DOCSLIB.ORG

Measuring Construction Performance

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Measuring Construction Performance Homebuilding: Measuring Construction Performance REPORT BY THE NATIONAL AUDIT OFFICE | JUNE 2007 Homebuilding: Measuring Construction Performance REPORT BY THE NATIONAL AUDIT OFFICE | JUNE 2007 The National Audit Offi ce study team consisted of: Raymond Fawcett and Howard Revill, under the direction of David Corner. This report can be found on the National Audit Offi ce web site at www.nao.org.uk For further information about the National Audit Offi ce please contact: National Audit Offi ce Press Offi ce 157-197 Buckingham Palace Road Victoria London SW1W 9SP Tel: 020 7798 7400 Email: [email protected] © National Audit Offi ce 2007 CONTENTS SUMMARY 4 APPENDICES FINDINGS 5 1 Performance Indicators 13 Homebuilding is a signifi cant part of the 5 2 Methodology 19 national economy The Government wants homes to be built 6 more quickly and effi ciently Modern Methods of Construction are currently 6 defi ned in terms of particular products and methods The scope for a new defi nition of 7 Modern Methods of Construction The role of the National Audit Offi ce 8 How we examined the scope for a new defi nition 8 We have identifi ed a set of performance 9 indicators which could form a new defi nition The performance indicators are based on 10 existing measures The performance indicators refl ect key 12 stakeholders’ priorities Photograph courtesy of South Somerset Homes SUMMARY 1 This report is about defining Modern Methods of Construction in homebuilding. In particular, it addresses how the Government might move from defining such methods in terms of particular building products and techniques towards a definition in terms of performance and outputs, with the potential to encourage innovation across the whole homebuilding sector, social and private, regardless of construction technique chosen. 2 Our research has drawn on expert knowledge contributed by over 70 key stakeholder organisations active in home building. Wherever possible, we have drawn on existing performance indicators to identify the vital few ones which drive behaviour and so affect the construction of housing. 3 We have identified a set of performance indicators to form a possible new definition of Modern Methods of Construction which reflect key stakeholder priorities (Figure 1). The indicators cover not only the construction stage but also the performance of the completed property. The detailed definitions underlying these are at Appendix 1. 1 Performance indicators for assessing construction techniques Construction stage Completed property Time I Duration of Construction I Defect resolution – Predictability and Actual I Life span – Predicted I I Cost Construction Cost Whole life costs – Predicted – Predictability and Actual Quality I Number of defects I Quality of workmanship I Health and Safety I Customer satisfaction I Environmental efficiency I Environmental impact Source: National Audit Office 4 HOMEBUILDING: MEASURING CONSTRUCTION PERFORMANCE FINDINGS Homebuilding is a significant part of 3 There were many homebuilders among the 15 the national economy most profi table construction companies in 2005 1 Privately owned homes in England were worth over £3 trillion in 2005 and significant amounts of money are Company Sales Pre-tax profit Pre-tax profit as a spent each year on housing, with large numbers of people percentage employed in the homebuilding sector (Figure 2). The of sales private homebuilding firms are among some of the most (£ million) (£ million) (Per cent) profitable companies in the construction sector (Figure 3). Henry Boot 101 30 30 ESH Holdings 86 20 23 2 Homebuilding key data Persimmon 2,286 495 22 Jelson Holdings 75 15 20 I As at April 2005, there were 21.8 million dwellings in England, of which 15.4 million were owner occupied. Strata Homes 67 13 20 I Privately owned homes in England had a total market value Morris Homes 148 28 19 of over £3 trillion in 2005, with an average price of over Redrow 780 141 18 £200,000. Wilson Bowden 1,231 216 18 I In 2005, over £17 billion was spent on the construction of new housing in England, with the majority of this, Barratt 2,513 407 16 £15 billion, spent on new private sector housing and Developments £2.6 billion on public sector housing. Bouygues (UK) 100 16 16 I In 2005-06 just over 163,000 new homes were completed George Wimpey 3,003 367 12 in England, of which almost 145,000 were privately built. Taylor Woodrow 3,477 411 12 I The average cost of construction of a new home in 2005 was just over £100,000. Heyrod 68 8 11 Construction I In 2005, a further £20 billion was spent on maintenance and repair. Keepmoat 335 33 10 I In 2005 roughly 150,000 people were employed in the JW Muir 94 9 9 homebuilding sector. Source: Building Magazine article October 2006, based on an analysis by Plimsoll Source: Department for Communities and Local Government Housing Statistics; Department of Trade and Industry Construction Statistics Annual 2006 NOTE Homebuilding firms are highlighted in bold. HOMEBUILDING: MEASURING CONSTRUCTION PERFORMANCE 5 FINDINGS The Government wants homes to be Modern Methods of Construction are built more quickly and efficiently currently defined in terms of particular 2 High demand for housing, coupled with a lack products and methods of supply of new homes, has resulted in problems of 3 Modern Methods of Construction have been affordability in many parts of the country. To address defined in terms of particular building products and this problem, the Government and its main agencies for methods which involve various forms of supply chain delivering new housing, the Housing Corporation and specifications, prefabrication and off-site assembly, English Partnerships, want to encourage alternative ways intended to produce better quality homes in less time of building new homes more efficiently and quickly (Figure 5). (Figure 4). 4 The Government has encouraged new ways of building homes I The Housing Corporation’s Kick-Start Programme (October 2001) March 2004 she confirmed the need for an additional 70,000 –120,000 new private sector homes and 17,000 The Housing Corporation allocated £80 million of grant to extra social rent homes each year. She highlighted the need Registered Social Landlords over 2002-03 and 2003-04 to for the homebuilding industry to come up with more innovative promote the greater use of Off-Site Manufacture techniques ways of building more homes. Recommendation 33 called on in the new affordable housing they were building. The the homebuilding industry to develop a strategy to address programme focussed primarily on pre-assembly and Off-Site barriers to Modern Methods of Construction. Manufacture using timber and steel frame and successfully raised the profile of Off-Site Manufacture as an approach with I National Audit Office Report “Using Modern Methods of great potential to improve the way that homes are procured. Construction to build homes more quickly and efficiently” (November 2005) I The Housing Corporation’s Challenge Fund Programme (2003) The Office of the Deputy Prime Minister asked the National Registered Social Landlords were awarded grant to build 2,600 Audit Office to investigate the scope for building homes more key worker homes using Modern Methods of Construction. quickly and efficiently using Modern Methods of Construction. I The Housing Corporation’s National Affordable Housing We reported in November 2005 that Modern Methods of Programme 2004-2006 Construction can make it possible to build up to four times as many homes with the same amount of on-site labour The Housing Corporation sought to meet the Government target and reduce on-site construction time by up to half. Building that 25 per cent of the affordable housing that it funded should performance can also be at least as good as for homes built be built using Modern Methods of Construction. Indications are using traditional building methods, although the average costs that over 40 per cent will be delivered in this way. of Modern Methods were higher. I English Partnerships I Design for Manufacture initiative English Partnerships has a target of 25 per cent of homes To encourage industry to look at how best to construct high across all its programmes (both affordable and private quality, well-designed homes more cost-efficiently and to housing) being constructed using Modern Methods of stimulate fresh thinking, English Partnerships, on behalf of the Construction, over the two years from April 2005. Where then Office of the Deputy Prime Minister, invited developers in Modern Methods are seen to be most appropriate, a higher 2005 to submit proposals for the construction of high quality target of 50 per cent of homes can apply. Where English homes for a construction cost of £60,000. Developers were Partnerships requires Modern Methods of Construction, free to use improved ways of employing traditional materials it states in its site development brief the specific levels of and construction skills, or innovative new methods. The Modern Methods of Construction to be included, but does not chosen developers would then be given the opportunity to dictate or endorse specific systems or approved suppliers. develop homes on 10 sites, 30 per cent of which would be I Barker Review of Housing Supply (March 2004) the £60,000 homes and the remainder would be constructed using equivalent processes and cost efficiencies. Between The Government commissioned Kate Barker to review the November 2005 and February 2006 developers were issues underlying the lack of supply and responsiveness selected for all ten sites. The first homes were started on site in of housing in the United Kingdom. In her final report in Autumn 2006 and will be completed in Spring 2007. Source: National Audit Office 6 HOMEBUILDING: MEASURING CONSTRUCTION PERFORMANCE FINDINGS new homes should be zero carbon from 2016. 5 Modern Methods of Construction are currently This represents an increase of over 100 per cent defi ned in terms of particular building products over the 2006 standards.
Load more

Recommended publications
  • View Annual Report
    Costain Group PLC PLC Costain Group Costain House Nicholsons Walk Being Number One Maidenhead Costain Group PLC Berkshire SL6 1LN Annual Report 2005 Telephone 01628 842444 www.costain.com Annual Report 2005 Costain is an international Financial calendar engineering and construction Half year results – Announced 31 August 2005 Full year results – Announced 15 March 2006 company, seen as an Report & Accounts – Sent to shareholders 28 March 2006 Annual General Meeting – To be held 27 April 2006 Half year results 2005 – To be announced 30 August 2006 automatic choice for projects Analysis of Shareholders Shares requiring innovation, initiative, Accounts (millions) % Institutions, companies, individuals and nominees: Shareholdings 100,000 and over 156 321.92 90.39 teamwork and high levels of Shareholdings 50,000 – 99,999 93 6.37 1.69 Shareholdings 25,000 – 49,999 186 6.01 1.79 Shareholdings 5,000 – 24,999 1,390 13.78 3.87 technical and managerial skills. Shareholdings 1 – 4,999 12,848 8.06 2.26 14,673 356.14 100.00 Secretary and Registered Office Secretary Registrar and Transfer Office Clive L Franks Lloyds TSB Registrars The Causeway Registered Office Worthing Costain Group PLC West Sussex Costain House BN99 6DA Nicholsons Walk Telephone 0870 600 3984 Maidenhead Berkshire SL6 1LN Telephone 01628 842444 www.costain.com [email protected] Company Number 1393773 Shareholder information The Company’s Registrar is Lloyds TSB Registrars, The Causeway, Worthing, West Sussex BN99 6DA. For enquiries regarding your shareholding, please telephone 0870 600 3984. You can also view up-to-date information abourt your holdings by visiting the shareholder web site at www.shareview.co.uk.
    [Show full text]
  • Interim Olympic Delivery Authority (“Ioda”) Published a Set of Procurement Principles (“The Principles”) to Map out the Core Values for the Procurement Activities
    Olympic Delivery Authority Procurement Policy (draft for consultation) FOREWORD The opening ceremony for the London 2012 Olympic Games will take place on 27 July 2012. The Olympic Games and Paralympic Games that follow them will be great events, providing memorable moments for millions, in London and across the world. The Olympic Delivery Authority (“ODA”) has been established to deliver new venues and infrastructure for the Games and to facilitate the Legacy – the Games will last six weeks, but the social, environmental and economic benefits will have a far longer reach. The challenge for the ODA, operating under unparalleled scrutiny, is to deliver the Games and the Legacy in a sustainable way, on time and to budget. To do this, we will need to work with some of the best designers and construction companies in the world, many of them based in the UK. We will need to procure and manage the delivery of goods and services in a way that enables us to deliver on time against a tight budget, and to benefit from the innovation and creativity that these companies can offer, but also to help to realise the aspirations and commitments set out in London’s bid and inspired by London’s Olympic vision. The Procurement Policy detailed in this document sets out how ODA intend to do this and to provide clarity to current and potential suppliers and the wide range of stakeholders that have an interest in how the ODA delivers its functions. The ODA has sought to share a common procurement approach with that of the London Organising Committee for the Olympic Games, the Greater London Authority and the London Development Agency to achieve sustainable development by maximising the economic, social, health and environmental benefits of the Games.
    [Show full text]
  • Taylor Woodrow Plc Report and Accounts 2006 Our Aim Is to Be the Homebuilder of Choice
    Taylor Woodrow plc Report and Accounts 2006 Our aim is to be the homebuilder of choice. Our primary business is the development of sustainable communities of high-quality homes in selected markets in the UK, North America, Spain and Gibraltar. We seek to add shareholder value through the achievement of profitable growth and effective capital management. Contents 01 Group Financial Highlights 54 Consolidated Cash Flow 02 Chairman’s Statement Statement 05 Chief Executive’s Review 55 Notes to the Consolidated 28 Board of Directors Financial Statements 30 Report of the Directors 79 Independent Auditors’ Report 33 Corporate Governance Statement 80 Accounting Policies 37 Directors’ Remuneration Report 81 Company Balance Sheet 46 Directors’ Responsibilities 82 Notes to the Company Financial Statement Statements 47 Independent Auditors’ Report 87 Particulars of Principal Subsidiary 48 Accounting Policies Undertakings 51 Consolidated Income Statement 88 Five Year Review 52 Consolidated Statement of 90 Shareholder Facilities Recognised Income and Expense 92 Principal Taylor Woodrow Offices 53 Consolidated Balance Sheet Group Financial Highlights • Group revenues £3.68bn (2005: £3.56bn) • Housing profit from operations* £469m (2005: £456m) • Profit before tax £406m (2005: £411m) • Basic earnings per share 50.5 pence (2005: 50.6 pence) • Full year dividend 14.75 pence (2005: 13.4 pence) • Net gearing 18.6 per cent (2005: 23.7 per cent) • Equity shareholders’ funds per share 364.7 pence (2005: 338.4 pence) Profit before tax £m 2006 405.6 2005 411.0 2004 403.9 Full year dividend pence (Represents interim dividends declared and paid and final dividend for the year as declared by the Board) 2006 14.75 2005 13.4 2004 11.1 Equity shareholders’ funds per share pence 2006 364.7 2005 338.4 2004 303.8 * Profit from operations is before joint ventures’ interest and tax (see Note 3, page 56).
    [Show full text]
  • 2016 Annual Report
    2016 ANNUAL REPORT Rook Lane Chapel Bath Street Somerset BA11 1DN Cover Image: South West Built Environment Awards Infrastructure Project of the Year: Frome Kier Construction - Cheltenham Racecourse Tel: 01373 468039 [email protected] 2016 Annual Report kindly supported by NVB Architects www.cesw.org.uk @cesouthwest @ConstructingExcellenceSouthWest Contents Reports 2016 SW Built Environment Awards Chairman’s Report 4 Celebrating Regional Excellence & Best Practice 22 CEO Report 5 Achiever of the Year 22 BIM Project of the Year 23 CESW Client of the Year 23 Health and Safety Award 24 Heritage Award 24 What is Constructing Excellence? 7 Image of Construction Award 25 Innovation Award 25 Club Reports Integration and Collaborative Working Award 26 Leadership and Development Award 26 Legacy Award for Sustainability 27 Bath Club 9 Value Award 27 Cornwall Hub 10 Young Achiever of the Year 28 Dorset Club 11 Project of the Year - Building 28 Somerset Club 12 Project of the Year - Infrastructure 29 Gloucestershire Club 13 SME of the Year 29 Plymouth Club 14 Winner of Winners 30 Thought Leadership Forum Reports 2016 South West Construction Summit Construction Clients Group 15 Bringing together the regional construction industry 31 G4C (Generation for Change) 15 Lean Forum 17 Procurement Forum 18 Current Members Use of Outcome Led Procurement Guide 19 CE National Members 32 Adopt a School South West CESW Regional Members 34 Clubs (Administered by the regional centre) 35 Construction companies building relationships with educators 20 Reports Chairman’s Report Could I firstly offer my thanks to everyone who has supported Constructing Excellence South West, throughout what has been an exceedingly busy year, a year of ongoing economic and political change, which continues to evolve.
    [Show full text]
  • SUSTAINABILITY STRATEGY World Class Civil Engineering
    SUSTAINABILITY STRATEGY WORLD CLASS CIVIL ENGINEERING the future nvironment conomical ocial 1 Our Mission: Providing a sustainable business for the delivery of excellent Introduction projects Our Vision: Sustainability and environmental performance are often used interchangeably. To be the market leader in civil engineering To have a truly sustainable business, we must not only achieve (and exceed where possible) key social, environment and quality standards, but also meet Our Values and Behaviours: key financial commitments such as cash flow and profit. We aim to inspire all employees to meet our high standards The business has recognised for some time that our best performing projects and values in the execution of their duties, to act safely, to be not only have an excellent health, safety, environment and quality record but also environmentally and socially responsible through: perform well financially. Innovation In response to the sustainability challenge, in January 2013 Taylor Woodrow Partnerships launched its Sustainability Matrix. The matrix is part of core business strategy and People and Passion performance against each element of the matrix is discussed and reviewed monthly Strength, Diversity at the divisional management meetings. The matrix is comprised of a range of key and Dependability performance indicators (KPIs) split into three areas: • Economic • Social • Environment As referenced in Inside Civils, a competition was launched to create a logo which would help bring the strategy to life and capture the essence of Taylor Woodrow’s commitment to being a sustainable business; resilient and successful in the long term. Ella Secker (Consents Manager at NET) came up with the winning entry ‘SEE the future’ – the logo which is shown on the front cover.
    [Show full text]
  • COLLABORATION the Constructing Excellence Model
    Collaboration in Construction Projects WHY AND HOW? Tuesday 23rd February 2016 COLLABORATION The Constructing Excellence Model PAUL GREENWOOD Greenwood Consultants Limited Constructing Excellence Collaborative Working Champions Group @constructingexc Eur Ing Paul Greenwood EMBA CEng MIET FCMI FCQI MICW ISO 11000 Managing Director PC286 Greenwood Consultants Limited GreenwoodConsultants.com @GreenwoodCLtd Member, Constructing Excellence Collaborative Working Champions Group @constructingexc Agenda Constructing Excellence The Organisation and the Movement Background and Activities Drivers for Change Collaborative Working Three Overriding Principles Six Critical Success Factors The Move to Collaborative/Relational Models Q+A @constructingexc Constructing Excellence @constructingexc The Organisation The single organisation driving change in UK construction The platform for industry improvement to deliver better value for clients, industry and users through collaborative working “BETTER TOGETHER” @constructingexc The Movement 84 national members, 9 regional Centres 35 local best practice Clubs, 718 G4C members, 10 partners in the CE International Alliance @constructingexc Brought together by the UK Government - funding is now from industry Industry membership Government Commercial programmes income @constructingexc Six Core Activities - to support continual improvement Action research & innovation Leadership & Demonstrations influence Core activities Learning KPIs & events benchmarking & training Guidance & tools @constructingexc Current Theme
    [Show full text]
  • Lean Construction Last Planner Implementation Programme Driving Business and Project Excellence Improving Efficiency, Removing Waste
    Constructing Excellence Lean Construction Last Planner Implementation Programme Driving Business and Project Excellence Improving Efficiency, Removing Waste 1 Introduction 2 Benefits Lean Construction and its associated tool, Last Planner have been highly Benefits are often surprisingly quick to be realised and are usually successful in the New Zealand infrastructure environment. tangible and measurable. Typical benefits include: Take-up of the concepts began in 2009 when Constructing Excellence NZ first introduced the concepts into New Zealand. Since then, many projects • Waste is targeted, owned and identified across the full range of have reported a range of benefits, not least the Manukau Harbour people working on a project. Crossing project completing 7 months ahead of schedule and one large • Productivity is measured and tangibly improves within weeks. contractor reporting a 30% increase in profitability since using Last Planner. • The method fosters a collaborative approach with enables people to work in an enjoyable environment of Trust, Openness & Organisations such as Fletchers, Fulton Hogan, NZTA, Arrow International Honesty. and Naylor Love and now use Lean Last Planner, often as a standard approach for their projects. • The project team becomes integrated; each individual gains a better understanding of their part in the overall project and Last Planner is a methodology which empowers a collaborative culture of importantly how their performance impacts others. planning and enables a team to manage programme risk on a daily
    [Show full text]
  • EDGE Institution Report 0810
    EDGE Report - August 2010 Edge activities - summary In the two years since the last Edge report the group has been busy on a wide range of fronts with the publication and launch of the five Edge Futures books, the research project on housing the elderly in collaboration with the Department for Communities and Local Government, preparations for the COP 15 in Copenhagen in December 2009 and working with the government’s Chief Construction Adviser on the Low Carbon Construction report, in addition to debates and other events. The Edge also maintains its links with its sponsor institutions (the RIBA, ICE, CIBSE, IStructE & RICS). The Edge committee The Edge ‘Committee’ continues to meet on a monthly basis with several members achieving additional prominence: Guy Battle Battle McCarthy 1 Paul Jowitt became the President of the Institution of Civil Engineers Dr Bill Bordass Usable Buildings Trust in November 2008 Chris Beauman European Bank for Reconstruction Bill Bordass has been a visiting fellow at the Lawrence Berkeley and Development 2 Andrew Comer Buro Happold National Laboratory in California Paddy Conaghan Hoare Lea 3 Robin Nicholson has chaired the Zero-carbon Task Force for DCSF Dr Frank Duffy PPRIBA Co-Founder DEGW 4 Andy Ford has been appointed a Vice-President of CIBSE Rachel Fisher CABE 5 Sunand Prasad is the immediate past President of the RIBA Prof Max Fordham PPCIBSE Max Fordham LLP Andy Ford Mott MacDonald Fulcrum Other members of the committee continue their active involvement with Simon Foxell The Architects Practice the
    [Show full text]
  • Responsibility Report
    Corporate Responsibility Report Watford Schools Art Competition To underline our commitment to Corporate Responsibility (CR), we set annual objectives by which we measure ourselves in key areas. In this section of our annual report, we provide a summary of our approach to Corporate Responsibility (CR) and an account of our achievements in 2009. To underline our commitment to CR, we set annual objectives by which we measure ourselves in key areas. Due to the relatively late acquisition of Haymills in the third quarter of 2009 and also for clarity of reporting, Haymills CR / sustainability activities have not been included. The information on the following pages details performance against the objectives we set in 2008 for 2009. Our CR Performance Data Tables are available to view on our website www.vinci.plc.uk/cr VINCI PLC Highlights 2009 Main Challenges for 2010 Health and safety performance continued to improve with There will be a number of significant challenges that we, along with the reportable accident incidence and frequency rates falling by as rest of the industry, will face in 2010. The current economic climate has much as 37% since 2006. already had an impact on work opportunities and will continue to do so for the foreseeable future. We continued to reduce environmental incidents and established consistent environmental KPIs across the business. We will retain our focus on driving improvement in our performance as a responsible business, focusing on the following areas: We successfully integrated the Norwest Holst and Taylor Woodrow people and our Diversity, Equality and Inclusivity Understanding and reducing our carbon footprint.
    [Show full text]
  • Bovis Bounds to Top – with a Little Help from the Beeb Business Barometer £351M Salford Media City Takes Contractor to Number One in January
    06barometernjdray&!!!.qxd 12/02/2008 16:43 Page 20 20 news.finance.companies Bovis bounds to top – with a little help from the Beeb Business barometer £351m Salford Media City takes contractor to number one in January BY TOM BILL Top contractors excluding civils Top contractors including civils monthly work won, 1–31 January 2008 monthly work won, 1–31 January 2008 Bovis Lend Lease’s £351m deal to redevelop the 37-acre Media City site in Salford, Greater Manchester, propelled it to the top of the Number of Total Number of Total projects value (£m) projects value (£m) leader board in January. Bovis will act as management contractor on 1 – Bovis Lend Lease 4 399 1 – Bovis Lend Lease 4 399 2 9 Morgan Sindall 33 264 2 11 Morgan Sindall 35 289 the scheme, which will give the BBC a new 3 34 Sir Robert McAlpine 2 255 3 39 Sir Robert McAlpine 2 255 headquarters in north-west England. It also 4 3 HBG Construction 8 242 4 3 HBG Construction 8 242 picked up a £27.5m deal for the John Lennon 5 2 Balfour Beatty 28 158 5 2 Balfour Beatty 33 173 6 8 Miller 6 134 6 8 Miller 6 134 airport hotel in Liverpool. 7 4 Kier 28 121 7 1 Laing O’Rourke 4 132 In contrast to Bovis, which won only four 8 6 Carillion 8 75 8 4 Kier 29 123 contracts, Morgan Sindall moved up from 9 12 Rok 24 59 9 5 Carillion 17 90 10 – Sisk 9 59 10 10 Skanska 4 60 number nine to the second spot after 11 31 ISG 26 56 11 14 Rok 24 59 hoovering up 33 jobs, together worth £264m.
    [Show full text]
  • Engineering Tomorrow Engineering Tomorrow
    COSTAIN GROUP PLC | ANNUAL REPORT 2016 ENGINEERING TOMORROW ENGINEERING TOMORROW Costain helps to improve people’s lives by deploying technology-based engineering solutions to meet urgent national needs across the UK’s energy, water and transportation infrastructures. We have been shaping the world in which we live for the past 150 years. Our people are committed to delivery, performance and reliability. UNIQUE BUSINESS MODEL STRONG MARKET FOCUS CLEAR SET OF PRIORITIES PROVEN TRACK RECORD We offer a broad range Our focus is on meeting urgent Our ‘Engineering Tomorrow’ We have a proven history of of innovative services across national needs in three major strategy outlines the core areas delivering results for all our the whole life-cycle of our areas to improve the quality that we are focusing on in order stakeholders – and continue to customers’ assets, through the of key assets and bring benefits to create a sustainable business. create value for customers, society, delivery of integrated consultancy, to end users. our people and shareholders. asset optimisation, technology Our three business areas: and complex delivery services. 1 Order book 2 Our services: 7 Water Consultancy (advisory, design, programme management) 3 £3.9bn Energy 6 Complex delivery 2016 £3.9bn 4 Technology 5 Transportation 2015 £3.9bn Asset optimisation Our customer-centric approach We are focused on the UK 1. Unique customer focus 2014 £3.5bn enables us to become a trusted market which offers a significant 2. Skills and experience 2013 £3.0bn partner to our customers. opportunity for Costain. of the team Central to this is our people and the expertise and professionalism Our ‘Engineering Tomorrow’ 3.
    [Show full text]
  • 04/09/2018 Download - Aucoot
    04/09/2018 Download - Aucoot A D D R E S S Parkleys, Richmond TW10 P R I C E £449,950 A R C H I T E C T Eric Lyons (Span) T. 020 7 112 4907 [email protected] https://www.aucoot.com/download/?propertyID=3804 1/4 04/09/2018 Download - Aucoot I N F O R M AT I O N This beautiful two double bedroom, ground floor apartment is Grade II listed and forms part of Parkleys – the very first Span development. Its current owners have carefully restored and redecorated it throughout, modernising sympathetically and staying true to the integrity of the original building. With a near-continuous band of glazing across the living room and French doors out to the beautifully maintained communal landscaping, this flat could be in the heart of the countryside but is only 10 miles from Central London. Built between 1954 and 1956, Herrick Court is an “H” block layout and this particular apartment is a “Type A” flat – typical to Span developments across the country. The entrance hallway leads you directly to the living space, where your eyes are drawn to the large stretch of glass at the end of the room, looking out to the gardens. An original glass and wood partition separates you from the kitchen where the original larder, cabinetry, and beautifully restored draining board, now share their space with a Neff slide & hide oven, a Bosch slimline dishwasher, an integrated refrigerator with icebox and an induction hob. A hallway provides access to all the remaining rooms.
    [Show full text]