been appointed by Glenbrook Media City to provide Principal Designer Support. (edited)
Wirral Waters
Project Four Safety is delighted to have been appointed CDM Advisor by Wirral Waters (Legacy Foundation, Northbank, Tower Road South).
Wirral Waters
CDM Services
Studio Egret West
Retained
Ashvin Metals
Ashvin Metals has selected Project Four Safety to provide ongoing services on a retained basis. We look forward to a bright future working together!
Inglemere Metals
We're delighted to announce that Project Four Safety has been appointed on a retained basis by Inglemere Metals to provide ongoing advice and support.
Borcan Ltd.
We're delighted to announce that Borcan Ltd has selected Project Four Safety to provide ongoing advice and support on a retained basis.
Galliford Try
Retained
Have You Had Bad Advice…Is Someone Telling You Porkies…Take Action…Breach of CDM 2015
Are you in BREACH of Construction (Design +Management) Regulations 2015 + being exposed to unnecessary risk by the advisors who are supposed to be watching your back...?
Many former CDM Coordinators (CDM-C) / safety advisors + QS/PM practices panicked when the role of CDM-C was removed...so instead of offering the correct advice to clients, they just simply became Principal Designers (PD's), so as to hang onto their turnover! These rogue PD's have failed to acknowledge the significant change in CDM 2015. It's wrong + should be condemned, the regulations are clear.
Take action to avoid HSE Intervention, Improvement/Prohibition Notices, FFI (Fees For Intervention now £154 per hour) best case...worst case Criminal Prosecution (and associated negative press)! We are more than happy to offer advice + guidance if you are employing or working with a 'Blag/Rogue PD'.
Apprentice Talent Search…! Opportunity opportunity opportunity!
#P4 whilst constantly searching for the industries established + experienced, and planning for future growth appointments - we have started our search for the next #P4 Apprentice/Junior Safety Advisor.
In 2017/18 we spent a lot of time and resources meeting so called 'apprentice providers' and other educational/vocational providers - who were desperate to give us free training (but not relevant to our requirements), subsidised salaries but with terms that didn’t fit our business and providers who had limited criteria for our company needs....boo! So after much wasted time we developed a package, a visual/clear career path, training plan (short + long term) and began our search for 'The Future' Junior Safety Advisor.
We spread the word for suitable candidates who wanted this unique opportunity to build a career within the construction sector. As you would expect, not many (that’s nobody in fact) grows up wanting to be a safety/CDM advisor, and (as highlighted earlier) there certainly aren’t any vocational/on the job apprenticeships for safety professionals. So the criteria was relatively simple… you would think (we did), but we had to search far and wide for the right person who:
- had basic/competent IT and administration skills
- was hardworking with a passion for career progression
- had a desire to commit and build a career within construction
- was self-motivated (these candidates are few and far between)
- didn’t want to be part of a large corporation giant, become a number and be treated like a 'trainee' or 'student'
It proved harder than you would think/expect, surprising really considering the instant benefits available as part of the apprenticeship / employment offer:
- above market salary with increased increments after 3, 6 and 12 months (providing KPI's achieved)
- pension
- flexible working (after 12 months)
- holiday allowance superior to most employers (even those big horrible corporate giants)
- pre-start course funded - 5 day IOSH Managing Safely Course
- immediate day release onto the NEBOSH certification
- immediate short 1-3 day courses booked (temporary works, confined spaces, first aid)
Other positives included:
- opportunity to work on the regions/UK's prestigious projects
- the best office space in town (waterfront location), with associated benefits
- working for a reputable growing company who prides itself as an Equal Opportunities employer
OK enough of what we wanted...after many interviews (hours, more like days of our lives we will never get back) of people from all walks of life and varying ages - we got him. Connor McIlroy was offered the role and the initial opportunity to work/shadow/placement with #P4 so he and we could be sure we were both happy and ready to commit. After 6 months placement / shadowing he joined the team full time from June 2018. Here is his story:
Where you came from?
Woodchurch High School Birkenhead Sixth Form completed 3 A-Levels / McDonald’s 1.5 years of work
Why CDM + health and safety?
The industry interested, and continues to interest me. The various different problems and finding a solution to such problems gives a sense of achievement once a resolution has been found.
Achievements to date since joining Project Four?
Delivery of lower value schemes. Most notable scheme / high profile (but not in terms of value) would be Woodside Ferry Terminal. Others include: Wild Thang Demolition and Refurbishment, Hope Community Centre, Aintree, Cricket Retail Refurbishment at the Met Quarter. Best Achievement / scheme(s) – The Duke Portfolio (former Toy's R Us sites) and working across all FI REM projects as well as the various NWTC projects in Coventry, Warrington, Cheltenham and Bath.
I am also very proud to have collected the 'Best Newcomer Award' at The City of Liverpool Business Awards in July 2019 on behalf of the #P4 Team.
Aspirations + long term objectives?
My long term aspirations are to become a Chartered Member of IOSH and I would hope to achieve this by 25 (5 years).
Progress?
Moved from an administration role to delivering my own projects and going to large scale sites to conduct audits and reports (Baltic One, Wild Thang, Buckland Street…)
What is it like to work for P4?
I enjoy working at Project Four because no 2 days are the same. There is a relaxed approach amongst the team, but this creates a much more productive atmosphere. The office is always vibrant with lots going on. It is easy to become motivated to complete tasks and meet deadlines when you are invested in the rest of the team both personally and professionally
Environment?
Productive / Relaxed but always very busy and professional. Fantastic office setup at Avenue HQ, right on Liverpool's Waterfront adjacent to the 'Three Graces'.
Challenges so far and with career advancement
NEBOSH has been by far the most challenging but rewarding and educational challenge I have faced.
If the above appeals or even if you would like more information, or a coffee to discuss please contact the office or email me alan@projectfoursafety.com
Thanks for reading.
Alan + the team.
Crossfield Retainer
Project Four Safety have been appointed on a retained basis by Crossfield Construction Ltd to provide strategic advice and support across several exciting projects.
Smith Young Architects Retainer
Project Four are delighted to have been engaged by Smith Young Architects on a retained basis. Smith Young are an award-winning practice based in Liverpool, established in 1980.
Krol Corlett Retainer
Retainer
Cert Properties
Project Four are excited to be providing both CDM Advisor Services and Principal Designer Support for Cert Properties projects in the Manchester area: Hilton House, Atherton House and Talbot Street.
NW Housing
Project Four are happy to be taking on a number of schemes for North West Housing, providing strategic advice and support throughout the duration of these schemes.
Momentum Build NW Ltd
Retained CDM Services
Brown and Bancroft
Lancashire based Contractor Brown and Bancroft have engaged Project Four to provide Principal Designer support for their Bartlett Insurance scheme in Leeds.
Kirkstall Forge
Project Four are happy to have been approached to provide CDM Client Advice to Pierre Angulaire Ltd for their scheme at Kirkstall Forge.
Zerum
Project Four are delighted to be providing CDM Client Advice and Principal Designer support to Zerum for their Salford City Football Club scheme.
Queensbury Real Estate
Project Four are delighted to be overseeing Queensbury Real Estate’s redevelopment of The Metquarter, Liverpool, providing CDM Analysis and Advice.
Studio RBA
Project Four are excited to be working with Liverpool based architect Studio RBA, across numerous schemes, providing Principal Designer Support.
Ultimate
Project Four have been engaged by Skipton based Contractor, Ultimate to provide retained Health and Safety support.
Durastic
Project Four are delighted to have been engaged on a retained basis by Liverpool-based contractor Durastic.
Buttress
Retained
Commercial Estates Group
Strategic Client Advice and Project-by-project Support
Sheppard Robson Architects
Project Four has been appointed by Sheppard Robson Architects as their advisor for CDM for the Glenbrook Developments scheme in Cornbrook, Manchester.
Bardsley Construction
Appointed by Bardsley Construction to advise them in their role as Principal Designer for Riverside House, Manchester.
City of Trees
Appointed by the City of Trees to provide construction safety and CDM advice. P4 donating full fee back to the CoT so as to promote the good work and ensure it continues.
Mersey Fire Authority
Project Four have been selected by MFA to provide CDM Client Advice Services for the new build Merseyside Fire Station at Saughall Massie.
Wates Construction
Appointed by Wates Construction to advise them in their role as the Principal Designer for the new Mersey Fire Station in Saughall Massie.
Fletcher Rae Architects
Project Four have been engaged by Fletcher Rae Architects on a retained basis to provide strategic business advice and project support from their Manchester Headquarters.
Boyes Rees Architects
Project Four have been engaged by BRA on a retained basis to provide strategic business advice and project support across their London and Cardiff offices.
JDA Architects
Retained
Baltic Creative
Project Four have been appointed as CDM Advisors to Baltic Creative and are also retained to support K2 Architects in their role as Principal Designer.
Queensbury Real Estate
Project Four has been appointed as CDM Client Advisor to Queensbury Real Estate on the redevelopment of the Met Quarter Shopping Centre, working again alongside K2 Architects.
YPG Developments
We are delighted to have been appointed as retained advisors to YPG Developments providing CDM Client Advisor, Principal Designer Support, Principal Contractor Support.
Durastic Ltd.
Project Four Safety is delighted to have been appointed on a Retained Support Contract for Durastic Flooring, industry leaders in flooring and decking systems.
SeaKing Electrical Group
Project Four Safety is delighted to have been appointed on a Retained Support Contract for SeaKing Electrical Group, specialists in marine electrical work for types of marine vessel.
StudioRBA
Project Four has been appointed as Principal Designer Support to StudioRBA for their North House Project, the design and construction of 43 apartments.
Quest Hotel Group
Project Four has been selected to provide CDM Client Advisor Services to Quest Apartments Hotel Group for the conversion and construction of an Aparthotel in Liverpool City Centre.
Futureserv
Retained
Shavington School
Project Four Safety is delighted to have been appointed as CDM Advisor for Shavington Primary School and PDS to K2 Architects. We look forward to working in close partnership.
New World Trading Co.
CDM/PDS framework
Shed KM
Retained
FI Real Estate
Retained
K2 Architects
Project Four has been awarded a retained contract by K2 Architects, a leading architectural practice that specialises in contemporary residential and sustainable design.
IDP Group
Project Four has been appointed as Principal Designer Support Advisors to IDP Group and Vinci for the redevelopment of Wigan Bus Station with TfGM.
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Principal Designer Support Package
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Visit Project Four
As you get to know us at Project Four, you’ll see we’re not like other stuffy CDM and construction safety companies. You’ll always deal personally with one of our key team members and you can drop by any time for a coffee (or something stronger).
Visit Project Four
As you get to know us at Project Four, you’ll see we’re not like other stuffy CDM and construction safety companies. You’ll always deal personally with one of our key team members and you can drop by any time for a coffee (or something stronger).