RoSPA President’s Award for Health and Safety practices Review Summe… · year, CIH Housing 2018...

revieA business update for clients and the industry at large from

Summer 2018

Ian Williams Review Summer 2018 1

RoSPA President’s Awardfor Health and Safety practicesWe are delighted toannounce that we haveachieved the prestigiousRoyal Society for thePrevention of Accidents(RoSPA) President’sAward for our health andsafety practices.

The coveted President’sAward celebratesconsistently high levels ofperformance (10 -consecutive Gold Awards) inoccupational health andsafety managementsystems, including practicessuch as leadership andworkforce involvement.

Richard Parry, Safety,Health and EnvironmentalManager for Ian Williamscomments: “This is a terrificaccomplishment for us as anorganisation and an honourto receive the President’saward. It’s an absoluteendorsement of how weplace health and safety atthe heart of our business,so that our employees canwork safely, day in and dayout. We’re committed todelivering what ourcustomers need wheneverand wherever they need it,and our teams are working inhundreds of propertiesacross the UK daily, carryingout skills like painting, M & E,roofing and plumbing. Butwe never cut corners in thedelivery of these services.I am proud of the fact thatIan Williams is not only agreat place to work,(endorsed by the IIP GoldAward) but a safe one too.Of course, despite this

recognition we won’t beresting on our laurels. Thebusiness will continue to driveinnovation with health andsafety at the forefront ofeverything we do.

The President’s Award isespecially important as itreflects excellence in our corebusiness strategy ofattracting, retaining anddeveloping a sustainable,healthy and vibrant workforcewhich has safe working at itsheart. We want to continue tobe an employer of choice forpeople looking to developtheir careers, or those who arenew to the industry and areinterested in our award-winning Apprenticeship

Just as we were putting thefinal touches to this issue ofReview, we were delightedto find out that we havebeen presented with thePwC Winner of Winners’Award for Training andPersonnel 2018!

More on The Academyon page 7…

STOP PRESS:

schemes. However, this isonly a realistic mission ifhealth and safety is foremostin all our minds and practicesto make us an attractiveproposition as an employer.The President’s Awardunderpins this commitment.”

Richard Parry, Safety, Health & Environmental Manager, collects the Ian Williams’ President’s Award.

0 1 2 3 4 5 6 7 8 9 10Not at all likely

Extremely likelyto recommendNeutral

Detractor Passive Promoter

% PROMOTERS - % DETRACTORS = NPS (NET PROMOTER SCORE)

What is Net Promoter Score?

■ If you would like to contribute to the NPS research which we’ll be repeating next year, please get in touch.

Net Promoter Score (NPS)measures customerexperience and is a provenmetric that provides coremeasurement for customerexperience managementprogrammes.

Customers are asked towhat degree they would bewilling to recommend IanWilliams to their colleagues orbusiness associates on a scaleof 1 -10. The score is

calculated by taking thenumber of respondents ratingus at 9 or 10 (The Promoters)and subtracting the numberthat rated us with a score of1 to 6 (The Detractors).

Anything above 0 isconsidered positive so wewere delighted to achieve aNPS of +29.5 which ranks usalongside globall brands likeToyota, American Express and Amazon.

Pick up any businessnewspaper or read anycommercial blog and you’llcome across companiesdescribing their strategy as‘customer centric’, boastinghigh levels of ‘client delight’which is being delivered by‘engaged employees’ and‘brand ambassadors’.

But what’s the substancebehind these mantras? What isthe real essence of customersatisfaction and how dobusinesses ensure they trulydeliver on this? These are theissues we’ve been gettingunder the skin of in recentmonths, asking the questionsof ourselves and moreimportantly, our customers.

There are two core facets toany business: customers andemployees. Positive brandequity (image, status andultimately profitability) relies onboth these groups who mustbe listened to, understood andlooked after.

Ian Williams recognisesthat effective and exceptionalcustomer service is not whatwe do; it’s who we are, aconsistent culture we try toingrain in every team member,from the executive board to anapprentice painter anddecorator. Our mission is toensure this ‘can do’ attitude isinjected into every interaction

with every customer. Asopposed to transactionalencounters which are whenyou simply go through themotions to get a taskcompleted, interactionalencounters rely on two-waydialogue and activeparticipation.

Customer service at IanWilliams is not a department ina building somewhere; it’s theprovision of peace of mind tothe customer, through everyinteraction with us. Thatwhoever, wherever andwhenever they speak to an IanWilliams member of staff, theyreceive consistently excellentcustomer service. It’s not a fastprocess and it’s one thatsuccessful brands need tokeep working at, constantlyassessing, adjusting andimproving as markets change.

It all starts with customersand what they want versuswhat they get. So we’ve askedthem, listened and analysed theresults as we embark on ourjourney to take our customersand employees with us. We’renot there yet, but we arepleased with the staging postwe’ve reached in our very firstNet Promoter Score of 29.5.

Templer HomeBuild recently hosted a ‘Grand Opening’event to celebrate their move into their new modernoffices. Ian Williams’ Response Operations DirectorJayne Cox, Templer Homebuild Chief Executive JoReece and operative Ricky Jamieson officially cut theribbon surrounded by a crowd of Teign Housing andTempler HomeBuild colleagues and tenants.

Ian Williams has a contract for planned, response, void, disabled adaptations, electrical and heating works. The ten-plus-five-year programme is valued at £84m anddelivered via the wholly owned subsidiary, TemplerHomebuild whereby its in-house staff are supported by Ian Williams to provide a holistic approach to improvingservices for tenants.

The day involved a tour of the new office and providedstaff with the opportunity to network and find out more abouteveryone’s roles over a homemade cake and cup of tea!The new offices provide a much brighter and more spaciouswork area with modern meeting rooms and break-out areas.

The event was a great success, and we wish TemplerHomeBuild all the best in their new base!

Putting the customer first

Interactions, not just transactions

2 Ian Williams Review Summer 2018

Templer HomeBuildopens new offices

Transforming housing through technology

Transforming communications through technology

Jayne Cox, Ian Williams’ Response Operations Director discusses the growing demand for technologyas a key driver in providing cost effective, intelligent and creative social housing asset management.

The social housing landscape ischanging and changing fast. We areentering an age of unprecedentedtechnological, social and politicaldisruption that is creatingunpredictability and risk.

Every day, housing providers arebeing forced to grapple with issues likethe lack of affordable housing, regulatorypressure to build more homes, lowerrents, tensions between private and socialhousing models and increasingly,

mergers andacquisitions. Yet, this

environment alsooffers massiveopportunities for

Are you a beginner, or a member of the digerati?A recent study by global business consultant, Capgemini Consulting Group on technologyadoption categorised organisations into beginners, conservative, fashionistas and the digerati – with65% of organisations identified as beginners.

Most significantly, organisational success was closely linked with the level of an organisation’sdigital maturity. The report found digerati organisations were 26% more profitable and far better thanother types of firms at changing their business models. They link their implementation capabilitieswith their leadership capabilities and fundamentally transform how their businesses operate.

the markets to transform themselves,particularly around the availability of new technology.

Focusing heavily on technology thisyear, CIH Housing 2018 showcased thepotential for Modern Methods ofConstruction including offsite andmodular, as a cost effective and fast wayto tackle the lack of affordable housing.But in parallel to building new homes,there is massive potential for technologyto help landlords manage and maintaintheir existing assets in more costeffective, proactive and sustainable ways.

Ian Williams has first-hand experienceof this – read more in the StonewaterCase Study. Increasing numbers of our

clients are relying on our innovative iwsystechnology to help encourage smarter, data-driven decisions which canultimately inform future decisions andmake significant cost savings.

From 3D printing to build morehouses, to working with partners like Ian Williams who have already investedsignificantly in technology, future success would seem to be partlydependent on an organisation’swillingness and ability to integratetechnology into their strategy. It'simportant to ask how your organisationcan innovate over the next decade toreally change the way services aredelivered to your customers.

You can’t argue that one of thedefining phenomena of present timesis the worldwide accessibility to the internet.

The lovechild of the World Wide Webis social media, which comes in manyforms, including blogs, forums, businessnetworks, photo-sharing platforms, socialgaming, microblogs, chat apps, and lastbut not least social networks. The powerof social networking is such that thenumber of worldwide users is expectedto reach some 3.02 billion monthly activesocial media users by 2021, around athird of Earth’s entire population.

As well as developing technology likeiwsys to improve efficiency in assetmanagement, Ian Williams is embracingsocial media to improve the way wecommunicate with our customers andemployees. If you’re not alreadyconnected with us on social media,please do!

Twitter

LinkedIn

Facebook


New website coming soon…

Our Birmingham Hub has officially openedits doors, unveiling a welcoming new brand identity.

The Hub is the focal point of Ian Williams’delivery of an integrated service to clients. Thefront line team is the first point of contact forresidents, makes accurate diagnoses of repairs, schedules work efficiently and capturesasset management data. Each client hasconsistent contact with their primary appointerand scheduler, and between them the teamlooks after…

l Anchor

l Stonewater

l Framework Housing Association

l Greater Manchester Police

l Accent

l Sanctuary Housing Association

l Warwickshire County Council

…technology in action

RequestRepair

HousingManagementSystem

iwsys provides a singlepoint of interface leveragingthe benefits of a number ofbest in class and marketleading software solutionsthat enable a repair requestto be completed whilstensuring that a HousingManagement System iscontinuously updated.


The Hub Team

A client who is truly embracing technology is

Supported by significant use oftechnology, mobilisation is nowwell underway on our Reactive andPlanned Maintenance programmewith leading housing provider,Stonewater.

The £3.5 million per annumcontract, potentially rising to £8.5million in the third year, sees us lookingafter response and voids, plannedworks and cyclical decorations across6,700 homes in the South and SouthEast, including Southampton, Reading,Eastbourne, London and Hastings.The contract which will create 30 newpositions, will also support threeapprentices and a trainee surveyor inthe first year.

General Manager, Craig Joneswho has been overseeing themobilisation comments: “Themobilisation of any new contract isalways a challenging time, especiallywhen like Stonewater, it is coveringsuch extensive geography. However,this has been made easier andfoundations for a smooth future havebeen laid, thanks to the new interface


“Stonewater knew wecould deliver on this,thanks to our proven trackrecord of using IT tosupport contractdevelopment, mobilisationand customer serviceenhancement. Our mutualbrand values of strongcustomer care andorganisational focus onpeople also dovetailperfectly.”Craig JonesIan Williams General Manager

Key Stonewater requirements from iwsys:

• Offer a complete asset maintenance solution

• Track asset whole life cycle costs

• Reduce response call outs and grow planned and cyclical works

• Develop a single interface end to end repairs portal

• Retain asset management in-house rather than outsourcing to thirdparty IT supplier

• Make IT a central strategic part of its asset management rather than just tactical

Everyone, from SMEs to largeplayers, and design offices to siteoperatives, will over the next fewyears be affected by what in some instances could be dramatictechnology-led change.

The beginnings of this revolutionhave become apparent over the past 12 months, with some of the mostinteresting developments being intechnology, such as augmented realityand on-site robotics/ drones that will beused en masse by SMEs. The standardswe set now need to offer the nextgeneration of young people theopportunity to work in a more diverseand attractive industry, enhancing socialmobility and motivating them to deliverhigh-quality work in a way that reflectsthe 21st century industrial landscape.

This will pose a serious challenge fortraining providers, who need to find andrecruit teachers and lecturers whounderstand the future, not the past. Anew skills and training landscape isbeckoning. But for this to be realised, weneed three things. First, we need toresolve some of the systemic andinstitutional barriers to progress. Second,the CITB agenda for change mustaccelerate. And third, the industry itselfmust increasingly take responsibility forfuture-proofing the skills it will need in theyears ahead. If we can do all of this, westand a chance of delivering theadditional homes this country needs, to aconsistently high standard, and with awell-motivatedworkforce takingpride in making adifference to oursociety.

Mark Farmer

We need tounderstandthe future,not the past

we’ve developed with Stonewater,which involves capturing completeasset management data for them.When tendering for the contract,Stonewater expressed how importantthe innovative use of IT is for them asan organisation.


A sustainable commitment to attracting, retaining, training anddeveloping the best talent lies at the heart of every healthy businessand economy. Government and many in the construction sectorbelieve we’re on track to achieve this. Others, including ourselves,disagree. This harsh reality was highlighted in the Farmer Reviewwhich made uncomfortable reading, focusing on shortcomings inour sector’s “ailing” labour model.

Here we talk to Ian Williams’ Training and DevelopmentManager Siân Pearce, who challenges whether as an industrywe’ve truly embraced the role of apprentices.

According to the latest research fromthe Federation of Master Builders, theUK construction worker shortage hashit its worst level on record.

This skills gap is driving up wages andsqueezing businesses already battlinghigher material costs, which couldpotentially thwart government’s plans tobuild more homes.

Over the next decade, statistics predictthe construction labour force will decline by20-25%, a culmination of a record low levelof new entrants and the need to replace700,000 retiring workers. Add to this one ofthe lowest productivity levels in Europe, theeffect of Brexit and the ensuing downturn inmigrant labour, and the very real skillsshortages bomb starts ticking.

Entire generations of in-house skills are being lostThe optimists or entrenched deniers saywe’re addressing the issue withapprenticeships – after all, theapprenticeship levy is doing a job andgovernment has committed to creating

three million apprenticeships by 2020. It allsounds good in principle but, again, theactual reality is different. The number ofpeople starting apprenticeships in Britainhas plunged 61% year-on-year since thelevy was introduced. In 2017, only 21,000new apprentices entered roles inconstruction and the built environment. Thisequates to less than 1% of that workforce.One of the main reasons for this is lowcontractor margins, which directly result ina lack of available investment in training fornew entrants looking for apprenticeships or‘on-the-job’ school leaver training schemes.The practice of not having directlyemployed tradespeople on the payroll hasled to a skills vacuum in organisations.Entire generations of in-house skills arebeing lost and the core outputs of theirbusinesses – delivering plumbing,plastering, electrics, painting, bricklayingand carpentry – are no longer within their control.

People - in our DNAIf the skills gap is to be addressed,organisations need to weave training andstaff retention into their DNA. All the large

companies I have worked for have saidpeople are their greatest asset, but trainingwas the first thing that got chopped. Hereat Ian Williams, I have never had toconvince anybody that we need training.It’s just the way it is. It’s absolutely part ofthe culture here. This approach starts withattracting the right people. We are lookingfor potential, for drive and ambition in theapprentices and trainees we recruit. Butwe are much more successful than that –many go on to become our managers anddirectors. With a culture centred on acommitment to direct delivery, Ian Williamshas always recognised that recruitmentand development of talent is fundamentalto our future success. We also believe that– as a sector – it’s our responsibility to play a role in addressing the industry talent shortage. It is achievable, whether

As an employer committed to the direct delivery of its serviceswith a pledge to have 10% of our operational workforce made upof apprentices at any time, addressing the skills’ shortage andnurturing future generations of skilled employees is critical to ourbusiness. That’s why during recent months, we’ve lobbied hard toget the ear of key influencers, publicly debated the issuessurrounding training, and invested heavily to ensure our Academy is not only fit for purpose but fit for the future.

Fit for purpose; Fit for the future


Award-winning AcademyThe Ian Williams Academy was created to formalise the significantinvestment we commit to training and development.

It is considered by the CITB to be a best-in-class approach, won the NationalHousing Maintenance Forum’s Best Apprentice Scheme 2018, Circle2SuccessBest Practice Award and scooped the PwC Training and Personnel ‘Winner ofWinners’ business award.

Warren Buffery, Ian Williams' General Manageraccepts the award.

Siân Pearce,Training andDevelopmentManager.

through meaningful apprenticeshiptargets; in-house academy schemes thatensure strong talent pools withappropriate skills, expertise and ethos; or longer term succession planning.

The means are there, but it requires investment, collaboration and,most importantly, commitment fromgovernment and forward-thinkingbusinesses. Nurturing in-house skills andkeeping control in house is not a ‘nice-to-have’ – it’s a commercialimperative for our businesses and ourindustry as a whole. With some honestappraisal and corrective action, we canchange the direction towards a healthier,vibrant and attractive industry, driven byexperienced and empowered peoplewho have the right skills for the job, bothnow and in the future.


Most of our trainees are inspired to come to Ian Williams to make the programme their means for acareer in the industry. From day one, they are doing real work rather than sitting in a classroom, withone-on-one training every day. Trainees have six-monthly reviews, with four-figure pay reviews if they aresuccessful. The opportunity to move forward and reap benefits within the role are incredible.

Daniel’s hard work is recognisedthrough his recent CITB awardCongratulations to our apprentice Daniel Richards, whose hardwork and exceptional performance both on site and at college hasbeen recognised by his tutor who nominated him for a prestigiousCITB award. Daniel is currently completing his level 3 Painting andDecorating Apprenticeship at Coleg Sir Gar.

Daniel acknowledged the importance that his mentors hadplayed in his apprenticeship to date. “I’ve learnt such a lot from mymentors. They’re lovely boys and have helped me build my skillsduring my apprenticeship. I’ve worked hard in college to show thatI am a capable and good apprentice. Receiving this award hasboosted my confidence and has shown me what I can achievethrough hard work.”

Ashley Ward left school at 16 and beganan apprenticeship at Ian Williams as adecorator. Today he is a contract supervisorwhich he says, is thanks to the support andmentorship he has received throughout hiscareer. Ashley recently reached the regionalfinals of the CITB Generation for ChangeMentor of the Year, for his outstandingcontribution to apprenticeship training.

“I left school at 16 and didn’t reallyhave a lot of ideas about what to do, so Igot an apprenticeship with Ian Williams asa painter. Just before I started, my dad gotme to paint my bedroom as practice. Iabsolutely hated it! It took me ages, and Igot paint all over the carpet. But I loved myapprenticeship from the start, thanks to thesupport I received.

“My supervisor interviewed me for theposition and he was very supportive. Hetold me I had a lot of promise. Andwhenever he came on site he made a pointof coming to see me, and he always hadsomething nice to say about what I wasdoing. He always talked about the future –he said you can go far, just keep doingwhat you’re doing. That just gave me aspur, a little push to try a bit harder. But if Iever did anything wrong or was ever out of

line, he was quick to come down on me.He was like a disappointed parent! I didn’twant to let him down, so it had a positive effect.

“After I qualified I just ticked along,doing my job. Then after a few years mycontract manager at the time askedwhether I fancied running a job. I thought:‘Yeah, I think I’m ready for that.’ From thatmoment on he mentored me into takingthe next steps: how to run jobs, what todo, what problems to overcome. I wentfrom running little jobs to big jobs, then tomultiple jobs at once. He is still my bossand he has been pivotal in taking me frombeing a decorator into management.

“Having the experience andknowledge of the job you’re managingdefinitely helps. You get a bit of extrarespect and people take what you say onboard. The sky is the limit now. For now,I’m focusing on doing my job and gettingas good as I can be at that, and then I’llsee where I go from there. And mostimportantly. thanks to the fact I’ve ‘grownup’ within the Ian Williams’ mentoringprogramme, I’m able to pass on the skillsI gained from those who had a positiveinfluence on my career path.”

The Academy in action

From apprentice, to decorator, to management, to regional final of the CITBGeneration for Change Mentor of the Year - the sky’s the limit for Ashley

“…thanks to the fact I’ve‘grown up’ within the IanWilliams’ mentoringprogramme, I’m able to pass on the skills I gainedfrom those who had apositive influence on mycareer path.”


The Ian Williams Academy’smain objective is to ensurethat we have a strong talentpool to enable successionplanning and transfer theskills, expertise andcompany ethos throughoutthe workforce.

Zoe wins Welsh heat ofCITB UK ‘Skillbuildcompetition’Our second year painting apprentice ZoeEvans has won the Welsh regional heat ofthe CITB UK ‘Skillbuild competition’ atSirGarColeg. Zoe's winning piece wasinspired by recent world cup fever. A hugewell done Zoe - we love the artwork!

‘Exceptional candidate’ Tyler gets CITB scholarship

“Everybody at Ian Williamsis friendly and work togetheras a team.”

Shining Ian Williams’ star, Tyler Heath who attends Nottingham College, has beensingled out as an exceptional candidate to receive a scholarship from bothNottingham College and the CITB. Tyler is currently completing his Year 2 Plumbing Apprenticeship.

After receiving the wonderful news of his scholarship Tyler said: “I couldn’tbelieve it. I was blown away. The scholarship will make a huge difference to me andI plan to buy some electrical tools. I’ve had loads of help from my mentors Dean andMelvin who’ve really shown me the ropes. Everybody at Ian Williams is friendly andwork together as a team. I’d really like to keep studying after my apprenticeship toget my gas qualifications”.

The CITB scholarship provides each apprentice with £1000 towards new toolsand IT equipment and a further £500 on completion of their level 3 AdvancedApprenticeships.

We want people who have what ittakes to become a great carpenter, a great plumber or a great surveyor.


Central ChambersAs we go to print, our teams are hard atwork up on the roof on Newport’s CentralChambers building. The Grade II listedthree-storey building was left with seriousdamage after a blaze ripped through it.

When a building is hitby fire or water damage,a fast, coordinatedresponse is required notonly to limit furtherstructural damage butalso to try to getbuildings up andrunning again as soon as possible.

Working directly withmany large insurers, claimsprofessionals andcommercial clients, we havea wealth of experienceworking in properties thathave suffered major loss dueto fire and smoke damage,water ingress and flooddamage, including high networth and historicalbuildings.

We ensure properties aresafe and watertight,including arranging for thetesting of any potentiallyhazardous materials, such asasbestos. We work tospecified repair solutionswithin tight timeframes withbudgets.

Through directlyemploying our specialistoperatives, we’re able toprovide a multi trade serviceand fully managed solution.

The University of South Wales’ Centre forAutomotive & Power System Engineering (CAPSE)

The University of South Wales’ Centre forAutomotive & Power System Engineering(CAPSE) is a nationally recognised independentresearch, development, test and certificationhouse with a reputation forcutting edge research andknowledge transfer activitieswithin the advancedautomotive and powersystems engineering sectors.

An overnight fire at thefacility caused majordestruction within one of themain testing rooms as well ascausing smoke damage tothe surrounding corridors and rooms.

We were contracted tocarry out internal works thatincluded mechanical and

electrical works, data installation, replacementceilings and flooring, construction of stud walls forfire compartmentation, painting and decorationand installation of CCTV and Fire Alarm services.

The University appointed PickEverard as independentconsultants on the project as wellas Troup Bywaters and Anders asMechanical and Electricalconsultants.

With the Centre being used byhigh profile clients such as Qantasand McLaren, the facilities beingout of use caused a major loss ofrevenue to the University and assuch a quick turnaround wasrequired for the works. We thereforecreated a specific programme thatenabled us to handover the projectafter just 14 weeks.

‘In terms of the mainincomer, it is the bestjob I have ever seen.Tidy, well establishedand spotlesslyclean… The job isfantastic, much betterthan the original’.Jonathan WilliamsCAPSE Director, USW.

Ian Williams is well known for our workwithin social housing, but we operatein many other markets includingcommercial, education and insurance.In this issue of Review, we look atMajor and Complex Loss Services.

Major and ComplexLoss Services

foundation


Riding The Night2018More familiar with the day today challenges of matchingpeople and vacancies, ourrecruitment officer OliviaWithers cycled 100km fromWindsor Racecourse toBuckingham Palace overnightin aid of three cancercharities. She raised afantastic £745 including a£250 donation from theFoundation.

Ian Williams encourages its team to participate in the delivery of community projects and to raise money forcharitable causes. Our Foundation is an employee led team that manages the funding we provide for communityinvestment, charitable donations and supports voluntary work nationally. The monetary equivalent of the Foundation’s work exceeds £50,000 per annum.

Summer 2018 update

Taking on the mighty ThreePeaks Challenge and raising£5,000 for The StrokeAssociation!Twelve intrepid climbers and 2 mini-bussupport drivers from Ian Williams took on theThree Peaks Challenge on one of the hottestweekends of the year – and they smashedit! Climbing up and down Snowdon, ScafellPike and Ben Nevis in 24 hours, the teamwalked a total of 23 miles and climbed atotal of more than 3,408 metres, raising afantastic £5,000 for The Stroke Association.

Here’s an update of the most recent fund-raising events across the company…

Tipsy 10 Challenge!The Tipsy 10 Challenge is an annualevent in the village of Ynysybwl andconsists of a 10 point orienteeringcourse – with as the name suggests, a drink at each stagepoint!

This year’s challenge was to raisemoney for a young mother with cancer.We were pleased to be able tocontribute £250 to this cause.

£1,000 raised for MIND during the hottest Londonmarathon on recordA massive congratulations to our MaidstoneBusiness Support Assistant Diane Tilstonwho completed what she described asher ‘first and last marathon’ ever, and raised over £1000 for MIND. Her FitBit showed she completed 62,327 steps – a feat recognised by The Foundation with a £250 contribution.

If you have any comments, or would like further information, on any ofthe articles in this issue of Review, please fill in the form below:

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12 Ian Williams Review Summer 2018 © Ian Williams Limited, 2018

Accent HG: Pre-paint repairs and cyclical decoration -East Region - £150k p.a. across all regions for 5+5years - Nottingham Painting.

First Choice Homes Oldham: External painting and cyclical works - £92k - 8 weeks - Manchester Painting.

Whitefriars Housing: EWI washdowns - £340k -Nottingham Painting.

Plymouth University: Davy Building refurbishment -£1,100k; Sherwell Church - £480k; Exeter NursingCollege - £380k - Plymouth Capital.

Cunningham Taylor: Ellecombe School - £160k - Plymouth Capital.

Oxford City Council: Decorating services -£ various - framework - Bristol Painting.

Anchor Trust: Grosvenor Court, Larks Meade, Vicarage Court, external lighting - £36k -Maidstone Capital.

National Contractor Framework:£100k p.a. for 1+4 years - National.

Procure Plus: Framework agreement for installation and repair £ various - 5 years - North West Regions.

Powys CC: Estate works framework - refurbishment and cyclical decorations - £300k for 3 years - Cardiff Capital.

Metropolitan HA: Desmond House Block refurbishment - £3,200k - Maidstone Capital; FRA works - £500k - Maidstone Capital - £150k -Nottingham Capital.

Tidworth Leisure Centre, Wiltshire: Redecoration in main areas, changing rooms and squash courts, new carpeting to main walk ways and external decorations - £330k.

Recent ins and projects

RoSPA President’s Award for Health and Safety practices Review Summe… · year, CIH Housing 2018...

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