Issuu on Google+

NATIONAL STATION IMPROVEMENT WORKS SHAYLOR GROUP SUBMISSION MARCH 2011

SHAYLOR GROUP BUILDING A BETTER FUTURE


Contents

Page

Company Profile Economic Profile Our People Trade Memberships, Awards & Accreditations Railway Safety Assurance Case Working Within Principal Contractors Worksite Under CDM Relevant Experience Geographical Area of Operation and Procurement through Local Supply Chain CSR Policy Environmental Management Quality Management

Appendices 2010 / 2009 Audited Accounts Health & Safety Policy Construction Phase Plan, Work Phase Plan & Environmental Management Plan CSR Policy ISO 14001 & ISO 9001 Certificates Environmental & Quality Policies SHAYLOR GROUP BUILDING A BETTER FUTURE

02 04 05 06 07 08 09 16 17 19 20

Contact Details Stephen Horrocks T: 01922 741 570 E: stephen.horrocks@shaylorgroup.com M: Shaylor Group, Frederick James House, Wharf Approach, Aldridge, Walsall, WS9 8BX.


Network Rail offices - The Mailbox Birmingham

Foreword On the following pages we have included the required information as specified in the contract notice. At Shaylor we operate in a local way on a national basis and through collaboration and partnership with our clients we are continually developing and growing as a business. We have recently completed projects for Network Rail, First Great Western and Rail Gormet. We are also currently contracted on a number of projects through Network Rail on the Birmingham Gateway project at New Street Station. We would hope to continue this trend by working in partnership with Virgin Trains to deliver the National Station Improvement Programme. All communication or further requests relating to this submission should be directed to Stephen Horrocks who’s details can be found on the contents page.

SHAYLOR GROUP BUILDING A BETTER FUTURE

1


Company Profile. Shaylor is a Midlands based principal contractor with over 40 years experience delivering construction, refurbishment, fit out and planned maintenance projects across a broad range of sectors, values and type.

Established in 1969, the company has grown significantly and now has a number of divisions within the Shaylor Group of companies, these being Shaylor Construction Limited, Shaylor Special Projects, Shaylor Repair and Maintain and JD Interiors Limited (JDI). To encompass these divisions the company has three offices based in Aldridge West Midlands, Birmingham and London. We have built a substantial portfolio of work within the private sector and have completed projects for numerous blue chip clients delivering refurbishments, new builds and fit outs often in prominent locations. Within the public sector, we have delivered new-build and refurbishment projects for schools, libraries, and community buildings, many of which have been challenging assignments. We have a reputation for adding value through community based initiatives and delivering works with a ‘think local’ approach.

2

SHAYLOR GROUP BUILDING A BETTER FUTURE

Shaylor strives to maximise the value derived from client relationships. This mind set has seen the award, in January 2011, of a formal 4 year Minor Works Framework with the Ministry of Justice along with maintaining our formal 10 year £100 million plus Framework Agreement with the Ministry of Justice for other works which was appointed in 2004. We have also undertaken a £5 million 12 month refurbishment Framework Agreement with Royal Mail, together with examples of shorter term arrangements with Coventry and Birmingham Universities. Our Rail related workload also continues to grow and we now work for Network Rail & First Great Western. We are also playing a key role on the Birmingham Gateway Project at New Street Station. Further, we are currently working in partnership with Bovis Lend Lease on the Building Schools for the Future Scheme and have been appointed to complete the construction of 3 primary schools within the West Midlands area.


As a company, our key considerations are as follows:

SU S TA IN

VA

e respaern

a

CORPOR PR ATE OF S hea OC I lth I

r ou

pos be itiv e

pliers sup

our

ITY IL AB

ONE TEAM

s tie

ct

strive improvto

com m un i

our environme nt

Health and Safety Exemplary health and safety record with British Safety Council Five Star rating and British Safety Council International Safety Award 2009.

SHAYLOR GROUP HAVE BEEN SHORTLISTED FOR THE 2011 BUILDING MAGAZINE Contractor of the Year AWARD up to £300m CATEGORY

ES LU

ople r pe ou

Quality and environment Longstanding ISO9001 accreditation and ISO14001 certification.

nd

tak respons e ibi l

Our Communities Associate Member of the Considerate Constructor Scheme, ‘Think Local’ approach to projects, adding value through community based initiatives.

We demonstrate this through our company values (illustrated right) which reflect the culture of the business as perceived by our own staff. The values diagram was developed during our Site Link workshops, where staff were challenged to define the essence of our business approach and our difference to other businesses in our sector.

TY ILITY ILI NSIB B PO A our custo S T me RE fety L rs a A s

e

Our People Investors in People accredited, Sunday Times “Best Companies to Work For”, Contract Journal finalist and 2 Project Managers shortlisted for this year’s CIOB Construction Manager or the Year.

Shaylor remains a family owned SME, with the capacity to deliver a distinctive alternative to our listed peers. We seek to be discernibly different through a value focused and relationship orientated approach, with a view to exceeding stakeholder expectation.

ity

Our Clients We approach each project in a none adversarial way and take a holistic approach to the challenges each project has.

SHAYLOR GROUP BUILDING A BETTER FUTURE

3


Economic Profile. Even in a major recession Shaylor Group has maintained a stable position with which to operate from. Although our revenues were down 7% to £56 million, figures from The Office for National Statistics showing that output in the West Midlands fell by 23% last year, our performance was highly credible. The graphic right illustrates our basic cash position. These figures were as of March 31st 2010 and since this time we have secured numerous new projects which make the immediate future look extremely positive. We comply with all tax regulation and fulfil all our responsibilities in regard to our professional and social conduct. We can state categorically that we have no outstanding litigation and have not been the subject of litigation over the last five years. Shaylor’s record both financially and in terms of our contracting history is exemplarily. We have supplied or 2009 & 2010 accounts in the appendices.

4

SHAYLOR GROUP BUILDING A BETTER FUTURE

£42 million

Cumulative value of projects awarded by the Ministry of Justice under their Framework

£8 million Balance sheet value

£5.4 million

Year end cash balances


Our People.

90% 154 £1200

Shaylor Group is an excellent employer and have previously been awarded the Sunday times ‘One to Watch’ award and we continue to strive to be an employer that people want to work for. We have identified that as a fast growing family business the factor which differentiates us from our competitors is the enthusiasm, loyalty and attitude of our people, together with the broad skills base and experience in all facets of building works. We are proud that we achieve high levels of staff retention – recorded at 90% over the past 2 years – and we receive increasing enquiries from people who are eager to find employment with us; a sign of our growing reputation. Our overall performance, which is a direct result of the commitment of our people, is demonstrated in that, over recent years, we have twice been finalists in the Building Magazine SME Contractor of the Year Award, and have been included in the Sunday Times Best Places to Work listings.

STAFF RETENTION

STAFF EMPLOYED

Position

Number

Management

50

Administration

20

Support Functions

40

Construction Staff

44

Total Number

154

AVERAGE ANNUAL SPEND ON TRAINING PER EMPLOYEE

SHAYLOR GROUP BUILDING A BETTER FUTURE

5


Trade Memberships, Awards & Accreditations. Shaylor Group are registered as members or holders of the accreditations or awards listed below:

Qualified via Audit

Membership

Accreditations

Awards

NHBC

BS EN ISO 14001

National Federation of Builders (NFB)

BS EN ISO 9001:2008

Association of Interior Specialists (AIS)

Constructionline

FORCE Supply Chain Award for 2009 in recognition of outstanding performance on the Royal Mail CORP Framework.

National Association of Shopfitters (NAS)

Link-up The UK’s rail industry supplier qualification scheme.

Associate Member of Considerate Constructor

FORCE (Forum for Constructing Excellence)

Achilles Supplier pre-qualification service for the construction industry.

Walsall Education Business Partnership (EBP)

CHAS

WMCCE (West Midlands Centre for Constructing Excellence)

British Safety Council Investors in People NICEIC

LABC ‘Best Partnering Contractor’ award for The University of Warwick Awarded a Silver Award from the Association of Interior Specialists, Groundworks Manchester Nominated for the BCO award, Unit 11a, The Wharf. British Safety Council International Safety Award 2009 British Safety Council Five Star Award Birmingham City Council ‘Built in Quality Award’, Twin Theatres City Hospital Building Magazine Contractor of the Year Finalist for two years running. 2 Project Managers shortlisted for CIOB Construction Manager of the Year 2010.

6

SHAYLOR GROUP BUILDING A BETTER FUTURE


Railway Safety Assurance Case. Shaylor Group do not require this accreditation for the type of work detailed in the contract notice. However, we are currently compiling an application which includes the work completed at reading station with which to present Network Rail in order to obtain this accreditation in the coming months.

Shaylor Groups Health and Safety Record The table below details our accident statistics for the last five years across all Shaylor works and clearly illustrates that our processes and management of Health and Safety is working.

Shaylor are accredited to Link-up which is the UK rail industry’s supplier qualification scheme. To be accredited to Link-up we have to qualify and pass regular audits.

Contractors Record

The scheme has made a significant impact on the rail industry and it is shared by Network Rail and other buying organisations, including principal contractors, rail and underground infrastructure companies, construction companies and train and freight operators. Through our experience we are fully versed in the specific risks that rail sites present. We understand how to mitigate and manage risk on this type of work site and as such we have an excellent record which we are very proud of.

2010

2009

2008

2007

2006

Fatalities (RIDDOR)

0

0

0

0

0

Over 3 days off (RIDDOR)

2

2

4

2

2

Major Injuries (RIDDOR)

3

3

0

2

3

Dangerous Occurrence (RIDDOR)

0

0

0

0

0

Accident Incident Rate (A.I.R)

386

382

402

405

402

AFR

0.22

0.22

0.23

0.23

.23

We have included as appendices a ‘Construction Phase Plan’ both from a recent Network Rail project. This document outline our commitments to Health and Safety concerns along with other project considerations. We have also included the Shaylor’s Health and Safety Policy in the appendices.

SHAYLOR GROUP BUILDING A BETTER FUTURE

7


Working within Principal Contractors Work Site Under CDM. Predominately Shaylor is acting as Principal Contractor and as such we have a number of procedures and processes in place to which ensure competence on site, per CDM 2007. We have built on our existing mechanisms for evaluating business competence and have reinforced our requirements for each person attending site to produce evidence of competence and have updated our site induction process accordingly. Companies on site are required to appoint a competent Responsible Person who receives additional induction training in their role and is to act as the company’s representative at site H&S meetings. These now take place every two weeks (thus developing our existing informal H&S communication & co-operation avenues). As Principal Contractor we shall ensure that in our management of the Project, obligations required under the CDM and associated Regulations are met by: • Maintaining the development of the Construction Phase Health and Safety Plan through to Project completion • Maintaining notices and registers in compliance with statutory obligations • Communication to all those both working on the Project and the site, the specific requirements for health and safety on the Project, which shall include the Clients requirements and our own safety management expectations

8

SHAYLOR GROUP BUILDING A BETTER FUTURE

• Respecting the Client’s requirements for security and allow restricted access only onto the Client’s premises • Taking reasonable steps to encourage the co-operation of those working on the Project • Insisting on the approval of method statements and risk assessments from contractors and suppliers prior to their start on site, particularly where their activities impact on others • Advising the CDM Coordinator immediately of any discoveries or proposals which may affect the works • Maintaining the provision of training and safety information to all those on site who may suffer risk to their own health, safety and welfare and underline the concept that everyone is responsible for safety • Encouraging an open door policy and blame free safety culture in the reporting of hazards and useful work practices • Securing all information required for the handover Health and Safety File in good time In situations where we are acting as a sub-contractor we work in a collaborative way with the principal contractor to comply with their procedures but at all times mindful at all times of our own responsibilities to work within the regulations. We have supplied as evidence a ‘Work Phase Plan’, a ‘Construction Phase Plan’ and an ‘Environmental Management Plan’ in the appendices.


Relevant Experience. Through our SSP and JDI divisions Shaylor Group have completed a number of projects with a similar scope to that of the Virgin Trains requirement. On the following pages we have included a table of works that includes references and supplied relevant case studies. We believe that the work detailed on these pages clearly demonstrates our ability to improve Virgin Trains Assets. If more detailed information is required on any of the projects listed then we will be happy to supply it on request.

SHAYLOR GROUP BUILDING A BETTER FUTURE

9


Client & Reference Details

Project

Budget & Contract Period

Completion Description of works

British Transport Police

Wolverhampton BTP Office

£50 k (2 weeks)

31/03/10

Planned maintenance of an existing occupied railway including decorations, floor finishes and minor M&E alterations.

British Transport Police, Peterborough

£242 k (14 weeks)

14/01/10

Project involved the complete refurbishment of fire damaged police station, which included structural repairs and upgrades to bring building to current Building Regulation standards for insulation and Damp Proof Membranes etc. Mechanical and electrical installations included design responsibility.

Rail Gourmet Accommodation, Platform 1, Paddington Station

£400 k (Phase 1 – 7 Weeks) (Phase 2 – 11 Weeks)

04/02/11

Complete refurbishment of the Rail Gourmet accommodation within Macmillan House adjacent to platform One of Paddington main line station. Work was undertaken in 2 phases to allow continuous use of the office and catering facilities together will toilets and baby changing.

Lampblock

£275 k (5 weeks)

10/12/10

New roofing and refurbishment of an existing Victorian station building at Birmingham New Street Station.

2nd Floor, The Axis 10 Holiday Street Birmingham B1 1UP Contact name: Matt Lewin Tel: 0121 634 5793 E: matthew.lewin@btp.pnn.police.uk British Transport Police Estates and Facilities Department British Transport Police, Force Headquarters, 25 Camden Road, London, NW1 9LN Contact name: Andrew Whitehead Tel: 07500 064372 E: andrew.whitehead@btp.pnn.police.uk First Great Western Milford House, 1 Milford Street, Wiltshire, SN1 1HL. Contact name: Sarah McManus Tel: 01324 602271 E: Sarah.McManusfirstgroup.com Network Rail Gateway Management Team Network Rail, 3rd Floor, Axis Building 10 Holliday Street, Birmingham B1 1TE. Contact name: Darren Cobb Tel: 07515626919 E: Darren.cobb@networkrail.co.uk

10 SHAYLOR GROUP BUILDING A BETTER FUTURE


Case Study: Rail Gourmet, Platform One, Paddington, London Client:

Rail Gourmet

Value: ÂŁ420k Duration: 18 Weeks Company: Lambert Smith Hampton Referee:

Darren Owen Lambert Smith Hampton Tel: 0121 237 2319

Complete refurbishment of the Rail Gourmet accommodation within Macmillan House adjacent to platform One of Paddington main line station. Work was undertaken in 2 phases to allow continuous use of the office and catering facilities together will toilets and baby changing. Access was co-ordinated with the building and station occupants and the key driver was to ensure uninterrupted passenger movement to platform 1.

Project Achievements: The project completed on programme and to budget and provided an exceptionally high quality working and catering facility.

The project driver was to create an open plan workspace and new modern catering and welfare facilities.

No disruption was caused to the main platform area and the general public were unaware of the works being undertaken. All project criteria was surpassed.

Working to WRAP guidelines Shaylor Group diverted 83% of our construction phase waste from landfill.

SHAYLOR GROUP BUILDING A BETTER FUTURE 11


Case Study: Chippenham Station Client:

First Great Western

Value: £340k Duration: 10 Weeks Referee:

The works were predominately focused on replacing the 2 platform waiting rooms in a phased programme to ensure 1 facility was available at all times. Additionally the main ticket hall and adjoining toilet and baby changing facilities were also refurbished with the installation of new bicycle racks to the front exterior of the station. During the works a temporary despatch office was created and relocated numerous times until the permanent facility was available. Demolition and foundation excavation was undertaken during out of hours operations to avoid passenger disruption.

12 SHAYLOR GROUP BUILDING A BETTER FUTURE

Project Achievements: While the project is still ongoing the majority of works are complete to date. The key areas of demolition were executed without any disruption to the station users and the programming of the phased works run in a textbook fashion with no  negative customer feedback.

Sarah McManus First Great Western Tel: 01324 602271

Working to WRAP guidelines Shaylor Group diverted 83% of our construction phase waste from landfill.


Case Study: Reading Station Client:

Network Rail

Value: £656k Duration: 26 Weeks Referee:

Create long term temporary accommodation to the front of the Reading main line entrance on Station Road to relocate building occupants within the Heritage building demise in phase1. Provide full working environment within temporary units to include data, comms, welfare and meeting facilities. Relocate building users into temporary accommodation and carry out a phased refurbishment of the Three Guineas Public House (Heritage Building).

Peter Webb or Nick Passant Network Rail, Reading Tel: 07515619787

Working to WRAP guidelines Shaylor Group diverted 83% of our construction phase waste from landfill.

Project Achievements: The project is currently on site and works are within the phase 2 programme. Personnel transfer into the temporary accommodation has been achieved and business has been uninterrupted.

Phase 2 Works include new toilet facilities, locker rooms, cold room,  ancillary offices, kitchen and catering areas and newly created server room.

SHAYLOR GROUP BUILDING A BETTER FUTURE 13


Case Study: Paddington Station, London Client:

First Great Western

Value: £123k Duration: 5 Weeks Referee:

Refurbishment and extension of existing trains crew accommodation adjacent to Platform 1 creating a larger office space and upgraded IT and data services in a 2 phase programme. Works required structural alterations to dividing blockwork wall and the installation of two sets of stair flights to overcome varying floor levels. Data and communication upgrades we undertaken while maintaining full service as normal with no disruption to building users.

14 SHAYLOR GROUP BUILDING A BETTER FUTURE

Project Achievements: The project was completed 1 week early with no impact to building occupants or station users. The works have provided a modern facility and has achieved all the intended project criteria. 

Sarah McManus First Great Western Tel: 01324 602271

Working to WRAP guidelines Shaylor Group diverted 83% of our construction phase waste from landfill.


Case Study: First Great Western Various Station:

Ealing Broadway

Station:

Southall

Station:

Langley

Value: £70,000

Value: £31,000

Value: £34,000

Duration: 4 Weeks

Duration: 4 Weeks

Duration: 3 Weeks

Referee:

Referee:

Referee:

Sarah McManus First Great Western Tel: 01324 602271

Station improvements and alterations over 2 work areas inclusive of M&E  adaptation, formation of new help desk and kitchen, complete re-decoration and new seating.

Sarah McManus First Great Western Tel: 01324 602271

Station improvements inclusive of M&E  adaptation, formation of new help desk and kitchen, complete re-decoration.

Sarah McManus First Great Western Tel: 01324 602271

Station improvements to platforms 2 and 3 including new shelter.

Working to WRAP guidelines Shaylor Group diverted 83% of our construction phase waste from landfill.

SHAYLOR GROUP BUILDING A BETTER FUTURE 15


Geographical Areas of Operation and Procurement through our Local Supply chain. Shaylor operates accross a wide area of the UK and we do not limit ourselves in terms of project location. We have included the illustration to the right so you can visualise our core operating area, which you can see covers a great deal of the UK. We will be pleased to commit resource in any of the 17 West Coast Train locations mentioned in the contract notice. We are committed to using local resource and contributing to the local economy and community in all our project locations. We endeavour to utilise local resources, in terms of: Subcontractors, Suppliers, Locally produced materials Local labour, Local employees (within 30 miles of their place of work). Shaylor has worked with suppliers in our core area for many years and as our company has grown, our database has expanded to incorporate a variety of different scales of organisation. We aim to expand and build on our supplier network as our business grows. We believe by sourcing local knowledge and local skills we can often provide better value and service. Wherever possible, we adhere to a ‘Think Local’ policy. This promotes loyalty, commitment, ownership and sustainability. As company policy, we support our projects local economies much more, through a Best Practice programme. This is currently evolving into “Partner” status with a number of organisations. This helps to ensure a more complete delivery of other policy programmes such as our approach to the recruitment, training and development of employees. We can provide more specific information on request.

16 SHAYLOR GROUP BUILDING A BETTER FUTURE

70%

We AIM FOR suppliers TO BE within a 30 mile radius and almost all within 60 minutes travelling time

85%

of staff SHOULD live within a 30 mile of their work place


CSR Policy. Communication to employees of our Corporate Social Responsibility is carried out through induction, H&S Briefings, Toolbox Talks, Environmental Briefings, Site Link, Newsletter and the Company’s Intranet.

Health and safety:

Environmental:

Shaylor is fully committed to protecting the health and safety of our employees and all others affected by our works. Details for achieving this are detailed in our Health and Safety Policy. As Principal Contractor we ensure that in our management of the Project, obligations required under the CDM and associated Regulations are met.

Shaylor is committed to ensuring that our actions and operations as a business do not adversely affect the environment, and has ISO14001 certification. We recognise that protecting the environment now, for the wellbeing of future generations, is of prime importance. We will comply with legislation, approved codes of practice, recognized guidelines and other requirements that are directly related to our environmental aspects, whilst maintaining and continually improving our environmental performance. Further, we will make sufficient environmental training and information available to all employees.

We set clear standards for Subcontractor Health and Safety performance which are communicated in a booklet issued to each new vendor as part of the appointment process. Shaylor ensures that all personnel, including subcontractors, have received appropriate training and are experienced to carry out their designated tasks in a safe and workmanlike manner. We have a formalised Training Policy, contained within the company Quality Management System. We carry out regular safety audits and risk assessments with method statements prepared prior to commencement of works. Where work is carried out by labour-only subcontract organisations, or our own staff, Risk Assessments will be undertaken by our site team using the process described within our Stock Risk Assessments and recorded on our summary form.

Shaylor requires that all persons receive some general environmental awareness training and that persons with key role that could have a significant / adverse impact on the environment also receive specific training. On a project by project basis, key personnel are required to take responsibility for environmental issues whilst planning new jobs. The Construction Phase H, S & E Plan includes critical environmental information that must be completed at the outset of each project. We have clear environmental targets directly linked to the key environmental risks to the business. These environmental objectives and targets are communicated throughout the business and aim to encourage buy-in and personnel responsibility to the environment at all levels in the organisation. We are committed to building good community relationships through all of our projects. We register all of our projects, which have an impact on surrounding communities with the Considerate Constructors Scheme, which ensures minimum disruption.

SHAYLOR GROUP BUILDING A BETTER FUTURE 17


CSR Policy continued Energy management: Within all our offices, and onsite, we monitor energy usage and have measures in place to control this usage. We annually review green energy options. On a project basis, we have the ability to measure carbon footprints, per project, to target future improvement. We will seek to engage supply chain on a local basis, and this will inform procurement strategies as the framework progresses. Our current strategy in terms of transport is to encourage the use of car-sharing, public transport, cycling and walking to work. Information on this is communicated via office notice boards and via transport timetables on site. However, we do recognise that this is not always an option. Our Company Car Policy encourages the use of fuel efficient vehicles, and we control servicing to ensure that vehicles are maintained properly. Our fleet of Company Cars are all under five years old. Further, our car policy does not incentivise mileage. Where possible our managers are encouraged to “work smart” in terms of travel planning, and this will include scheduling of meetings to avoid superfluous mileage, use of public transport where appropriate or use of conference calling to reduce meeting miles.

employees (children and young workers, working hours, working overtime, worker benefits, wages, forced or bonded labour, disciplinary practices, employment and freedom of association, equal opportunity, employee information and documentation);

18 SHAYLOR GROUP BUILDING A BETTER FUTURE

We are committed to upholding human rights both in our work place and within our sphere of influence and hold Investors in People certification. We are compliant with local and international law and have no lawsuits against our operation. We do not use child labour in any area of our organisation. We are committed to transparency and accountability within our business practices and have formulated a Communication Charter and Strategy across the whole organisation. Within our Business Management System, we have procedures in place to protect all of our workers. These include Grievance Policy Procedures, Dignity at Work, Leaving Guidelines and Disciplinary Procedures. These policies are distributed to all staff and are also available on our Company Intranet. We actively encourage open dialogue and developing harmonious labour relations. We do not discourage any member of staff to join a trade union of their choice. We have an extensive number of trades people numbering some 80, none of which have sought to join any union body or associate affiliated organisation. Our recruitment procedures encourage that all staff are employed on their suitability and ability to carry out the required works for their role. Our commitment to Equal Opportunities is included in all recruitment literature. Should discrimination ever be identified, our Business Management System includes a Grievance Policy, which sets out procedures to address complaints, handle appeals and provide resource for all our employees. We promote an open door policy, which encourages open dialogue and therefore both informal and formal procedures are present.

Our suppliers. We endeavour to ensure our supply chain, and subcontractor alike, demonstrate their adherence to sustainability. All suppliers are required to provide evidence of their commitment to environmental improvement prior to joining our approved list. Further, we are in the process of developing our own sustainability policies to incorporate more detailed and demanding approaches to material sourcing. This will include a commitment to source all timber from FSC sources, and to halve our disposal of waste to landfill by 2012 as part of the WRAP initiative (Waste Recycling Action plan). As a regionally based company, Shaylor has worked with local suppliers for many years. As the company has grown, this database has expanded to incorporate a variety of different scales of organisation. We continue to work with these people on a daily basis. Wherever possible, we adhere to a ‘Think Local’ policy. This promotes loyalty, commitment, ownership and sustainability. As Company policy, we support these companies much more, through a Best Practice programme. We operate shared training and systems development with our supply chain. Our CSR Policy is provided in the appendices.


Environmental Management. Shaylor operates across a wide area of the UK and we do not limit ourselves in terms of project location. Shaylor is accredited to BS EN ISO 14001: 2004. Our environmental management system is developed in line with ISO14001 and is subjected to an annual external audit, carried out by NQA with internal audits carried out by trained Shaylor personnel. An internal audit schedule is produced and monitored by our directly employed Environmental Advisor, Jenny Thomas. Having successfully gained registration to ISO 14001 for Shaylor and a number of other businesses prior to joining the organisation, Jenny is responsible for the implementation and management of all environmental issues across the business.

“ Site waste has been segregated and recycled by a registered waste company and 700 tonnes of excavated has been recycled on site to form a bund at the rear of the building.” New Custody Suite, West Midlands Police

In 2009 we diverted over 83% of our construction phase waste from landfill. Over the next five years Shaylor Group aims to increase our diversion from landfill rate to “near a hundred percent”. 100% of projects with a contract value of over 300K are now completing in depth site waste management plans to enable more accurate data collection. Working with the Waste and Resources Action Programme (WRAP), our approved waste management companies and our subcontractors, are helping us to achieve the above objective. Our 14001 Certificate is supplied in the appendices along with our Environmental Policy.

SHAYLOR GROUP BUILDING A BETTER FUTURE 19


Quality Management. Shaylor operates a Quality Management System, accredited to BS EN ISO 9001:2008 (with no exclusions). The system is externally audited by National Quality Assurance (NQA) on an annual basis and is also subjected to internal audits carried out by trained Shaylor personnel. An internal audit schedule is produced and monitored by our Quality Advisor. The Board of Directors review audit findings and address improvements/alterations to our systems. Similar systems have been operating within the business since 1996, when we first achieved BS:5750 status, and continuous development and review has led to our current position. Our Quality Management System is available to all Shaylor personnel via our company intranet ensuring that only the most current documentation is used. Mr Stephen Shaylor, Group CEO, has overall responsibility for Quality within the company, with management of the system delegated to Mr Nigel Cresswell, Health, Safety, Environmental and Quality Manager. All employees are responsible for compliance with the system and maintenance of records. Departmental heads are to ensure that policies are being implemented, as documented, within their areas of responsibility. Our Policy and ISO 9001 Certificate are supplied in the appendices.

20 SHAYLOR GROUP BUILDING A BETTER FUTURE


NATIONAL STATION IMPROVEMENT WORKS SHAYLOR GROUP SUBMISSION APPENDICES MARCH 2011

SHAYLOR GROUP BUILDING A BETTER FUTURE


WE ARE SHAYLOR GROUP 2010

Shaylor Group plc Directors’ report and financial statements

Registered number 4513210 For the year ended 31 March 2010

GROUP


ANNUAL REPORT 2010 / CONTENTS

CONTENTS OUR GROUP

02

OUR VALUES

02

CHIEF EXECUTIVE’S REVIEW

04

OUR MARKETS

10

INTRODUCTION HEALTHCARE RESIDENTIAL CARE EDUCATION COMMUNITY CUSTODIAL AND POLICE COMMERCIAL RETAIL INDUSTRIAL HOTELS AND LEISURE HERITAGE REPAIR AND MAINTENANCE

12 13 16 20 22 26 28 34 38 42 46 48

CORPORATE SOCIAL RESPONSIBILITY

50

INTRODUCTION HEALTH AND SAFETY OUR PEOPLE OUR COMMUNITIES OUR ENVIRONMENT OUR CUSTOMERS OUR SUPPLIERS

52 53 54 56 58 60 62

BUSINESS MANAGEMENT

64

MANAGING RISK KEY PERFORMANCE INDICATORS FINANCIAL INSTRUMENTS

66 67 68

GOVERNANCE

70

DIRECTORS’ REPORT STATEMENT OF DIRECTORS’ RESPONSIBILITIES

72 73

FINANCIAL STATEMENTS

74

INDEPENDENT AUDITORS’ REPORT TO THE MEMBERS OF SHAYLOR GROUP PLC CONSOLIDATED PROFIT AND LOSS ACCOUNT CONSOLIDATED BALANCE SHEET COMPANY BALANCE SHEET RECONCILIATION OF MOVEMENTS IN SHAREHOLDERS’ FUNDS NOTE OF CONSOLIDATED HISTORICAL COST PROFITS AND LOSSES CONSOLIDATED CASH FLOW STATEMENT NOTES TO THE CONSOLIDATED CASH FLOW STATEMENT NOTES TO THE FINANCIAL STATEMENTS

77 78 79 80 81 81 82 83 84

01


ANNUAL REPORT 2010 / OUR GROUP

OUR GROUP

provides a deve lopment angle to our co nstruction businesses and th clients. It also m eir anages its’ portfolio of co mpleted properties.

siness rgest bu is the la the Group and n in stream rojects betwee n p o li s deliver on and £15mil li il £1.5m ew build and n of both ment in the h is b ctors. r fu re ivate se r p d n a public

flourish continues to portion of ro p h with a hig ess, even in n si u b repeat allenging these more ch ises al ci e times. It sp n-based in constructio to contracts up oth new b in n io ill £1.5m rbishment. fu build and re

Our Group has evolved into six business streams, with the ability to deliver all types of construction project across a wide marketplace with a focus on strategic and sustainable work. Having a quality and value-driven ethos, supported by a dedicated and professional team, Shaylor Group continues to out-perform its peers even in difficult times.

kills ecialist s offers sp lic and private b to the pu roviding a p , s to sector pproach d e r tailo a intenance a repair, m vement o r p and im mes. m a r prog

provides C ommercial, Retail and Office Interi or constructio n within the S services h This is provi aylor Group. ded on a national ba sis from offi in Birming ham and ces London.

is dedicated to carrying ou t long term repeat business under frameworks and partnering agreements. Its principal client is the Ministry of Justice with whom it has a framework covering both new build an d refurbishment works in the custodial sector.

OUR VALUES

VA

e respaern

a

r ou

SU S TA IN

ITY IL AB

p be o s itiv e

pliers sup

our com m u ni

our environme nt 02

tak respons e ibi l

ONE TEAM

s tie

ct

strive improvto

ople r pe ou

ES LU

ity

nd

e

CORPOR PR ATE OF S hea OC I lth I

TY ILITY ILI NSIB O B P our custo TA RES y me t e f L rs A sa

We have worked on identifying what constitutes the inherent values of the Shaylor brand. All our people were involved in distilling their thoughts and aspirations into a succinct format. The end result is One Team.


ANNUAL REPORT 2010 / OUR VALUES

OUR MARKETS RESIDENTIAL CARE Care homes will become an increasingly more important market as the UK’s population ages.

EDUCATION

We performed work for many schools, universities and other colleges this year.

page 16

HEALTH This includes our work for local doctors, PCT’s and hospitals.

page 20

page 13

COMMUNITY

zzz

CUSTODIAL AND POLICE

INDUSTRIAL

Local authorities and religious groups were among our customers in 2010.

SALE

Our work for the Ministry of Justice continued, with other projects for the police and British Transport Police.

zzz22 page

SALE

page 26

page 38

HERITAGE

Many of our projects have an historic angle. In 2010 this included universities and schools.

RETAIL

zzz SALE

Activity this year included work for the Post Office amongst others.

HOTELS AND LEISURE COMMERCIAL SALE

Many schemes were undertaken for both private and public sector organisations in 2010.

page 28

zzz

zzz

page 46

page 34

zzz

Ongoing projects for a number of pension funds featured in 2010.

We had schemes for local authorities, the Royal Shakespeare Company and Birmingham Royal Ballet in this year. SALE

REPAIR AND MAINTENANCE zzz

We undertook many smaller projects for both existing and new customers.

SALE

page 48

page 42

We work across a broad spectrum of sectors and work types. These are broadly categorised in Our Markets, as shown above.

03


04


CHIEF EXECUTIVE’S REVIEW


ANNUAL REPORT 2010 / CHIEF EXECUTIVE’S REVIEW

86%

Average Customer Satisfaction Rating

36.5

Considerate Constructors scheme score on most recent projects

83%

Diversion from landfill

I am delighted to present our 2010 Annual Report. This was a year of consolidation for the business. We had hopes of growing, but the economy contracted and our revenues were down 7% to £56million for the year to 31 March 2010. This was a period when the recession impacted and the construction industry in particular went into significant reverse. For many of our clients, their optimism evaporated. However, with figures from the Office for National Statistics showing that output in the West Midlands fell by 23% last year, our performance was highly creditable.

The Year In View Despite the challenges faced this year, we delivered many notable construction projects, which are detailed in the “Our Markets” section of the Annual Report and we have elaborated on the detail of our ‘Case Study’ projects in response to comments received last year. I also wanted to provide the following highlights in my review.

Our Shaylor Construction business successfully delivered 100 Hagley Road for Calthorpe Estates, being 40,000sqft of BREEAM Excellent Grade A office space in Birmingham. This was at the forefront of the There were many progressive steps newly titled “Retrofit” activity, being taken by the business, facilitating our a refurbishment project with an continuous improvement programme. exceptional environmental output. These are summarised as pictorials This team also completed five (above and over), with more detail and Learning Hubs on time and on budget explanation within this years’ Annual for the Learning and Skills Council Report. in Northamptonshire, as well as the £10million new build Diabetes Centre 06

for Birmingham Heartlands & Solihull NHS Trust. Our Shaylor Special Projects business undertook the Crown Office Refurbishment Programme, being 105 Post Office branches for Royal Mail. This scheme was delivered four months early and this, combined with other innovations, contributed towards the employer achieving a 20% saving on their capital budget. This is a worthy example of what can be achieved when working closely with our customers and could be offered to public sector partners to reduce their deficit. In the custodial sector, we continue our longstanding relationship with the Ministry of Justice. The £11million M&E scheme at HMP Featherstone is now halfway through. Our Competitors We saw the continued demise of our


Cumulative value of projects awarded by the Ministry of Justice under their Framework

ANNUAL REPORT 2010 / CHIEF EXECUTIVE’S REVIEW

£42million

£8 million Balance sheet value

£5.4 million

Year end cash balances

similarly sized regional competitors and an increase in the number of national contractors seeking to secure work in the middle space (projects of £5million to £10million), traditionally occupied by independent SME’s like ourselves. This has manifested itself in further price deterioration. As a business, we recognise that current pricing levels are not sustainable beyond the short term and will lead to an increase in the level of contentious contracting throughout the supply chain. We remain committed to a philosophy of pursuing relationship-based, customer-focused business, where price is not the main driver. We do not subscribe to a buying turnover mentality, as this leads to disappointment for all stakeholders to project – customer, builder or supply chain. We go to market by many routes, but seek to operate in an arena where the qualitative aspects

are a significant part of the selection criteria. It is in this environment where we are really able to demonstrate our credentials and deliver the most added value.

to the next level. Indeed, with nearly fifteen years with the Group and a background in procurement, we are already seeing the benefit of Ken’s leadership.

Leadership At the beginning of the financial year Richie Shaylor took up the new role of Group Operations Director. This was an extremely turbulent time to be in this position and Richie has been kept very busy. Martin Baxter took on the task of leading our business development activity and has successfully accelerated our exposure to new areas of opportunity.

Our Repair and Maintain operation, launched last year, is now headed by David Harwood, who has been charged with building up this new entity. David is certainly no stranger to the business, having led Shaylor Special Projects since its inception in 2002.

We appointed Ray Williams as Managing Director of JDI, our interiors business. Ray joined us Our Shaylor Special Projects in the second half of the year after business is now led by Ken Rawe. spending the previous ten years with He has previously led a business one of the country’s leading interiors improvement initiative, embedding a businesses. During his initial tenure, collaborative and best practice culture Ray has restructured the operation across the Group. Ken’s attributes and strategically placed the business provide the traction, management and to move forward to meet our targets direction to take this business stream and aspirations. This is now having... 07


ANNUAL REPORT 2010 / CHIEF EXECUTIVE’S REVIEW

191 Staff employed

0.35

85%

AFR – another year on year improvement

Staff retention rate

a positive impact, stabilising the business to enable it to make a positive contribution next year. Corporate social responsibility Our teams have made excellent progress on a number of initiatives. Our delivery KPI’s have advanced significantly. This is evidenced by many of our projects scoring consistently in excess of 34 points as part of our association with the Considerate Constructors scheme. This places our projects in the top 10% of all the schemes measured in the UK. The business made a commitment to halve waste to landfill. We signed up to the Waste Resource Action Programme (WRAP) as part of the sustainable construction initiative 08

and our statistics show that we successfully diverted 83% of waste from landfill, with some projects closer to 100%! Our Values In 2009 our people worked together to identify the values inherent in the Shaylor brand – our DNA. Since that time, the business has embraced the “One Team” approach, such that it is now embedded in the way we do our business. The attributes of pulling together, communicating, delighting our customers and sharing in our success have always been relevant, and are even more desirable in the tighter economic conditions. Future Prospects We are really pleased that through the gloom of the recession we have

posted a set of outstanding results and delivered some great construction schemes. Our balance sheet is approaching £8million, and our cash reserves have increased. This gives financial security to all stakeholders in our business, not least in the eyes of our anxious customer base. The market place has changed and will continue to do so. Whilst we have decreased our exposure to the public sector, it still represents at least half our business. The new Coalition Government have announced some profound changes to future public sector spend, although most of the detail will not be known until after the Autumn Spending Review. However, it is likely that the most active area of expenditure will be projects below £5million, with a bias towards


Accident free sites

£1,200

ANNUAL REPORT 2010 / CHIEF EXECUTIVE’S REVIEW

97.1%

vestment in Annual per capita in velopment staff training and de

24%

Programme re duct in Post Office ro ion delivered ll out

O ne Sunday T to Wat ch imes Be st Emplo yer aw

ard

refurbishment projects. Our business model could well benefit from a change of approach away from frameworks, where often only the national contractors have the relevant credentials. In the private sector, each market has its own dynamics. General economic sentiment and confidence will be the main driver and positively we detect optimism about their future spending. Similarly, we can demonstrate our experience in delivering the environmentally friendly Retrofit product. We have good visibility for the year ahead, with a confirmed order book approaching £40m and work contributing through into the following year. We are at an advanced stage

on a number of other mandates and our development-led capability will undoubtedly bring more success in 2011. We now look forward with optimism as we continue with our strategy of planned and managed growth, underpinned by a stable, diverse and balanced portfolio. And Finally We thank all the stakeholders to our business, being clients, supply chain and our own people, for contributing to our enduring success. This is more profound in these more challenging times. I hope you will find our 2010 Annual Report of interest and look forward to working with you in the future.

Stephen Shaylor Chief Executive 10 September 2010

09


0 1


OUR MARKETS INTRODUCTION 12 HEALTH 13 RESIDENTIAL CARE 16 EDUCATION 20 COMMUNITY 22 26 CUSTODIAL AND POLICE COMMERCIAL 28 RETAIL 34 INDUSTRIAL 38 HOTELS AND LEISURE 42 HERITAGE 46 REPAIR AND MAINTENANCE 48


ANNUAL REPORT 2010 / INTRODUCTION

INTRODUCTION Thanks to the diversity of our markets and the loyalty of our clients, we have managed our way through the problems which faced the UK construction industry in the year. We have remained a force in the private sector, retaining our existing clients and adding new ones. In the public sector, our continuing strong presence in Health, Education and Custodial work, together with a strongly developing presence in Residential Care and Repair and Maintenance has enabled us to consolidate our position. Our progress is reflected in this section of our Annual Report.

12


ANNUAL REPORT 2010 / HEALTH

Heartlands Hospital Diabetes Centre, Birmingham

HEALTH Three parts of the group have shared equally in the progress made this year in this market. Hospital new build and extensions, refurbishment of PCT premises and repair and maintenance have all figured largely in the period.

Our ability to master the more complex projects on difficult sites was at the forefront in our work for the Royal Orthopaedic Hospital, Birmingham. The £5.6 million Outpatients Department is nearing completion and achieving its BREEAM excellent design standards.

The year also saw the successful completion of the £10 million New Diabetes Centre for Birmingham Heartlands Hospital and the development of a stream of work from the Health Protection Agency.

The £3.3 million mixed use Abbotts Street Development for Walsall New Horizons includes the provision of major facilities for the local PCT. Our work for Prime, one of the leading developers of PCT and healthcare facilities, has drawn warm praise from their Chief Executive at both Hanley and Birmingham.

13


ANNUAL REPORT 2010 / HEALTH CASE STUDY

THE ABBOTTS STREET DEVELOPMENT BLOXWICH, WALSALL Description Demolition of existing Stan Ball Centre and construction of new single storey community centre and two storey PCT NHS offices. The new buildings comprise CFA piled foundations, steel framed structures clad with brickwork, cedar boarding and curtain walling and including full internal finishes and M&E services together with associated external works of access road, car parks and landscaping.

Value £3.3 million Duration 45 weeks Client New Deal: New Horizons, in partnership with Bloxwich Community Partnership

Achievements and points of interest • Considerate Constructors Scheme score of 33. •Very successful liaison with residents via an active Local Residents Committee. •Built in the middle of a busy housing estate. •Boundary conditions involve works to the adjacent canal and mooring for pleasure boats.

Abbotts Street Development 14


ANNUAL REPORT 2010 / HEALTH

STRATEGIC DIVERSE SUSTAINABLE

15


ANNUAL REPORT 2010 / RESIDENTIAL CARE CASE STUDY

BONDCARE BROMFORD LANE, BIRMINGHAM Description Design and construction of a 116 Bed three storey extra-care facility. The accommodation provides nine day rooms, kitchens, therapy areas together with staff and administration areas. The brick clad, timber framed structure employs offsite manufacturing to reduce programme, promote safe working and provide consistent high quality standards throughout. The scheme includes Full mechanical and electrical installations, including nursecall and entry systems. A full external works and landscaping layout was developed to complement the project and the surrounding area. The project is part of a continuing agreement with Bondcare to provide care facilities across the Midlands. Care Home, Bromford Lane, Birmingham

16

Achievements and points of interest • Early involvement in the framework enabled consideration of various working methods to provide best value in terms of cost, programme, buildability, quality, safety and environment. • Considerate Constructors Scheme score 34.5 in November 2009, placing the project in the top 10% of contracts in the UK. • Ten week programme saving by using timber frame technology and ensuite “podular “ bathrooms, manufactured offsite. • 99.9% of waste diverted from landfill.

Value £5.99 million Duration 43 weeks Client Bondcare


ANNUAL REPORT 2010 / RESIDENTIAL CARE

RESIDENTIAL CARE This is a growing market and our track record in successfully managing framework agreements in all sectors has seen us play a significant role in Bondcare’s plans to invest £200 million nationally. We are one of two construction partners and have also played our part through Shaylor Developments in sourcing land and adding value to the relationship.

Once again we are active in both the public and private sectors. The five year Bondcare framework continues our success in winning sustainable business and we are now on site at Bromford Lane Birmingham with the first development being a £6 million, 43 week project. In the pipeline we also have the next £4million scheme at Halesowen, on a site procured by Shaylor Developments.

The Ashley House PLC Palliative Care Unit on land provided by Walsall NHS LIFT Partnership is a £4.1 million, 54 week scheme, providing a range of inpatient and outpatient adult palliative care services. We are confident that we can penetrate this sector further in the year through both competitive tender and by the provision of package deals.

17


ANNUAL REPORT 2010 / RESIDENTIAL CARE

People Profile

JOHN PSZONKA

DESIGN & BUILD MANAGER John has been at Shaylor for five years as a Design & Build Manager. A member of the Chartered Institution of Civil Engineers and of the Chartered Institute of Management, John’s 35 years of experience in the industry is invaluable to the business in his primary role of working with the Bid Teams; maintaining quality and integrity of design whilst employing skills learnt over that time to analyse design options and their buildability.

“I like to think I bring a considered and level headed approach to the design and build projects I work on. We have very committed estimating and contract management teams and having worked with them over a number of years, we have developed a good rapport. This enables us to be competitive, whilst setting in train a clear understanding of the clients’requirements which makes subsequent delivery very effective. Early in my career I spent a number of years with consultants in the design office and with contractors in project management roles. The design office experience gave me a clear understanding of the difficulties faced by designers and has helped me enormously over the years.”” practical advice, inEqually, John’s colleagues respect his measured approach His . skills el sonn novation and inter-per ct places us in to issues and the understanding of a proje his colleagues, with re a strong position at interviews, whe know the who ts clien with e he helps to build confidenc ing and think our of re cent the at ain creativeness will rem that delivery will be seamless.

18


CASE STUDY

GOSCOTE PALLIATIVE CARE CENTRE BLOXWICH, WALSALL The construction includes: Traditional strip foundations with load bearing masonry walls and pre-cast concrete floors. External walls are clad in a mixture of facing brickwork, insulated render and cedar boarding. The roof is a built up, insulated, pitched metal The centre will incorporate roof along with areas of flat the following key services roof, internal block work or and features: plasterboard partitions, windows • Inpatient Palliative Care and doors, floor wall and ceiling services (twelve beds). finishes. The facility will be fully •Outpatient Therapies. fitted out including Mechanical • Other services including and Electrical installations with Lymphoedema, complimentary full Medi-Gas bed heads to the therapy, psychology and Palliative care wards. information services, along with bereavement counseling. Achievements and points • Fully fitted out and operational of interest kitchen, with cold storage • BREEAM Very Good rating. facilities. • Considerate Constructors • Sacred Space Area with Scheme score of 34.5. a coloured glass piece of artwork by a locally commissioned Artist. Description The project consists of a 2,500m2 new build single storey and part two storey Palliative Care Centre, providing a range of inpatient and outpatient adult palliative care services.

Value £4.1million Duration 54 weeks Client Ashley House plc on behalf of the NHS Walsall Lift Partnership

Construction of Goscote Palliative Care Centre 19


ANNUAL REPORT 2010 / EDUCATION CASE STUDY

FIVE VOCATIONAL LEARNING CENTRES NORTHAMPTON Achievements and points of interest • Dedicated supply chain to construct each building. • Registration with Considerate Constructors Scheme and The buildings comprise: close links with each college Single storey steel frames with and local communities composite sheet cladding and through regular meetings roofing, curtain walling and to ensure minimum impact windows and internal finishes of construction works on and services. In addition operation of the colleges. there are car parking facilities • I  nvolvement with colleges adjacent to each building and and students in regular landscaping in the surroundings. contributions and photographs The programme for each and accompanied site tours location is 30 weeks with two as an aid to health and safety week staggered starts. and developing construction awareness. Description Construction of new specialist Vocational Learning Centres for sixteen to nineteen year olds at five separate college locations.

Entrance to one of the Five Vocational Learning Centres in Northampton 20

Value £5.37million Duration 40 weeks Client East Northampton County Council


ANNUAL REPORT 2010 / EDUCATION

Discussion room at the Vocational Learning Centre

EDUCATION The year has seen us consolidate our position in primary and secondary education in the public sector, in further education, and for the private sector at Truro, Shrewsbury and Warwick schools. We have also established strong links with PFI providers under the Building Schools for the Future programme.

We have continued to enjoy the support of our long standing Clients, University of Birmingham, Coventry University and Warwick University. Our work at Coventry University constructing the £3 million Simulation Hall to house the Virtual Learning Resource for ACT (UK) has drawn great interest from both within the industry and in the media. Our long standing relationship with University College Birmingham continued with a contract to refurbish five floors of the old College of Food building in Summer Row, the work having been carried out by JDI. The Learning and Skills Council funded the construction of five

Vocational Centres in conjunction with East Northamptonshire County Council. The £5.4 million contract with staggered starts was completed in 40 weeks. Shaylor Special Projects has led our drive into the private education sector with works completed at Truro and Shrewsbury Schools. We have a number of enquires from similar establishments which is encouraging for our aspirations for sector growth. Next year we will commence the new build contract of a £7 million Performing Arts Centre for King Edwards VI School, Edgbaston in Birmingham.

21


ANNUAL REPORT 2010 / COMMUNITY CASE STUDY

BIRMINGHAM CENTRAL MOSQUE BIRMINGHAM CITY CENTRE Description Extensive refurbishment and extensions to an existing occupied Mosque in a city centre location. Works include: • Addition of a new third floor and roof structures in steel over the existing Mosque. • New dome structure. • New three storey extension. • Two new steel framed, cedar clad stair towers. • Associated internal finishes and services.

Achievements and points of interest • The critical success factor was keeping the Mosque open for daily prayers throughout the project which we achieved by careful planning and management and regular coordination meetings with the Mosque Manager. • Construction of new gallery floors and roof over operational Mosque interior were high risk activities which we successfully controlled, without incidents, by method statements, risk assessments, detailed programmes and positive management. • Successful installation of the new dome was a key event on the project.

Value £719,000 Duration 30 weeks Client Birmingham Mosque Trust

The new dome being lowered into place at Birmingham Central Mosque December 2009 22


ANNUAL REPORT 2010 / COMMUNITY

Courtyard entrance at the University of Wales

COMMUNITY With the Birmingham Central Mosque, Churches in Sutton Coldfield and Sheldon, and works for the Salvation Army, Shaylor Special Projects have continued the successes of earlier years in this field. The year also saw us active under the Shropshire framework agreement with community centres in Ludlow and Craven Arms.

Birmingham Central Mosque was a challenging refurbishment in an occupied and fully operational centre of worship. The lifting of the prefabricated Dome and large elements of structural steelwork into a confined site was achieved using a 500 tonne mobile crane.

We have been competitive on many Community projects and enjoyed good feedback from our clients due in large part to the communication skills of our Shaylor Special Projects team who combine large company CSR with the personal touch. 2010 will see the completion of a ÂŁ1.8 million Goals Soccer Centre in Speke, Liverpool.

23


ANNUAL REPORT 2010 / COMMUNITY

People Profile

IAN KILVINGTON

BUSINESS DEVELOPMENT EXECUTIVE Ian joined the business in 2008 working in our Business Development team. Prior to joining Shaylor, Ian had a diverse career, working first as a paramedic and undertaking mountain rescue in Canada. It became immediately apparent that Ian’s skills in dealing with people, his rapid assimilation of the role, sheer dedication and hard work were going to be great assets to Shaylor.

“I made a dramatic career change from working in the Ambulance Service and Medical First Responder with the Whistler Mountain Professional Ski Patrol in British Columbia to business development at Shaylor! I already knew of the Shaylor business through a friend who worked for them for a number of years. He encouraged me to approach them when I became aware that a position existed in Business Development. I am grateful to Shaylor for seeing something in me which they were looking for and giving me the opportunity, which I have grasped with both hands. It has been a very difficult time for the construction industry over the last two years, but I have taken great satisfaction in helping to maintain the flow of opportunities which Shaylor have so competently executed. Thanks to the very intense training I have received, I find it difficult now to think of a time when I was not a part of the industry. I am now accepted naturally as part of a very successful Business Development Team and know that I can grow with this company that has always managed to maintain that family feel.”

24

Ian’s successful transition is one of many rewarding highlights of a very eventful two years and we look forward to him sharing with the Group further success as his career develops.


ANNUAL REPORT 2010 / COMMUNITY

BE POSITIVE

WORKING AS ONE TEAM HELPED US ACHIEVE SUCCESS IN 2010 25


ANNUAL REPORT 2010 / CUSTODIAL AND POLICE CASE STUDY

HMP FEATHERSTONE - REWIRE AND BOILER/HEATING MAINS REPLACEMENT WOLVERHAMPTON Description This Design and Build project includes: Rewiring the existing Prison, including replacing all existing Electrical Mains and Switchgear. Installing a new 1000 KVA Standby Generator c/w fuel tank and fuel line. Replacing three existing boilers with four new Dual Fuel Boilers, c/w fuel tank and fuel line. Installing a new CHP Unit to convert surplus heat into electricity which is sold back to the National Grid. Replace all existing underground and above ground heating mains with a new highly insulated pipe work system, install new control panels and cabling to link to existing BMS. Removal of all Asbestos materials throughout the Prison.

Achievements and points Staff, Offenders and Visitors. Value of interest £11.2 • Sympathetic Constructors million • Shaylor have set up and Scheme, set up by MoJ for operate a Buffered/Lean Custodial Projects. Duration Programme, with a Weekly • This Project will provide the 108 weeks Reporting Process which Establishment with a new monitors the progress highly efficient, energy saving Client against the Programme. and Co2 reducing Heating, Ministry of • Shaylor have co-ordinated Hot Water and Power Justice the Design Development System. The New CHP Unit Process with our Design will convert any surplus heat Team and Principle M&E into electricity, which can Subcontractors to ensure full be sold back to the Central compliance with the Client’s Network Grid. Design Brief and the required • Providing good traffic NOMS Standards. management system • Zero defects at handover and adequate parking achieved on first five without compromising the Beneficial/ Sectional Establishments own access Handovers and egress, or the Staff and Visitors parking. • Ensuring minimum disruption to the regular operational processes of the Prison, the

Artificial games pitch and fencing at HMP Featherstone 26


ANNUAL REPORT 2010 / CUSTODIAL AND POLICE

Police Station, Digbeth, Birmingham

CUSTODIAL AND POLICE Another very active year under the Ministry of Justice framework agreement saw the award of our largest contract in this sector at HMP Featherstone, and completion of works at HMP Ashwell, HMP Wellingborough and the enabling works for the current ÂŁ11.2 million Featherstone Mechanical and Electrical contract.

It was particularly pleasing to build on our positive experiences under the MoJ framework to move into further police and custodial work for Cheshire Police, three contracts including a Tactical Training Centre for West Midlands Police, the completion of Digbeth Police Station refurbishment and further contracts for British Transport Police in Kent, Peterborough, Birmingham and Manchester.

We are well positioned to take advantage of the increase in demand for custodial suites by the Prison Service and Police Forces, as well as the facilities which are required by PFI providers in both sectors. This includes the award of a ÂŁ2.7million Custody Suite for West Midlands Police next year.

27


ANNUAL REPORT 2010 / COMMERCIAL CASE STUDY

COLMORE GATE BIRMINGHAM CITY CENTRE Description Design and Build project to refurbish the main reception and lift lobby of a city centre office block, including external cladding and glazing. Works are being carried out in two phases to maintain access to lifts for office occupants. • Reception finishes and services, including new reception desk. • New lift frontages. • Replacement of existing marble cladding with rain screen cladding. • New full height structural glazing and entrance doors. • Removal of existing canopies and making good marble cladding.

Colmore Gate Central Birmingham 28

Achievements and points of interest • Close coordination and issue of monthly Project Newsletter to enable Client Project Manager to communicate construction activities to office and retail tenants. • Night working on external elevations to avoid disruption to shops and bus stops on busy footpaths. • Installation and maintenance of temporary entrance door, screens and ramps to create access to offices whilst the reception is refurbished.

Value £1 million Duration 27 weeks Client CIP Property (AIPT) Ltd, represented by Aviva Investors


ANNUAL REPORT 2010 / COMMERCIAL

Reception area at Wembley Point in London

COMMERCIAL We have to say as a business and an industry we entered this financial year expecting to struggle to maintain historic levels of turnover and market penetration in the Commercial sector. However, we achieved in excess of 20% of Group turnover with a pleasingly diverse spread of clients, which places us in an unexpectedly strong position to take advantage of the increased enquiry levels we are experiencing from both existing and new clients.

Calthorpe Estates are perhaps one of the oldest and most respected landlords and developers in Birmingham. Shaylor Construction have taken great pride therefore in receiving their praise for the major structural alterations and re modelling of 100 Hagley Road under a £6.4 million contract.

Work in progress includes the £1 million phased refurbishment of the main reception and lift lobby at Colmore Gate in Birmingham city centre, with the building in occupation, for the client represented by Aviva Investors and fitting out at the Mailbox for occupation in May by the Highways Agency. A wide portfolio of further contracts in London, Birmingham and Bristol bodes well for continued progress in the current year.

We are pleased to have built upon the modest beginning last year with Network Rail and have now completed six contracts for them in Birmingham, Bristol, London and Reading, the work in Birmingham SSP have continued the long through Mace on the New Street standing relationship with Royal Gateway enabling works. Mail Group and have won a portfolio of planned maintenance With JDI our office fit-out business contracts up to £1 million in value now fully integrated into the Group, as well as adding other commercial it has had some success in its’ work for new Clients including core market. This year saw the the SCC Data Centre for Holborn completion of the £2.4million Can Projects at Cole Valley Birmingham. Mezzanine project in the City of London and the Centro office fit-out in occupied premises in Birmingham.

29


ANNUAL REPORT 2010 / COMMERCIAL CASE STUDY

NETWORK RAIL NATIONWIDE Description Shaylor Group has been actively working alongside Network Rail on a number of projects over the last twelve months. Shaylor Special Projects and JDI have carried out works to the value of £1.3m. The projects comprised: 1.Temple Point, Bristol £265,000 contract over eight weeks. Third floor fit-out including modifications to M & E services. A new access floor was created along with a suspended ceiling, new solid and glazed partitions. New purpose made joinery, decorations and floor finishes were installed. 2.Tournament House, Paddington Station £165,000 contract over six weeks. A refurbishment and reconfiguration of five floors for commercial offices. Works included testing and upgrading M & E systems, the creation of new conference rooms with new polar single glazed partitioning, and the provision of break-out areas. A new

storage area was created along with the provision of post room facilities. Full re-decoration of the interior was carried out and blinds fitted throughout. 3.New Crew facilities £218,000 contract over eight weeks. New locker rooms are being installed for the train crews at Birmingham New Street Station as part of the prestigious Birmingham Gateway Project. This fast track project involves a strip-out of existing areas and a complete refit, including M & E and structural alterations. 4.Project Offices at 80 Caversham Road, Reading £325,000 contract over ten weeks. Network Rail needed offices to accommodate staff in the newly acquired neighboring Royal Mail Sorting Office building, while the mainline redevelopment was being carried out. JDI has dealt with the refurbishment of these offices. 5.The Sorting Shed at 80 Caversham Road, Reading £240,000 contract over eight weeks. Network Rail also acquired a redundant sorting depot which

Network Rail Reception, Mailbox, Birmingham 30

is attached to the old sorting office by a walkway bridge. JDI refurbished the building to create work-shops, offices and work storage areas. Workshops will be used by sub-contractors working on the main re-development project, to base themselves. 6.Mailbox Reception £52,000 contract over two weeks. The refurbishment of Network Rail reception to create a vibrant entrance area complete with 10 metre high digital wallpaper, designer lighting and door heaters, complete redecoration and works to alarms and PA system. Achievements We have achieved minimal disruption to fully operational offices by out of hours working, careful sequencing and temporary works. By close co-ordination with the client’s specialist contractors, projects have been completed on time.

Value Six projects totalling £1.3m Duration Various short term periods as above Client Network Rail


31

ANNUAL REPORT 2010 / HEALTH


ANNUAL REPORT 2010 / COMMERCIAL

People Profile

RAY WILLIAMS

MANAGING DIRECTOR, JDI Ray joined the Shaylor Group in the autumn of 2009 as Managing Director of JDI. This was a year or so after their acquisition by Shaylor Group, and followed the departure of the founding directors. Ray’s brief was very straight forward – to grow the old John Davies Interiors (JDI) regional fit-out business to a national player in the commercial and retail sectors with a £30m turnover in three years!! Perhaps this might have been regarded by a lesser individual as ambitious, but Ray’s track record in the fit-out arena is such that we know he would be disappointed not to achieve it.

“While the industry is suffering its biggest downturn in 60 years there still exists a requirement in the marketplace for a first class interiors delivery service. Both JDI and Shaylor have exceptional reputations in the Midlands area and this was undoubtedly a key factor in my deciding to take on the role of MD. The challenge of expanding the JDI business on to a national platform is made easier with the support and resources of the Shaylor Group and the next few years will be some of the busiest and most exciting of my career to date.”

32

ld a Ray has already begun to bui including ally ion nat ad rklo wo e abl sustain alth He work for Network Rail, the Agency, Protection Agency, Highways PLC and e Prim , lice Po ort British Transp . don ing The London Borough of Hill


ANNUAL REPORT 2010 / HEALTH

STRIVE TO IMPROVE

WORKING AS ONE TEAM ENSURES WE DELIVER GREAT PROJECTS 33


ANNUAL REPORT 2010 / RETAIL CASE STUDY

ROYAL MAIL CROWN OFFICE REFURBISHMENT PROGRAMME GREATER LONDON Description The refurbishment of 105 Post Office branches in London and the South East to provide ‘new look and feel’ facilities in a modern banking style. Works were performed outside normal working hours with branches fully operational during normal trading hours. Awarded on a framework agreement, Shaylor Special Projects assembled a dedicated project team and supply chain to deliver the projects and drive continuous improvement. The team integrated with Royal Mail specialist suppliers to overcome the challenges associated with fasttrack refurbishment, establishing an offsite logistics warehouse to stock long delivery items. Due to the high level of risk attached to working alongside live environments in use by both Royal Mail staff and the public, visual displays were used extensively to advise works in progress, updated daily, and full liaison was maintained each day with Post Office Managers.

34

Works comprised: Strip out, minor mechanical and electrical installations, counter upgrades, new financial services fittings, flooring, signage and point of sale equipment.

Value £5.8 million Duration Nine months

Client Achievements and points Royal Mail of interest Group Property • A full complaints procedure was established, but it was a credit to the entire team that only one complaint was recorded across all 105 branches, which was closed out within one hour of notification. • 100% of projects handed over on time and on budget. • 24% reduction in programme periods across the framework, through adoption of lean principles. • No reportable accidents across the entire framework. • 15% average reduction in project costs. • Winner of Forum for Constructing Excellence Supply Chain Award 2009. • KPI performance improved across the roll out.


ANNUAL REPORT 2010 / RETAIL

Wilkinson Store Eastham London

RETAIL The very successful completion of the Crown Office Refurbishment Programme (CORP) in Post Office branches is unquestionably the highlight in this sector. The £5.8 million, 105 branch rollout throughout the South East of England including 50 branches in London itself was achieved in twelve months.

The pleasing volume and the universally complementary tone of the many commendations received from the client and branches was a source of great pride to our CORP team. Always at the top or near the top in the framework KPI’s we consistently demonstrated our knowledge and grasp of the “business as usual” and “out of hours” high street retail refurbishment culture.

During the year we also completed City South Retail Park phase two in Leeds for the BBC Pension Trust. We remain a member of the Wilkinson Stores Framework and confidently expect a number of store refurbishments in the coming year.

35


ANNUAL REPORT 2010 / RETAIL

People Profile

JOHN WAREHAM CONTRACTS MANAGER

John, who is a Contracts Manager within the business, specialises in frameworks and their delivery. He has experience in both the commercial and retail sectors and when we were shortlisted to bid for the Royal Mail Crown Office Refurbishment Programme (“CORP”), John was a natural choice as Operations Manager. This was a £5.8m fast track roll-out. All of Shaylors’ 105 Post Office branch refurbishments were carried out in the South East of England including many in London.

“Every once in a while a pr oject comes along which gives you a chance to use all of the skills developed over 32 years in the industry and which despite the challenges, an d time away from home gives great satisfac tion. For me this was the Crown Office Refurbish ment Programme. I was involved in every aspe ct from the bid stage to handover. I was able to assemble a dedicated team which like me unders tood roll outs, working in occupied premises and ou t of hours delivery. As a team we were alwa ys at the top of the KPI league monitored by our cl ients.”

At Shaylor we are no strangers to making construction frameworks successful and we are delighted to add the CORP to the list of successes. This includes the Ministry of Justice, Coventry, Warwick and Birmingham Universities and a number of others nationally are at an advanced stage of negotiation. It is good to know that when a real challenge comes along we have people like John who Clients can rely upon to give their all.

36


ANNUAL REPORT 2010 / RETAIL

EARN RESPECT

WORKING AS ONE TEAM GAVE US AN INCREASE IN OUR CUSTOMER SATISFACTION RATING 37


ANNUAL REPORT 2010 / INDUSTRIAL CASE STUDY

MINWORTH INDUSTRIAL PARK WEST MIDLANDS Description Phased refurbishment of industrial and commercial units within Retail Park comprising:.

disrupting the business operations of the Retail Park tenants. • Successful management of programme and resources to meet phased handover of the The removal of existing cladding units to the Client Team. back to structural steel frame; recladding with adjustments to steel • Client satisfaction demonstrated by the award of additional works. frame as necessary together with • Protective measures and internal fitting out, construction of management of large diameter new main entrances and external multi fuel siphonic pipe line to car parking, concrete hardstandings ensure no risk of damage and and landscaping. avoid disruption to businesses and construction operations. Achievements •S  uccessful working on a live • Considerate Constructor Scheme trading estate, carrying out score of 35. construction works without

Minworth industrial Park 38

Value £12 million Duration 120 weeks Client GSK Pension through CBRE Investments


ANNUAL REPORT 2010 / INDUSTRIAL

Selco, Walsall Road

INDUSTRIAL We are pleased to have the trust and support of CBRE Investors on behalf of GSK Pension Fund and have now been awarded a further three phases at Minworth Industrial Park bringing the awards to date to nearly ÂŁ12 million.

New build industrial opportunities have been slow to materialise this year but Shaylor Special Projects has been busy on smaller refurbishments for existing and new blue chip clients and we are confident that we are well placed to take advantage of an upturn in this sector.

39


ANNUAL REPORT 2010 / INDUSTRIAL

People Profile

KEN RAWE

BUSINESS LEADER, SSP Ken leads Shaylor Special Projects. He has been with the Group for fourteen years, and has held a number of senior positions. Previously Ken was the Group Business Improvement Manager, and was at the centre of our strategic activities, enhancing the Shaylor brand as a leading contractor regionally with a growing national presence.

“The last few years have been th e most enjoyable and significant of my 30 years in the industry. Through my previo us role as Business Improvement Manager, I have been in a unique position to work in all parts of the business.  Of particular impor tance to me were the roles I played working with the teams to establish the GSK pensi on scheme project at Minworth Industrial Park, and the securing and delivery of the Roya l Mail Crown Office Refurbishment Programme. I also feel I have added real value whilst I led the PQQ Bid team. Each has had their own challenges, but have been successes measured by repeat business, awards or increased busin ess opportunity. I now look forward to using the ideas and skills gained in my new role as Leader of Special Projects.”

recognised The efforts of Ken and his team on CORP were Supply 2009 by FORCE, with Shaylor being awarded the Chain Management Award. elf on a non Prior to taking up his role Ken, who prides hims Bid Team. our adversarial approach to problem solving, led Ken nt, rtme depa With the help of the people within that which in er mann the to nts veme brought about great impro d our pione cham also He s. PQQ our it we prepare and subm the ding inclu Corporate Social Responsibility programme, menCSR The rt. Repo composition of the first CSR Annual re. tality is now embedded within the Shaylor cultu

40


ANNUAL REPORT 2010 / INDUSTRIAL

TAKE RESPONSIBILITY

WORKING AS ONE TEAM WILL HELP US ACHIEVE A LOWER CARBON FOOTPRINT 41


ANNUAL REPORT 2010 / INDUSTRIAL CASE STUDY

ROYAL SHAKESPEARE THEATRE STRATFORD-UPON-AVON Description Multi-trade management package as part of £112 million main contract to reconstruct the Royal Shakespeare Theatre in Stratfordupon-Avon. Works Include: Builders work in connection with services, fire stopping, brickwork repairs, formation of door openings, floor screeds, acoustic flooring, ground water management pumping system, together with external generator housing, switch room and plant rooms and associated architectural ironwork.

Achievements and points of interest • Established an excellent working relationship and flexible approach with the project managers, MACE and all package contractors in order to facilitate the progress of all trades to deliver the project programme. • Achievement of programme whilst incorporating additional works within the same timescale. • Total communications and information flow via BIW intranet portal system

Royal Shakespeare Theatre, Stratford-upon-Avon 42

Value £1.3million Duration 58 weeks Client MACE Ltd on behalf of the Royal Shakespeare Company.


ANNUAL REPORT 2010 / HOTELS AND LEISURE

The entrance hall to Birmingham Royal Ballet

HOTELS AND LEISURE Our involvement on the new Royal Shakespeare Theatre, Stratford– upon–Avon through Mace was particularly pleasing as we have worked directly for the Royal Shakespeare Company on three other projects recently in Stratford-upon-Avon and London.

We carried out the main Builders Work package on the Theatre and enjoyed a good working relation with Mace, which hopefully will see us further the relationship on the New Street Gateway Project for Network Rail.

renovation of the existing stonework façade of the listed Mansion House.

JDI tendered successfully for the first of a serial tender for four Libraries for the London Borough of Hillingdon. The libraries at Yiewsley, Oaklands, Kingshill and Ickenham Our relationship with Royal Mail Group were refurbished to a high standard in commercial, industrial and retail including extensions and extensive also saw us carry out further works at new joinery works. the Coton House conference facility at Rugby, where we carried out a careful

43


ANNUAL REPORT 2010 / HOTELS AND LEISURE CASE STUDY

HILLINGDON LIBRARIES LONDON Description Library refurbishments at Yiewsley, Oaklands Gate, Kings Hill and Ickenham as the first part of a rollout programme over the next two years. The buildings are typically, single storey community libraries on housing estates in need of updating and refurbishment, works include: Joinery refit, re-decoration, the creation of new ceilings and floors and associated mechanical and electrical works.

The children’s area at Ickenham Library 44

Achievements and points of interest • All projects delivered within contract periods • Good working relationship with the Client established and maintained throughout • Various elements added to scope of works on all projects, without affecting phased completion dates

Value £919,000 Duration Four projects over 52 weeks Client London Borough of Hillingdon


ANNUAL REPORT 2010 / HOTELS AND LEISURE

There were many progressive steps taken by the business, facilitating our continuous improvement programme.

45


ANNUAL REPORT 2010 / HERITAGE 46

We remain committed to a philosophy of pursuing relationship-based, customer-focused business.


ANNUAL REPORT 2010 / HERITAGE

University Of Wales entrance

HERITAGE Our maxims are “Strategic and Sustainable work” and very high on the list is the opportunity to execute this type of work for clients. It makes you realise that we still have the skills and commitment to achieve some remarkable results.

Our range of clients for this demanding and fulfilling work includes the Ministry of Justice, Local Authorities, NHS Trusts, Private Schools, Royal Mail Group and Ecclesiastical Bodies. We receive many enquiries from existing clients who appreciate our skills in this field. They find that in addition to the wide range of all construction work we execute, this gives them the particular sympathetic approach needed and a “One Stop Shop” to cope with the ancillary extensions and new build often associated with the exacting work on listed buildings.

It was this realisation that led us to establish a team within Shaylor Special Projects, encompassing the necessary skills. We are pleased to say these people are always busy. The range of work executed encompasses façade retention and repair, restoration to internal, external and landscape features, structural work and re-roofing. The buildings in the portfolio include Hospitals, Mansions, Schools, Residential and Railway.

47


ANNUAL REPORT 2010 / REPAIR AND MAINTENANCE

People Profile

PARMY TAK

MARKETING & BID ASSISTANT So much of what is required in the construction industry currently is the ability, through the pre-qualification process (”PQQ”), to show the business in the best light. The business needs to demonstrate capabilities generally and those specific to the project in hand. Parmy joined us in 2008, and latterly worked under Ken Rawe’s guidance. Her skills have helped enormously to improve the quality and consistency of our PQQ’s.

“I joined Shaylor Group with previous experience in this area and have really enjoyed the last 18 months. Although a very challenging role due to the ever increasing requirement to make the cut in order to bid for projects, I have seen the content and standard of our presentations move on a pace and our success rate has grown steadily. There is great satisfaction in knowing that I am part of a team which is successful and in some very difficult times has helped maintain the flow of tenders to our estimating teams. The challenge is now to stay ahead of the competition and continue to accurately interpret our Clients needs.” Parmy also now plays a part in both the internal and external marketing of the Group, which sits closely with the work of the Bid Team. Here, through the qualities of dedication and hard work, she has brought improvements to the manner in which we present ourselves to the outside world.

48


ANNUAL REPORT 2010 / REPAIR AND MAINTENANCE

Repair and Maintain worker fixing a light fitting

REPAIR AND MAINTENANCE Shaylor Repair & Maintain was established this year in order that we demonstrated a dedicated resource and extension of scope of our offer to clients. This was in response to the many enquiries we were receiving and also to seek sustainable new sources of work in this category.

We executed nearly ÂŁ1 million of work in the second half of the year and are currently well placed to pick up a number of framework agreements in the Education, Commercial, and Industrial sectors.

49


50


CORPORATE SOCIAL RESPONSIBILITY INTRODUCTION HEALTH AND SAFETY OUR PEOPLE OUR COMMUNITIES OUR ENVIRONMENT OUR CUSTOMERS OUR SUPPLIERS

52 53 54 56 58 60 62


ANNUAL REPORT 2010 / INTRODUCTION

INTRODUCTION The Construction industry has a huge positive impact on our society. It delivers new, exciting, functional buildings to ever improving standards of performance. There are, however, negative impacts associated with construction activity, and the sector often suffers from a poor image.

SU S

ITY IL AB

respe

VAL earn U

po be s i tiv e

a

our environ m e nt 52

TA IN ou r c o mm u ni

At Shaylor Group, our desire is to ensure the work we do leaves all stakeholders in the construction process delighted with our performance and our consideration for them. All of these activities are captured by the term Corporate Social Responsibility (CSR).

s tie

ONE TEAM

y lit

ct

strive improvto

ople r pe ou

ES

take resp o n s ibi

pliers p u rs ou

nd

e

CORPOR PR ATE OF S hea OC I lth I

Y LIT ONSIBILITY I B P our custo TA RES y me t e f L rs a A s

Our CSR activities are embedded in the culture of Shaylor Group. Last year, our staff developed a framework that was encapsulated within Our Values. Over the last twelve months, we have issued a CSR Report, which is available to all our stakeholders, and set out a formal policy document. The following section sets out our activities this year.


ANNUAL REPORT 2010 / HEALTH AND SAFETY

Asbestos clearance at Minworth Industrial Park

HEALTH AND SAFETY Shaylor are proud of our Health and Safety record, and our reputation in this area. This applies to all potential stakeholders to the business and the projects it undertakes. This covers our construction sites, whatever the size, our offices, and our staff, supply chain, visitors and neighbours. Health and Safety is high on the agenda of any internal or Client meeting and records of performance enable us to understand areas where additional guidance may be required. Live data is collected and submitted to our Health and Safety Team, where any trends are analysed for action. In 2010, we were pleased that over 97% of our sites remained RIDDOR reportable accident free. We utilise a number of KPI’s to monitor our Health and Safety performance. The key measure is the Accident Frequency

Rate (“AFR”), which this year saw a further reduction from 0.43 to 0.35. On a more detailed level, we regularly undertake initiatives to reduce accidents in what are perceived to be high risk areas. For example, a campaign this year to reduce Slips, Trips and Falls prompted a 45% decrease in these incidents.

individuals, based on a combination of minimum standards and their Annual Appraisal, ensuring staff are suitably qualified to fulfil requirements on any project. We place great emphasis on communication of the Health and Safety message across the business. An integrated approach to ensuring consistent and high quality communication is achieved by using a combination of methods including Site Link forums, formal training and Toolbox Talks.

We are committed to training and developing our workforce and have undertaken a significant training programme for our safety critical staff. In 2010, 89% of our Site Management teams had completed five or more We are rightly proud of our progress Safety Training Courses, and 100% and recognise that a continuous had completed four or more. improvement culture is always required. We devote considerable A minimum requirement for all resource to understanding best operational staff is the relevant practice in the construction industry, CSCS card. However, full training attending IOSHH events on a regular programmes are set out for these basis. 53


ANNUAL REPORT 2010 / OUR PEOPLE

People Profile

PAUL DORRELL SURVEYOR

Paul joined Shaylor as a Trainee Quantity Surveyor in 2003. He undertook a day release HNC course, which he successfully completed and went on to get a BSc (Hons) in Quantity Surveying.

od reputation “I knew that Shaylor had a go tor and in the industry from my OND tu tematic that my training would be sys disappointed and thorough. I have not been equence my and my knowledge and as a cons years. In the confidence, has grown over the s of the QS early days I shadowed member responsibility team, gradually assumed more rly on. I now and was given my head very ea duties. carry out the full remit of QS e to work and Shaylor is a very friendly plac and help from I have enjoyed great support gues. all of my professional collea supportive Shaylor have always been very was good to of my TA tours of duty and it e heat of know that whilst baking in th lly warm an Afghan summer that an equa work! I am now welcome awaited me back at cial fit-out working on a number of commer en pleased contracts at JDI and I have be ily feel “ to see that the Shaylor “fam nt Group has spread quickly to this rece acquisition.”

54

Paul is an example of Shaylor’s commitment to training within the industry. It always gives true professionals great pleasure to see another generation developing in the industry and we are confident that a we can meet Paul’s aspirations as and y pan com ing grow progressive and ber num a for us with be will that he ted of years to come. We also suppor orm perf to cal bati Paul’s year long sab itorial an active tour of duty with the Terr 9. 200 in n ista han Afg in Army


ANNUAL REPORT 2010 / OUR PEOPLE

Discussing company plans at Site Link

OUR PEOPLE We have come through a difficult period for the UK economy, with the construction sector being one of the hardest hit. This has led to a general tightening of the belt, including for example a general pay freeze. However, good people are key to a successful business, whatever the economic circumstances. Recruiting and retaining talented and committed staff is critical to our continuing development and bringing about a reputation of an educated and professional approach.

Shaylor recognises the long-term value of trade apprenticeships and are proud to support this through an appropriate NVQ. It is also beneficial to bring young professionals through a formal training programme, generating our senior managers of the future. These too lead to the award of a recognised qualification. The Academy Programme sets out to equip our senior managers with softer skills to help them face the challenges of a modern construction environment.

Training and development Training and continuous learning are embedded into our organisation. To achieve this we have continued to commit heavily to training and development, maintaining an average spend of £1,200 per person last year. This is delivered through a number of initiatives.

All of this is acknowledged by our continuing accreditation to Investors In People.

These include: • Trade apprenticeships • Management and Professional Trainee Programmes • Staff Development Programme • Senior Management Academy Programme

Staff engagement Our people are actively involved in the direction of the business, and we hold management Visioning Days to set the direction for the future of the business and involve all staff in our Site Link forums through the year. We believe that this high level of engagement ensures that our culture and values are maintained and cascaded through the organisation.

Times Best Companies (we achieved “One to Watch” status in 2009) and enjoyed positive feedback which we are able to benchmark against all UK businesses and our peers in the industry. We support school children with valuable work experience and recognise the importance of providing school children with the necessary skills to begin a career in their chosen field. We regularly provide this opportunity to local schools in Walsall and the surrounding areas and maintain Board representation with Walsall Education Business Partnership. Our employees are encouraged to contribute to the local community and participate regularly in charity events.

We obtain feedback on our performance as an employer through external surveys such as Sunday 55


ANNUAL REPORT 2010 / OUR COMMUNITIES CASE STUDY

NEW OUT PATIENTS DEPARTMENT, ROYAL ORTHOPAEDIC HOSPITAL BIRMINGHAM Description The project involves the construction of a new Out Patients Department and main entrance to the existing Hospital. The two storey structure comprises: A steel frame with full height curtain walling and a feature atrium. Internally it is fully fitted out with finishes and services. Also included are associated external works, and construction of a conservatory and new substation adjacent to the existing Children’s Ward. Achievements and points of interest • Active measures have been taken to ensure close liaison with the Hospital authorities and to minimize any effects of

construction activities on the operation of the hospital. • Construction adjacent to existing Children’s Ward being carried out carefully with sympathetic respect for healthcare activities. • Project designed to achieve BREEAM Excellent rating and assessment process in progress. Sustainable measures include maximising insulation values for cladding and roofing, heating via solar panels, rainwater harvesting and building layout and foundations altered to suit existing mature tree locations. • Educational opportunities being actively pursued: children painting murals on hoardings and staff making regular site visits to witness progress of the works • Considerate Constructors Scheme score of 36.5.

Consruction of New Out Patients Department, Royal Orthopaedic Hospital 56

Value £5.55million Duration 54 weeks Client The Royal Orthopaedic Hospital NHS Trust


ANNUAL REPORT 2010 / OUR COMMUNITIES

OUR COMMUNITIES As a regional contractor we are committed to support and work with local communities on projects. Our involvement with communities ranges from education liaison support through to charity fundraising.

day, Race for Life, Children In Need, the Birmingham Half Marathon and charity football matches.

We engage with our supply chains to deliver local employment opportunities. We select partners for our projects and frameworks based on locality, experience, performance and their specialism.

Considerate Constructors Scheme We are committed to building long lasting relationships with our clients and community and ensure that all projects are registered with the Considerate Constructors Scheme. We have seen our ratings increase over the last year, with an average of 33, and a highest score of 36.5. Moving forward, our ambition is to achieve this as an average across our sites. We recently achieved Associate Member status in recognition of our demanding standards.

Charities Shaylor has always supported charitable organisations and last year put all of our efforts into assisting Birmingham Focus for the Blind. We also indirectly supported staff in charity fundraising events, such as Dress Down Days, Jeans for Genes

Our adopted charity for the new financial year is Marie Curie.

Working with schools The Group places great emphasis on working with schools, to explain what we do, and encourage children to follow a career in the construction industry. Each year we receive a number of work placements from local schools, where a young person will shadow a member of staff. We also run workshops, hold mock interviews, and deliver educational input at secondary and further education establishments. We sit on the Board of the Walsall Education Business Partnership, which as the title suggests, enables us to understand current issues for the education environment, as well as getting over our concerns as an employer.

57


ANNUAL REPORT 2010 / OUR ENVIRONMENT CASE STUDY

100 HAGLEY ROAD BIRMINGHAM Description A Design & Build project to rebuild and remodel an existing five storey concrete framed office building to high standards of finish. The works entailed: • Removal of top storey and roof and addition of a new two storey steel framed structure with curved steel roof; • Removal of existing external cladding back to concrete frame and recladding building with energy efficient seamless curtain walling and Sto render bands. • Remodeling of reception, stairs, toilets and kitchen areas. • Internal finishes including suspended ceilings and raised access floors. • Full M&E services and new lifts.

100 Hagley Road 58

Achievements • Excellent Client relationships. Worked closely with Client to amend scope of construction and programme to maintain time and budget. • Excellent Customer Satisfaction Survey achieving 91% average with particular commendation for Quality of Product & Service, project cost and H&S performance. • Excellent site establishment and professional image. Achieved Considerate Constructors inspection score of 34. • BREEAM Assessment achieved Very Good Rating. • Our project manager has been nominated for the CIOB Construction Manager of the Year award.

Value £7 million Duration 57 weeks Client Calthorpe Estates


ANNUAL REPORT 2010 / OUR ENVIRONMENT

Zeeman Building, Warwick University

OUR ENVIRONMENT Shaylor works to reduce the negative impacts of construction works on the environment by managing waste, inputs and outputs in a considerate manner. All operational staff and the majority of office staff have received, or are programmed to receive, training in environmental management, and operate our systems which:

Our current waste partners ensure that the percentage of waste diverted from landfill by skip exceeds 83%. We have recently signed up to WRAP (Waste Resources Action Plan). Through a targeted programme of activities, and under an audited measurement regime, we will halve waste to landfill by 2012.

• Analyse and rank risk to assist in developing action plans • Use Site Waste Management Plans to develop strategies and solutions to reduce impacts • Consider early options in sourcing to promote FSC Timber, low carbon equipment, minimal packaging waste, etc

Targets are set both as a percentage and by tonnes per cost of sales to ensure that real gains are being achieved. Environmental management is also critical to many of our projects where BREEAM assessment is required.

Sites measure water usage, energy usage and carbon used by workers and visitors to the site, supplier deliveries and meeting attendance. The use of local labour impacts heavily on performance in this area and we encourage this as part of our selection procedures. We continue to seek improvements in our offices and source recycled and fair trade products, and include improvements in office energy usage within our long term environmental targets and objectives as part of our ISO14001 activities.

59


ANNUAL REPORT 2010 / OUR CUSTOMERS CASE STUDY

TRURO SENIOR SCHOOL CORNWALL Achievements and points of interest • Customer satisfaction score of 92.7%. • Excellent working relationships with both the School and Architect. • Excellent coordination with the • The first phase requiring relocation school resulting in minimum of the electrical switch room disruption to school activities. and supply cables together with • Regular liaison meetings to controlled demolition of existing coordinate school and buildings including the formation construction activities and of buttresses to support existing agree traffic management and retained structures. pedestrian access protocols. • The complex new structure • I  nstigated educational initiatives - a combination of reinforced which included an H&S concrete, structural steel and competition and participation in a glulam beams was successfully Careers Day including involvement constructed to a high standard of of RICS and CIOB. quality. Description The project entailed construction of a new dining room, viewing gallery and access corridor within the central courtyard in the heart of a busy and operational school and comprised:

Truro Senior School 60

Value £771,000 Duration 28 weeks Client Truro Senior School


ANNUAL REPORT 2010 / OUR CUSTOMERS

OUR CUSTOMERS We enjoy long term client relationships with many top clients, including the Ministry of Justice, Royal Mail Group, University of Birmingham and Coventry University, and with many local and national offices of professional practices. We understand that our business will only continue with such an esteemed list if clients are delivered buildings that meet and exceed their expectations. We also understand that Customer Service before, during and after construction is vital to ensuring a top quality experience for all parties.

We monitor our success in this area by way of Customer Satisfaction Surveys. This is a process that the business has undertaken for over ten years and the data gathered has assisted in understanding how to best fulfil the requirements of our clients. Our Average Customer Satisfaction Rating for 2009 is 88%, another year on year improvement. During projects we are keen to engage with clients in improvement activities and have led joint training workshops and forums to improve performance. This equally applies to single projects and framework

agreements. Our schemes at Minworth Industrial Park, ACT (UK) Coventry and Heartlands Hospital have benefited from Construction Lean Improvement Programmes and client input has been crucial in obtaining benefits. This focus on our customers has led to continued success in both our formal and informal partnering. Indeed, over two thirds of our projects last year were awarded by repeat clients.

61


ANNUAL REPORT 2010 / OUR SUPPLIERS 62

We operate to the Office Of Government Commerce Fair Payment guidelines, and work in an honest and open culture.


ANNUAL REPORT 2010 / OUR SUPPLIERS

OUR SUPPLIERS Shaylor is committed to developing and working with the supply chain in a way that is mutually beneficial. This requires the use of open and transparent processes and a culture of fairness.

We have had long term working relationships with many of our top suppliers and subcontractors and their businesses have grown with us.

demonstrate adherence to our CSR values and competence in all areas of their business activity in line with our ISO9001 Quality System. This encompasses Health and Safety and environmental systems and local employment initiatives, where applicable.

We operate to the Office of Government Commerce Fair Our commitment to supply chain Payment guidelines and work in an is demonstrated by Shaylor Group open honest culture, which brings being the recipient of the Forum for reciprocal benefits to projects in terms On a broader basis, the development of long term relationships has Construction Excellence Supply Chain of problem solving and flexibility. enabled us to deliver many of Award 2009, linked to a successful We aim to be an attractive the achievements set out in this framework arrangement with Royal proposition to our supply chain, but document. Over 70% of our suppliers Mail. demand high standards. To join our have worked successfully with the Shaylor Group on previous projects. approved database, suppliers must

63


BUSINESS MANAGEMENT MANAGING RISK 66 KEY PERFORMANCE INDICATORS 67 FINANCIAL INSTRUMENTS 68


ANNUAL REPORT 2010 / MANAGING RISK

Wembley Point in London

MANAGING RISK We are always prudent in the way we manage risk. Our business processes seek to identify, mitigate and manage a variety of risks. The Board takes ultimate responsibility for risk management across the Group. We review strategic risks and those associated with a specific project or line of business and assess the ethical, social and environmental impact of each decision. Our assessment criterion applies to every aspect of the business, from choosing the type of contract we bid for, to selecting the markets in which we want to work. We also consider the competency and capacity of our workforce and our supply chain in these risk assessment decisions. We view the following areas as the key elements we take into account when putting together our risk assessment policies:

66

 conomic risk E The UK economy has been in recession for over twelve months and the construction sector has been affected more than other areas. The resultant current account deficit and National Debt reduce the confidence of both the public and private sector. Our strategy is to maintain a broadlybased client portfolio, across public and private sectors, involving different markets and work types. We are committed to enhancing the amount of activity that is underpinned by long-term partnering arrangements, and this forms a larger part of our workload. Project Management risk Poor contract management can lead to significant damage to both our financial situation and our reputation. Good project management is a vital element in delivering the best

service to every client. To achieve this we have support systems in place to ensure our bid and contract management processes deliver a quality but risk-averse service. Staff Retention In the current economic turmoil, staff retention has not been an immediate threat. However, our business still depends on attracting and retaining exceptional people, and indeed retention will again be important as the economy emerges from the recession. Hence, the welfare of our staff remains a top priority and the HR systems we have in place are designed to reflect this. We are acutely aware that a more buoyant construction industry with a highly mobile workforce could quickly have a detrimental impact on activity, performance and results.


ANNUAL REPORT 2010 / KEY PERFORMANCE INDICATORS

Relaxation area at the JDI Offices in Birmingham, which was a British Council for Offices finalist in 2009

KEY PERFORMANCE INDICATORS Our performance is also sustained by establishing Key Performance Indicators (KPIs) for the Shaylor Group. These correspond with some of the principal areas of uncertainty for the business summarised above, which we also believe demonstrate the development, performance and position of our business. KPI

2010

2009

Definition and method of calculation

Operating margin

2.0%

4.1%

Employee retention

84.7%

89.8%

The ratio of operating profit to sales, expressed as a percentage.      The proportion of permanent staff retained in the business during the year.

Customer satisfaction rating

86%

85%

The average score obtained from clients in respect of projects completed during the year, utilising the DTI measurement framework.

Accident Frequency Rate

0.35%

0.43%

RIDDOR reportable accidents per 100,000 hours worked.

We have operational KPIs around minimum levels of contract profitability measured by gross margins together with maintaining future periodic levels of activity, which are measured by reference to the order book. We believe it is the mix of sensible risk assessment, the use of key performance indicators to measure profitability and levels of activity, combined with the continual evaluation of client opinion, which supports our growth and development.

67


ANNUAL REPORT 2010 / FINANCIAL INSTRUMENTS

Discussing plans at Colmore Gate

FINANCIAL INSTRUMENTS Credit risk Credit risk refers to the risk that a customer will default on its contractual obligations resulting in financial loss to the business. Management has a credit policy in place and the exposure to credit risk is monitored on an ongoing basis. Credit evaluations are performed on Price risk all customers requiring credit, using The Group is exposed to price risk information supplied by independent on its raw material purchases. This is rating agencies where available. At mitigated by pre-ordering materials at the balance sheet date there were no the same time a customer commits to significant concentrations of credit a construction contract. risk. The maximum exposure to credit risk is represented by the carrying amount of each financial asset in the balance sheet. The Group uses financial instruments including cash, borrowings and hire purchase contracts, the main purpose being to raise finance for the Group’s activities. It is the Group’s policy not to enter into trading of a speculative nature in respect of financial instruments.

68

 ash flow and liquidity risk C Liquidity risk is the risk that the company may not be able to meet its financial obligations as they fall due. The Group ensures that there are sufficient levels of committed facilities, cash and cash equivalents to ensure that the business is at all times able to meet its financial commitments. Liquidity risk is managed by continuous monitoring of forecast and actual cash flows and matching the maturity profile of financial assets and liabilities. The Group has no interest bearing assets and consequently its income and cash flows are largely independent of changes in market interest rates. All significant interest bearing borrowings are at a fixed or capped interest rate, so minimising the risk to the business.


ANNUAL REPORT 2010 / FINANCIAL INSTRUMENTS

We do not subscribe to a buying turnover mentality, as this leads to disappointment for all stakeholders to a project.

69


70


GOVERNANCE DIRECTORS’ REPORT 72 STATEMENT OF DIRECTORS’ RESPONSIBILITIES 73


ANNUAL REPORT 2010 / DIRECTORS’ REPORT

DIRECTORS’ REPORT The directors present their Annual Report and audited financial statements for the year ended 31 March 2010. Principal activities and business review The Group offers a comprehensive service offering. It delivers construction, fit-out, refurbishment and restoration, and repair and maintenance services, with experience across many markets. Our Business Review is included above which sets out our performance and development during the year, the position at the end of the year, the principal risks and uncertainties facing the business, and a review of financial and non-financial key performance indicators. Results and dividends The financial statements reflect a profit before tax for the financial year of £1.2million, generating net assets of £7.8million. The results include the settlement of an Office of Fair Trading enquiry amounting to £319,000.

72

During the year the company did not pay a dividend (2009: £1million). The directors do not recommend the payment of a final dividend (2009: £nil). Charitable and political donations Donations to UK charities amounted to £2,000 (2009: £8,000). No political donations were made (2009: £nil). Directors The directors of the company during the year were as follows: Fred Shaylor – Chairman Stephen Shaylor – Chief Executive Richie Shaylor – Operations Director Gary Turley – Finance Director David Harwood – Director of Special Projects Martin Baxter – Business Development Director Chris Madden – Group Commercial Director Disclosure of information to auditors The directors who held office at the date of approval of this Directors’ report confirm that, so far as they are each aware, there is no relevant audit information of which the Company’s auditors are unaware, and each

director has taken all the steps that he ought to have taken as a director to make himself aware of any relevant audit information and to establish that the company’s auditors are aware of that information. Auditors In accordance with Section 487 of the Companies Act 2006, the auditors will be deemed to be reappointed and KPMG LLP will therefore continue in office. By order of the board

Gary Turley Company Secretary Frederick James House 52 Wharf Approach Anchor Brook Business Park Aldridge WS9 8BX 10 September 2010


ANNUAL REPORT 2010 / STATEMENT OF DIRECTORS’ RESPONSIBILITIES

STATEMENT OF DIRECTORS’ RESPONSIBILITIES IN RESPECT OF THE DIRECTORS’ REPORT AND THE FINANCIAL STATEMENTS The directors are responsible for the directors are required to: preparing the directors’ report and the financial statements in accordance • select suitable accounting policies with applicable law and regulations. and then apply them consistently; Company law requires the directors to prepare financial statements for each financial year. Under that law they have elected to prepare the group and parent company financial statements in accordance with UK Accounting Standards and applicable law (UK Generally Accepted Accounting Practice). Under company law the directors must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the group and parent company and of their profit or loss for that period. In preparing each of the group and parent company financial statements,

• make judgments and estimates that are reasonable and prudent; • state whether applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements; • prepare the financial statements on the going concern basis unless it is inappropriate to presume that the group and the parent company will continue in business.

accuracy at any time the financial position of the parent company and enable them to ensure that its financial statements comply with the Companies Act 2006. They have general responsibility for taking such steps as are reasonably open to them to safeguard the assets of the group and to prevent and detect fraud and other irregularities. The directors are responsible for the maintenance and integrity of the corporate and financial information included on the company’s website. Legislation in the UK governing the presentation and dissemination of financial statements may differ from legislation in other jurisdictions.

The directors are responsible for keeping adequate accounting records that are sufficient to show and explain the parent company’s transactions and disclose with reasonable 73


74


FINANCIAL STATEMENTS INDEPENDENT AUDITORS’ REPORT TO THE MEMBERS OF SHAYLOR GROUP PLC CONSOLIDATED PROFIT AND LOSS ACCOUNT CONSOLIDATED BALANCE SHEET COMPANY BALANCE SHEET

77 78 79 80

RECONCILIATION OF MOVEMENTS IN SHAREHOLDERS’ FUNDS

81

NOTE OF CONSOLIDATED HISTORICAL COST PROFITS AND LOSSES

81

CONSOLIDATED CASH FLOW STATEMENT

82 83

NOTES TO THE CONSOLIDATED CASH FLOW STATEMENT NOTES TO THE FINANCIAL STATEMENTS

84


ANNUAL REPORT 2010 / FINANCIAL STATEMENTS

Waiting area at the Heartlands Hospital Diabetes Centre 76


We have audited the financial statements of Shaylor Group plc for the year ended 31 March 2010 set out on pages 78 to 96. The financial reporting framework that has been applied in their preparation is applicable law and UK Accounting Standards (UK Generally Accepted Accounting Practice). This report is made solely to the company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the company’s members those matters we are required to state to them in an auditors’ report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the company and the company’s members, as a body, for our audit work, for this report, or for the opinions we have formed. Respective responsibilities of directors and auditors As explained more fully in the Directors’ Responsibilities Statement set out on page 73, the directors are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view. Our responsibility is to audit the

financial statements in accordance with applicable law and International Standards on Auditing (UK and Ireland). Those standards require us to comply with the Auditing Practices Board’s (APB’s) Ethical Standards for Auditors. Scope of the audit of the financial statements A description of the scope of an audit of financial statements is provided on the APB’s web-site at www.frc.org.uk/apb/scope/UKNP Opinion on financial statements In our opinion the financial statements: • give a true and fair view of the state of the group’s and the parent company’s affairs as at 31 March 2010 and of the group’s profit for the year then ended; • have been properly prepared in accordance with UK Generally Accepted Accounting Practice; and • have been prepared in accordance with the requirements of the Companies Act 2006.

Opinion on other matter prescribed by the Companies Act 2006 In our opinion the information given in the Directors’ report for the financial year for which the financial statements are prepared is consistent with the financial statements.

ANNUAL REPORT 2010 / FINANCIAL STATEMENTS

INDEPENDENT AUDITORS’ REPORT TO THE MEMBERS OF SHAYLOR GROUP PLC

Matters on which we are required to report by exception We have nothing to report in respect of the following matters where the Companies Act 2006 requires us to report to you if, in our opinion: • adequate accounting records have not been kept by the parent company, or returns adequate for our audit have not been received from branches not visited by us; or • the parent company financial statements are not in agreement with the accounting records and returns; or • certain disclosures of directors’ remuneration specified by law are not made; or • we have not received all the information and explanations we require for our audit.

M Froom (Senior Statutory Auditor) For and on behalf of KPMG LLP Statutory Auditor Chartered Accountants One Snowhill Snow Hill Queensway Birmingham B4 6GH 10 September 2010

77


ANNUAL REPORT 2010 / FINANCIAL STATEMENTS

CONSOLIDATED PROFIT AND LOSS ACCOUNT FOR THE YEAR ENDED 31 MARCH 2010 Notes

2010 £000

£000

1

56,078

60,528

Cost of sales

(47,504

(50,782

Gross profit

8,574

9,746

(7,448

(7,244

1,126

2,502

13

9

Turnover

2009

Administrative expenses (including exceptional costs of £319,000 - see note 2) Operating Profit

2

Profit on sale of tangible fixed assets Interest receivable

5

113

101

Interest payable

6

(37

(65

1,215

2,547

7

(461

(726

19

754

1,821

Profit on ordinary activities before tax Tax on profit on ordinary activities Profit for the financial year

The results for the current and preceding year relate to continuing activities. There are no gains or losses other than those shown above and therefore no separate Statement of Total Recognised Gains and Losses has been presented. The notes on pages 84 to 96 form part of these financial statements.

78


AT 31 MARCH 2010 2010 Notes

£000

2009 £000

£000

£000

Fixed assets Intangible assets

10

1,101

1,164

Tangible assets

11

1,947

1,757

3,048

2,921

ANNUAL REPORT 2010 / FINANCIAL STATEMENTS

CONSOLIDATED BALANCE SHEET

Current assets Work in progress

13

1,847

2,012

Debtors

14

13,299

12,454

5,365

5,257

20,511

19,723

(15,196

(15,538

Cash at bank Creditors: Amounts falling due within one year

15

Net current assets

5,315

4,185

Total assets less current liabilities

8,363

7,106

Creditors: Amounts falling due after one year

16

(547

(44

Provision for liabilities and charges

17

(20

(20

7,796

7,042

Net assets Capital and reserves Called up share capital

18

105

105

Revaluation reserve

19

448

458

Profit and loss account

19

7,243

6,479

7,796

7,042

Shareholders’ funds

These financial statements were approved by the board of directors 10 September 2010 and were signed on its behalf by:

Gary Turley Finance Director

Steve Shaylor Chief Executive

Company number: 4513210 79


ANNUAL REPORT 2010 / FINANCIAL STATEMENTS

COMPANY BALANCE SHEET AT 31 MARCH 2010 2010 Notes

£000

2009

£000

£000

£000

Fixed assets Tangible assets

11

1,538

1,636

Investments

12

2,860

2,860

4,398

4,496

Current assets 14

Debtors Cash at bank Creditors: Amounts falling due within one year

15

3,929

4,842

2,286

1,465

6,215

6,307

(8,361

(8,711

Net current liabilities

(2,146

(2,404

Total assets less current liabilities

2,252

2,092

Creditors: Amounts falling due after one year

16

(21

Provision for liabilities and charges

17

(20

(20

2,211

2,044

Net assets

(28

Capital and reserves Called up share capital

18

105

105

Profit and loss account

19

2,106

1,939

2,211

2,044

Shareholders’ Funds

These financial statements were approved by the board of directors on 10 September 2010 and were signed on its behalf by:

Gary Turley Finance Director

Company number: 4513210 80

Steve Shaylor Chief Executive


FOR THE YEAR ENDED 31 MARCH 2010 Group

Company

2010

2009

2010

2009

£000

£000

£000

£000

754

1,821

167

1,129

-

(1,000

-

(1,000

754

821

167

129

754

821

167

129

Opening shareholders’ funds

7,042

6,221

2,044

1,915

Closing shareholders’ funds

7,796

7,042

2,211

2,044

Profit for the financial year Dividends on shares classified in shareholders’ funds Retained profit and net increase in shareholders’ funds

ANNUAL REPORT 2010 / FINANCIAL STATEMENTS

RECONCILIATION OF MOVEMENTS IN SHAREHOLDERS’ FUNDS

NOTE OF CONSOLIDATED HISTORICAL COST PROFITS AND LOSSES FOR THE YEAR ENDED 31 MARCH 2010

Reported profit on ordinary activities before tax Difference between a historical cost depreciation charge and the actual depreciation charge for the year calculated on the revalued amount Historical cost profit on ordinary activities before tax Historical cost profit for the year retained after tax and dividends

2010

2009

£000

£000

1,215

2,547

10

10

1,225

2,557

764

1,831

81


ANNUAL REPORT 2010 / FINANCIAL STATEMENTS

CONSOLIDATED CASH FLOW STATEMENT FOR THE YEAR ENDED 31 MARCH 2010 2010

2009

£000

£000

Reconciliation of operating profit to net cash flow from operating activities Operating profit

1,126

2,502

Depreciation and amortisation charges

399

386

Decrease in work in progress

165

1,761

(Increase)/Decrease in debtors

(845

62

Increase/(Decrease) in creditors

394

(27

1,239

4,684

1,239

4,684

Net cash inflow from operating activities Cash flow statement Cash flow from operating activities

76

36

Corporation tax paid

Returns on investments and servicing of finance

(525

(666

Capital expenditure

(513

(230

Business acquisitions and disposals

(126

(507

-

(1,000

Financing

(43

(135

Increase in cash in the year

108

2,182

108

2,182

43

135

151

2,317

-

(35

151

2,282

Net funds at the start of the year

4,782

2,500

Net funds at the end of the year

4,933

4,782

Dividends paid on shares classified as shareholders’ funds

Reconciliation of net cash flow to movement in net funds Movement in net funds in the year Cash outflow from decrease in debt and lease financing Change in net funds resulting from cash flows New finance leases Movement in net debt in the year

82


GROSS CASH FLOWS

Returns on investments and servicing of finance

2010

2009

£000

£000

Interest received

113

101

Interest paid

(37

(65

Net cash outflow on returns on investment and servicing of finance

76

36

2010

2009

Capital expenditure

£000

£000

Purchase of tangible fixed assets

(526

(306

-

35

13

41

Net cash outflow from capital expenditure

(513

(230

2010

2009

Business acquisitions and disposals

£000

£000

Deferred consideration

(126

(507

2010

2009

£000

£000

(43

(135

New finance leases Sale of tangible fixed assets

Financing Capital element of repayments under finance leases

ANNUAL REPORT 2010 / FINANCIAL STATEMENTS

NOTES TO THE CONSOLIDATED CASH FLOW STATEMENT

ANALYSIS OF NET FUNDS

Cash at bank Obligations under finance leases and hire purchase contracts Bank loans and overdrafts

At beginning of year £000

Cash flow £000

At end of year £000

5,257

108

5,365

(85

43

(42

(390

-

(390

4,782

151

4,933

83


ANNUAL REPORT 2010 / FINANCIAL STATEMENTS

NOTES TO THE FINANCIAL STATEMENTS 01

ACCOUNTING POLICIES The following accounting policies have been applied consistently in dealing with items which are considered material in relation to the company’s financial statements. Basis of preparation The financial statements have been prepared under the historical cost convention, modified to include the revaluation of certain land and buildings, and in accordance with applicable Accounting Standards. Basis of consolidation The consolidated financial statements include the financial statements of the Company and its subsidiary undertakings made up to 31 March 2010. Unless otherwise stated the acquisition method of accounting has been adopted. Under this method, the results of subsidiary undertakings acquired or disposed of in the year are included in the consolidated profit and loss account from the date of acquisition or up to the date of disposal. Going concern The Group’s business activities, together with the factors likely to affect its future development, performance and position are set out in the Business Review on pages 6 to 64. This also includes information about the Group’s risk management objectives, and details of its financial instruments and exposures to credit risk and liquidity risk.

- 2% on valuation Buildings Leasehold - Over the life of the Improvements lease Motor vehicles - 25% straight line Fixtures and fittings - between 5% and 33% straight line In accordance with FRS 15, revalued land and buildings will be subject to a new full valuation every five years, and an interim valuation every three years. An interim valuation will also be carried out in any of years one, two or four, if the directors believe there has been a material change in value. An appropriately qualified valuer will perform all valuations. Goodwill and intangible assets Goodwill arising on the acquisition of a subsidiary is amortised over its estimated useful life on a straight line basis. Fixed asset investments Shares in subsidiary undertakings are stated at cost.

Profit recognition and estimation techniques Profit on long term contracts is calculated in accordance with applicable accounting standards.  In determining the attributable profit on contracts to a particular accounting period, the company utilises estimation techniques.  The principal estimation technique used is the preparation of detailed forecasts on a contract by contract basis The Group has considerable financial which enables an assessment to be made resources and benefits from a broadly based of the final outturn on each contract.  Profit portfolio, across public and private sectors, is then recognised when the outcome of the involving different markets and work types. contract can be foreseen with reasonable As a consequence, the directors believe certainty and is attributed in line with the that the Group is well placed to manage its’ business risks successfully despite the current degree of completion of each contract. uncertain economic outlook. In the nature of the Group’s business the results include any adjustments to the The directors have a reasonable expectation outcome of contracts completed in previous that the Group has adequate resources to periods.  The adjustments arise from: continue in operational existence for the foreseeable future. Thus they continue to • Claims by customers and third parties in adopt the going concern basis of accounting respect of work carried out.  Provision is in preparing the annual financial statements. made for the estimated liability in the year in which the company becomes aware that a Tangible fixed assets and depreciation claim may arise; and With the exception of land, which is not depreciated, depreciation is provided to write • Claims on customers and third parties for off the cost or valuation, less the estimated variation to the original contract which residual value of tangible fixed assets over are not taken to profit until the outcome is their estimated useful economic lives as known with reasonable certainty. follows:

84


Where it is reasonably foreseeable that a loss will arise on the completion of a contract, full provision for this loss is included in the financial statements.

timing differences which have arisen but not reversed at the balance sheet date.

 evelopment projects when turnover •D is recognised on the unconditional completion of sales contracts in respect of individual properties, rental income from the development properties not yet sold or administration charges to property management companies.

Cash and liquid resources Cash, for the purpose of the cash flow statement, comprises cash in hand and deposits repayable on demand, less overdrafts payable on demand. Liquid resources are current asset investments which are disposable without curtailing or disrupting the business and are either readily convertible into known amounts of cash at or close to their carrying values or traded in an active market.

Leases Where the group enters into a lease, which Work in progress and stocks entails taking substantially all the risks and The value of contract work in progress is rewards of ownership of an asset, the lease included within turnover, and, in accordance is treated as a “finance lease”. The asset is with SSAP 9 (Revised), the excess of book recorded in the balance sheet as a tangible value over payments receivable is included fixed asset and is depreciated over its in debtors as “Amounts recoverable on estimated useful life or the term of the lease, contracts”. Payments receivable in excess whichever is shorter. Future instalments under of book value are included in creditors under finance leases and hire purchase contracts, “Contract payments on account”, on an net of finance charges, are included in individual contract basis. creditors. Rentals payable are apportioned between the finance element, which is In compliance with UITF 34, all pre-contract charged to the profit and loss account and costs are recognised as expenses as incurred. the capital element, which reduces the If costs are incurred where it is certain a outstanding obligation for future instalments. contract will be awarded, and this will result in positive cash flows, then these will be included All other leases are accounted for as as an asset. “operating leases” and the rental charges are charged to the profit and loss account on a Stock and property work in progress are straight-line basis over the life of the lease. included at the lower of cost and net realisable value. Pensions The group contributes to a number of defined Turnover contribution pension schemes (some of which Turnover comprises the invoiced value of are company schemes) in respect of various goods supplied and services rendered except employees of the group. The assets of these for: schemes are held separately from those of the group in independently administered funds. • Amounts recoverable on contracts, which The amount charged against profits represents reflect the value of work executed during the the contributions payable to the schemes in period; and respect of the accounting period.

All activity was within the United Kingdom and excludes value added tax. Taxation The charge for taxation is based on the profit for the year and takes into account taxation deferred because of timing differences between the treatment of certain items for taxation and accounting purposes. Except where otherwise required by FRS 19, full provision is made, without discounting, for all

ANNUAL REPORT 2010 / FINANCIAL STATEMENTS

...

85


ANNUAL REPORT 2010 / FINANCIAL STATEMENTS

NOTES TO THE FINANCIAL STATEMENTS 02

OPERATING PROFIT 2010

2009

£000

£000

(24

(10

(9

(8

299

206

Assets held under finance leases and hire purchase contracts

37

92

Amortisation of goodwill

63

88

Hire of plant and machinery

534

977

Exceptional operating item - Office of Fair Trading penalty

319

-

24

50

-

8

6

10

Audit of the financial statements of subsidiaries pursuant to legislation

47

35

Other services relating to taxation

12

7

2010

2009

£000

£000

501

606

71

65

572

671

Operating profit is stated after charging/(crediting): Rent receivable from development properties not yet sold Management charges to property management companies Depreciation of tangible fixed assets: Owned assets

Rentals under operating leases: Land and buildings Plant and equipment Auditors remuneration: Audit of these financial statements Amounts receivable by auditors and their associates in respect of:

03

DIRECTORS’ REMUNERATION

Directors’ emoluments: Remuneration as executives Pension contributions

The aggregate emoluments of the highest paid director were £105,000 (2009: £127,000) and company pension contributions of £12,000 (2009: £12,000) were made to money purchase schemes on his behalf. Number of directors 2010

2009

6

7

Retirement benefits are accruing for the following number of directors under: Money purchase schemes

86


The average number of people employed by the Group during the year was:

Number of Employees 2010

2009

79

68

112

115

191

183

The employment costs were:

£000

£000

Wages and salaries

6,936

7,084

Social security costs

695

689

Other pension costs

250

226

7,881

7,999

Managerial, administrative and support Site based

05

INTEREST RECEIVABLE

Interest receivable

ANNUAL REPORT 2010 / FINANCIAL STATEMENTS

04

STAFF NUMBERS AND COSTS

2010

2009

£000

£000

113

101

06

INTEREST PAYABLE 2010

2009

£000

£000

and hire purchase contracts

15

13

On bank loans and overdrafts

22

52

37

65

Finance charges payable in respect of finance leases

87


ANNUAL REPORT 2010 / FINANCIAL STATEMENTS

NOTES TO THE FINANCIAL STATEMENTS 07

TAX ON PROFIT ON ORDINARY ACTIVITIES 2010

2009

£000

£000

Corporation tax on profit on ordinary activities

488

797

Adjustments for earlier years

(27

(71

461

726

461

726

Current tax

Deferred tax (note 17) Tax on profit on ordinary activities

The current tax charge for the year is higher (2009: higher) than the standard rate of corporation tax in the UK of 28% (2009: 28%). The differences are explained below: 2010

2009

£000

£000

1,215

2,547

340

713

18

22

Expenses not deductible for tax purposes

130

62

Adjustments to tax charge in respect of earlier years

(27

(71

Total current tax charge (as above)

461

726

Current tax reconciliation Profit on ordinary activities before taxation Current tax at 28% (2009: 28%) Effects of: Depreciation on ineligibles

Factors that may affect future tax charges The Emergency Budget on 22 June 2010 announced that the UK corporation tax rate will reduce from 28% to 24% over a period of four years from 2011. The first reduction in the UK corporation tax rate from 28% to 27% was substantively enacted on 20 July 2010 and will be effective from 1 April 2011. This will reduce the company’s future current tax charge accordingly. It has not yet been possible to quantify the full anticipated effect of the further 3% rate reduction, although this will reduce the group’s future current tax charge and reduce its deferred tax liabilities accordingly. A sale of the freehold land and buildings could give rise to a capital gains tax liability at 28% of £125,000 (2009: £127,000 at 28%). This will only be provided when there is a binding obligation in place to dispose of the property.

88


Interim of £nil per share (2009: £9.50)

2010

2009

£000

£000

-

1,000

ANNUAL REPORT 2010 / FINANCIAL STATEMENTS

08

DIVIDENDS

09

PARENT COMPANY PROFIT AND LOSS ACCOUNT The parent company has taken advantage of Section 408 of The Companies Act 2006 and has not included its own profit and loss account in these financial statements. The parent company’s retained profit for the year was £167,000 (2009: £129,000).

10

FIXED ASSETS - INTANGIBLE ASSETS Group

Goodwill £000

Cost At beginning and end of year

1,252

Amortisation At beginning of year

88

Charge for year

63

At end of year

151

Net book value At 31 March 2010

1,101

At 31 March 2009

1,164

The goodwill arising on the acquisition of John Davies Interiors Limited is being amortised over its useful life of 20 years.

89


ANNUAL REPORT 2010 / FINANCIAL STATEMENTS

NOTES TO THE FINANCIAL STATEMENTS 11

FIXED ASSETS - TANGIBLE ASSETS Group

Long Leasehold leasehold improvements land and buildings £000 £000

Motor vehicles

Fixtures and fittings

Total

£000

£000

£000

Cost or valuation At beginning of year

1,103

-

837

481

2,421

Additions

-

248

176

102

526

Disposals

-

-

(83

(4

(87

Transfer

-

7

-

(7

-

36

255

930

572

1,793

At revaluation

1,067

-

-

-

1,067

Total

1,103

255

930

572

2,860

At beginning of year

59

-

376

229

664

Charge for year

20

41

202

73

336

-

-

(83

(4

(87

79

41

495

298

913

At 31 March 2010

1,024

214

435

274

1,947

At 31 March 2009

1,044

-

461

252

1,757

At end of year At cost

Accumulated depreciation

Disposals At end of year Net book value

Included in the total net book value of motor vehicles and fixtures and fittings is £40,000 and £17,000 respectively (2009: £99,000 and £29,000) in respect of assets held under finance leases and similar hire purchase contracts. Depreciation for the year on these assets was £25,000 and £12,000 respectively (2009: £86,000 and £6,000). Company

Long leasehold land and buildings £000

Motor vehicles

Total

£000

Fixtures and fittings £000

£000

Cost or valuation At beginning of year

1,103

671

460

2,234

Additions

-

100

22

122

Disposals

-

(81

-

(81

36

690

482

1,208

At revaluation

1,067

-

-

1,067

Total

1,103

690

482

2,275

At beginning of year

59

316

223

598

Charge for year

20

147

53

220

-

(81

-

(81

79

382

276

737

At 31 March 2010

1,024

308

206

1,538

At 31 March 2009

1,044

355

237

1,636

At end of year At cost

Accumulated depreciation

Disposals At end of year Net book value

90


Included in the total net book value of fixtures and fittings is £17,000 (2009: £29,000) in respect of assets held under finance leases. Valuation Details The land and buildings at Anchor Brook Business Park, are held on a 999 year lease from 12 October 2001. This property was revalued with effect from 31 March 2006, at £1,230,000. This includes various items of plant, which are incorporated at net book value within “fixtures and fittings” above. A statement from the valuers is set out below:

ANNUAL REPORT 2010 / FINANCIAL STATEMENTS

...

“The property was valued by qualified professional valuers working for the company of DTZ Debenham Tie Leung, Chartered Surveyors, acting in the capacity of External Valuers. All such valuers are Chartered Surveyors, being members of the Royal Institution of Chartered Surveyors (“RICS”). The property was valued on the basis of Market Value. Our opinion of the Market Value of the property was primarily derived using recent comparable recent market transactions on arm’s length terms. All valuations were carried out in accordance with the RICS Appraisal and Valuation Standards. Our valuation report is dated 10 April 2006. RD Gough FRICS has been the signatory of valuation reports provided to the Company for the same purpose as the Valuation Report since December 2002. DTZ Debenham Tie Leung has been carrying out valuations for the Company for the same purpose as the Valuation Report for the same period. DTZ Debenham Tie Leung is a wholly owned subsidiary of DTZ Holdings plc (the “Group”). In the Group’s financial year to 30 April 2006, the proportion of fees payable by the Company to the total fee income of the Group was less than 5%.” An interim valuation was performed as at 31 March 2009 by an appropriately qualified member of staff. The directors are not aware of any material change in value and therefore the valuation set out above has not been updated. All other tangible fixed assets are stated at cost.

Details of revalued assets are as follows:

Long leasehold land and buildings £000

Assets at valuation At 2006 open market value at beginning and end of year

1,067

Accumulated depreciation At beginning of year

59

Charge for year

20

At end of year

79

Net Book value At 31 March 2010 At 31 March 2009

988 1,008

Historical cost of revalued assets At beginning and end of year

611

Accumulated depreciation At beginning of year

61

Charge for year

10

At end of year

71

Net Book value At 31 March 2010

540

At 31 March 2009

550

91


ANNUAL REPORT 2010 / FINANCIAL STATEMENTS

NOTES TO THE FINANCIAL STATEMENTS 12

FIXED ASSET INVESTMENTS Company

Shares in group undertakings £000

Cost and net book value 2,860

At beginning and end of year The undertakings in which the Group’s interest at the year end is more than 20% are as follows (all subsidiary undertakings are incorporated in Great Britain): Name

Nature of business

Company holding %

Shaylor Construction Limited

Construction services

100

Shaylor Special Projects Limited

Construction services

100

Interior fit out and refurbishment

100

Commercial Development

100

Dormant

100

Dormant (incorporated 31 October

100

Subsidiary undertakings

John Davies Interiors Limited Shaylor Developments Limited Shaylor Homes Limited Shaylor Repair & Maintain Limited

2009) Shaylor Interiors Limited

Dormant (incorporated 31 October

100

2009) F.J.Shaylor (Builders) Limited

Dormant

100

Castlegate 501 Limited

Dormant

100

All holdings are ordinary shares.

13

WORK IN PROGRESS Group

Construction and development costs incurred to date Payments on account received and receivable not matched with turnover

2010

2009

£000

£000

1,847

2,048

-

(36

1,847

2,012

There is no work in progress held in the company.

14

DEBTORS Group

92

Company

2010

2009

2010

2009

£000

£000

£000

£000

Amounts owed by Group undertakings

3,700

2,696

3,571

4,361

Trade debtors

6,745

5,935

29

2

Amounts recoverable on contracts

2,522

3,196

-

-

Other debtors

29

88

237

376

Prepayments

303

539

92

103

13,299

12,454

3,929

4,842


15

CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR Group

Company

2010

2009

2010

2009

£000

£000

£000

£000

41

390

-

-

21

41

5

5

Amounts owed to Group undertakings

-

-

7,270

7,428

Contract payments on account

-

212

-

-

13,381

12,820

158

117

Tax and social security

614

822

569

674

Corporation tax

318

382

-

-

Other creditors

400

523

289

433

Accruals

421

348

70

54

15,196

15,538

8,361

8,711

Bank loans and overdrafts (secured - see

ANNUAL REPORT 2010 / FINANCIAL STATEMENTS

ANNUAL REPORT 2009 FINANCIAL STATEMENTS

note 16) Obligations under finance leases and hire purchase contracts (secured - see note 16)

Trade creditors

16

CREDITORS: AMOUNTS FALLING DUE AFTER ONE YEAR Group

Bank loans and overdrafts (secured) Obligations under finance leases and hire purchase contracts falling due in two to five years (secured) Other creditors

Company

2010

2009

2010

2009

£000

£000

£000

£000

349

-

-

-

21

44

21

28

177

-

-

-

547

44

21

28

Bank loans and overdrafts are secured by fixed and floating charges over the assets of the Group. Interest is charged at 2.5% above bank base rate. Included within Group bank loans are amounts repayable in five years or more of £248,000 (2009: £nil). Obligations under finance leases and hire purchase contracts are secured on the assets to which they relate.

93


ANNUAL REPORT 2010 / FINANCIAL STATEMENTS

NOTES TO THE FINANCIAL STATEMENTS 17

PROVISION FOR LIABILITIES AND CHARGES Deferred tax

Group and Company £000 20

At beginning and end of year 2010

2009

£000

£000

Accelerated capital allowances

23

23

Other timing differences

(3

(3

20

20

2010

2009

£000

£000

1,000

1,000

105

105

The elements of deferred tax are as follows:

18

SHARE CAPITAL Group and Company Authorised: 1,000,000 ordinary shares of £1 each Allotted called up and fully paid: 105,263 ordinary shares of £1 each

94


Group

Revaluation reserve £000

Profit and loss account £000

458

6,479

-

754

Excess depreciation on revalued tangible fixed asset

(10

10

At end of year

448

7,243

At beginning of year Profit for the year

Company

At beginning of year Profit for the year At end of year

ANNUAL REPORT 2010 / FINANCIAL STATEMENTS

19

RESERVES

Profit and loss account £000 1,939 167 2,106

PENSION AND SIMILAR OBLIGATIONS

20

The group contributes to a number of defined contribution pension schemes (some of which are company schemes) in respect of various employees of the Group. The pension charge for the year represents contributions payable by the Group to these funds and amounted to £250,000 (2009: £226,000). At 31 March 2010, there were outstanding contributions of £21,000 (2009: £25,000).

95


ANNUAL REPORT 2010 / FINANCIAL STATEMENTS

NOTES TO THE FINANCIAL STATEMENTS 21

COMMITMENTS Leasing commitments 2010 The Group has commitments for payments under operating leases as follows:

Buildings

Leases expiring in less than one year Leases expiring in two to five years

2009 Buildings

£000

Plant & Equipment £000

£000

Plant & Equipment £000

-

-

6

25

24

-

24

-

24

-

30

25

Capital commitments At 31 March 2010, neither the Group nor the Company had any capital commitments (2009: £nil). Contingencies The Group had liabilities under contractual performance bonds, entered into in the normal course of business, amounting to £1,613,000 (2009: £1,829,000). The Company has provided a cross-company guarantee to certain of the bankers of other Group companies. The total amount outstanding in respect of these loans and overdraft were £394,000 (2009: £394,000). The Group has given a guarantee to certain of the Group’s bankers in respect of net amounts due to the bank. At 31 March 2010 this liability amounted to £3,810,000 (2009: £4,033,000). The Company’s liability in respect of this guarantee was £734,000 (2009: £261,000). In addition, there is a legal charge over the land and buildings owned by the Company in respect of Group borrowings.

22

ULTIMATE CONTROLLING PARTY The company’s immediate and ultimate parent undertaking is Shaylor Holdings Limited, which is registered in Great Britain. The results of the company have been consolidated into the Group headed by Shaylor Holdings Limited for the year ended 31 March 2010. The consolidated financial statements of Shaylor Holdings Limited are available to the public and may be obtained from Companies House, Crown Way, Cardiff, CF14 3UZ. Stephen Shaylor, a director of Shaylor Holdings Limited, is the ultimate controlling party.

96


ANNUAL REPORT 2010 / FINANCIAL STATEMENTS

We thank all the stakeholders to our business, being clients, supply chain and our own people, for contributing to our enduring success.

97


RECYCLED ACID FREE FRIENDLY & GREEN

Credits Designed and produced by www.ricemedia.co.uk Images courtesy of Painter Creative and Visionary Language Š Shaylor Group PLC 2010 Environmental statement: This annual report is printed on soporset sheet & core paper which is sourced from well managed forests and other controlled sources certified and in accordance with the fsc (forest stewardship council). The originating mill is 14001 certified. All inks are vegetable based and printing was performed using a direct digital to plate repro system eliminating the need for film developer & acid fixers.

Product group from well-managed forests and other controlled sources www.fsc.org Cert no. CU-COC-807950 Š 1996 Forest Stewardship Council

Shaylor Group plc Frederick James House 52 Wharf Approach Anchor Brook Business Park Aldridge West Midlands WS9 8BX T: +44 (0) 1922 741570 F: +44 (0) 1922 745604 enquiries@shaylorgroup.com www.shaylorgroup.com


WE ARE SHAYLOR GROUP PLC WE HAVE A NEW ANNUAL REPORT FOR 2009 WE ARE RESPONSIBLE WE PURSUE SUSTAINABLE WORK WE INCREASED SALES TO £61MILLION WE ARE FINANCIALLY SECURE WE ARE DISCERNIBLY DIFFERENT WE ARE CLIENT FOCUSED WE ARE ONE TEAM WE HAVE A DYNAMIC APPROACH WE ARE COMMITTED TO THE BEST WE HELP BUILD COMMUNITIES WE ARE A PARTNERING ORGANISATION WE EMPOWER OUR PEOPLE WE ENCOURAGE POSITIVE COMMUNICATION WE ARE AN INVESTOR IN PEOPLE WE WILL HALVE OUR WASTE TO LAND FILL WE ARE A CONSIDERATE CONSTRUCTOR WE VALUE HEALTH AND SAFETY WE ARE COMMITTED TO TRAINING WE ENJOY THE INDUSTRY WE ENGAGE WITH OUR CLIENTS WE KNOW THE FUTURE IS PROMISING

Shaylor Group plc Directors’ report and financial statements

Registered number 4513210 For the year ended 31 March 2009

GROUP


GOVERNANCE DIRECTORS’ REPORT STATEMENT OF DIRECTORS’ RESPONSIBILITIES

32


THE GROUP PROVIDES BUILDING AND CONSTRUCTION SOLUTIONS TO A WIDE RANGE OF CUSTOMERS. THESE VARY FROM SMALLER CONTRACTS, HANDLED BY OUR SPECIAL PROJECTS BUSINESS, TO MULTI-MILLION POUND NEW BUILD AND REFURBISHMENT PROJECTS

ANNUAL REPORT 2009 GOVERNANCE

DIRECTORS’ REPORT The directors present their report and audited financial statements for the year ended 31 March 2009. Principal Activities The group provides building and construction solutions to a wide range of customers. These vary from smaller contracts, handled by our Special Projects business, to multi-million pound new build and refurbishment projects. A Business Review is included above highlighting: •p  erformance and development during the year; • position at the end of the year; • principal risks and uncertainties; and • key performance indicators. Results and Dividends The financial statements reflect a profit for the financial year of £1.8 million, generating net assets of £7million. During the year the company paid a dividend of £1million (2008:£Nil). The directors do not recommend the payment of a final dividend (2008: £Nil). Directors The directors of the company during the year were as follows: Fred Shaylor Chairman Steve Shaylor Chief Executive Richie Shaylor Operations Director Gary Turley Finance Director David Harwood Director of Special Projects Martin Baxter Business Development Director Chris Madden Commercial Director (appointed 17 October 2008) Mark Bevan Business Development Director (resigned 31 December 2008)

Charitable and Political Donations Donations to UK charities amounted to £8,000 (2008: £2,000). No political donations were made (2008: £Nil). Disclosure of Information to Auditors The directors who held office at the date of approval of this directors’ report confirm that, so far as they are each aware, there is no relevant audit information of which the Company’s auditors are unaware; and each director has taken all the steps that he ought to have taken as a director to make himself aware of any relevant audit information and to establish that the company’s auditors are aware of that information. Auditors In accordance with Section 384 of the Companies Act 1985, a resolution for the reappointment of KPMG LLP as auditors of the company is to be proposed at the forthcoming annual general meeting. By order of the board

Gary Turley Company Secretary Frederick James House 52 Wharf Approach Anchor Brook Business Park Aldridge WS9 8BX 24 July 2009

33


ANNUAL REPORT 2009 GOVERNANCE

STATEMENT OF DIRECTORS’ RESPONSIBILITIES IN RESPECT OF THE ANNUAL REPORT, THE DIRECTORS’ REPORT AND THE FINANCIAL STATEMENTS The directors are responsible for preparing the Annual Report, the Directors’ Report and the financial statements in accordance with applicable law and regulations.

In preparing those financial statements, the directors are required to:

•S  elect suitable accounting policies and then apply them consistently; • Make judgements and estimates that are Company law requires the directors to prepare reasonable and prudent; financial statements for each financial period. • State whether applicable UK Accounting Under that law they have elected to prepare Standards have been followed, subject the financial statements in accordance with to any material departures disclosed and UK Accounting Standards and applicable law explained in the financial statements; (UK Generally Accepted Accounting Practice). • Prepare the financial statements on the going concern basis unless it is The group and company financial statements inappropriate to presume that the group are required by law to give a true and fair and the parent company will continue in view of the state of affairs of the group and business. the company and of the profit or loss for that period. 34


ANNUAL REPORT 2009 GOVERNANCE

... The directors are responsible for keeping proper accounting records which disclose with reasonable accuracy at any time the financial position of the parent company and to enable them to ensure that the financial statements comply with the Companies Act 1985. They have general responsibility for taking such steps as are reasonably open to them to safeguard the assets of the company and to prevent and detect fraud and other irregularities.

The directors are responsible for the maintenance and integrity of the corporate and financial information included on the company’s website. Legislation in the UK governing the presentation and dissemination of financial statements may differ.

35


FINANCIAL STATEMENTS

INDEPENDENT AUDITORS’ REPORT TO THE MEMBERS OF SHAYLOR GROUP PLC CONSOLIDATED PROFIT AND LOSS ACCOUNT CONSOLIDATED BALANCE SHEET COMPANY BALANCE SHEET NOTE OF CONSOLIDATED HISTORICAL COST PROFITS AND LOSSES RECONCILIATION OF MOVEMENTS IN CONSOLIDATED SHAREHOLDERS’ FUNDS CONSOLIDATED CASH FLOW STATEMENT NOTES TO THE CONSOLIDATED CASH FLOW STATEMENT NOTES TO THE FINANCIAL STATEMENTS

36


ANNUAL REPORT 2009 FINANCIAL STATEMENTS

INDEPENDENT AUDITORS’ REPORT TO THE MEMBERS OF SHAYLOR GROUP PLC We have audited the group and parent company financial statements (the ‘‘financial statements’’) of Shaylor Group plc for the year ended 31 March 2009 which comprise the Consolidated Profit and Loss Account, the Consolidated Balance Sheet and Company Balance Sheet, the Consolidated Cash Flow Statement, the Note of Consolidated Historical Cost Profits and Losses, the Reconciliations of Movements in Shareholders’ Funds and the related notes. These financial statements have been prepared under the accounting policies set out therein. This report is made solely to the company’s members, as a body, in accordance with section 235 of the Companies Act 1985. Our audit work has been undertaken so that we might state to the company’s members those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the company and the company’s members as a body, for our audit work, for this report, or for the opinions we have formed. Respective responsibilities of directors and auditors The directors’ responsibilities for preparing the Directors’ Report and the financial statements in accordance with applicable law and UK Accounting Standards (UK Generally Accepted Accounting Practice) are set out in the Statement of Directors’ Responsibilities on page 34. Our responsibility is to audit the financial statements in accordance with relevant legal and regulatory requirements and International Standards on Auditing (UK and Ireland). We report to you our opinion as to whether the financial statements give a true and fair view and are properly prepared in accordance with the Companies Act 1985. We also report to you whether in our opinion the information given in the Directors’ Report is consistent with the financial statements. In addition we report to you if, in our opinion, the company has not kept proper accounting records, if we have not received all the information and explanations we require for our audit, or if information specified by law regarding directors’ remuneration and other transactions is not disclosed. We read the Annual Report and the Directors’ Report and consider the implications for our

report if we become aware of any apparent misstatements or material inconsistencies with the financial statements. Our responsibilities do not extend to any other information. Basis of audit opinion We conducted our audit in accordance with International Standards on Auditing (UK and Ireland) issued by the Auditing Practices Board. An audit includes examination, on a test basis, of evidence relevant to the amounts and disclosures in the financial statements. It also includes an assessment of the significant estimates and judgments made by the directors in the preparation of the financial statements, and of whether the accounting policies are appropriate to the group’s and company’s circumstances, consistently applied and adequately disclosed. We planned and performed our audit so as to obtain all the information and explanations which we considered necessary in order to provide us with sufficient evidence to give reasonable assurance that the financial statements are free from material misstatement, whether caused by fraud or other irregularity or error. In forming our opinion we also evaluated the overall adequacy of the presentation of information in the financial statements. Opinion In our opinion: • t he financial statements give a true and fair view, in accordance with UK Generally Accepted Accounting Practice, of the state of the group’s and the parent company’s affairs as at 31 March 2009 and of the group’s profit for the year then ended; • the financial statements have been properly prepared in accordance with the Companies Act 1985; and • the information given in the Directors’ Report is consistent with the financial statements.

KPMG LLP Chartered Accountants Registered Auditor Birmingham 24 July 2009

37


ANNUAL REPORT 2009 FINANCIAL STATEMENTS

CONSOLIDATED PROFIT AND LOSS ACCOUNT FOR THE YEAR ENDED 31 MARCH 2009 2009

2008

£000

£000

60,528

45,797

Cost of sales

(50,782

(38,675

Gross profit

9,746

7,122

Operating and administrative expenses

(7,244

(4,899

2,502

2,223

9

26

Notes Turnover

Operating Profit

1

2

Profit on sale of tangible fixed assets Interest receivable

5

101

182

Interest payable

6

(65

(94

2,547

2,337

7

(726

(806

19

1,821

1,531

Profit on ordinary activities before tax Tax on profit on ordinary activities Profit for the financial year

The results for the current and preceding year relate to continuing activities. There are no gains or losses other than those shown above and therefore no separate Statement of Total Recognised Gains and Losses has been presented.

38


CONSOLIDATED BALANCE SHEET

ANNUAL REPORT 2009 FINANCIAL STATEMENTS

AT 31 MARCH 2009 2009 Notes

£000

2008 £000

£000

£000

Fixed assets Intangible assets

10

1,164

1,752

Tangible assets

11

1,757

1,781

2,921

3,533

Current assets Work in progress

13

2,012

3,773

Debtors

14

12,454

12,516

5,257

4,798

19,723

21,087

(15,538

(18,327

Cash at bank Creditors: Amounts falling due within one year

15

Net current assets

4,185

2,760

Total assets less current liabilities

7,106

6,293

Creditors: Amounts falling due after one year

16

(44

(52

Provision for liabilities and charges

17

(20

(20

7,042

6,221

Net assets Capital and reserves Called up share capital

18

105

105

Revaluation reserve

19

458

468

Profit and loss account

19

6,479

5,648

7,042

6,221

Shareholders’ funds

These financial statements were approved by the board of directors on 24 July 2009 and were signed on its behalf by:

Gary Turley Finance Director

Steve Shaylor Chief Executive

39


ANNUAL REPORT 2009 FINANCIAL STATEMENTS

COMPANY BALANCE SHEET

AT 31 MARCH 2009 2009 Notes

£000

2008

£000

£000

£000

Fixed assets Tangible assets

11

1,636

1,599

Investments

12

2,860

3,360

4,496

4,959

Current assets 14

Debtors Cash at bank Creditors: Amounts falling due within one year

15

4,842

2,250

1,465

61

6,307

2,311

(8,711

(5,335

Net current liabilities

(2,404

(3,024

Total assets less current liabilities

2,092

1,935

Creditors: Amounts falling due after one year

16

(28

-

Provision for liabilities and charges

17

(20

(20

2,044

1,915

Net assets Capital and reserves Called up share capital

18

105

105

Profit and loss account

19

1,939

1,810

2,044

1,915

Shareholders’ Funds

These financial statements were approved by the board of directors on 24 July 2009 and were signed on its behalf by:

Gary Turley Finance Director

40

Steve Shaylor Chief Executive


NOTE OF CONSOLIDATED HISTORICAL COST PROFITS AND LOSSES

ANNUAL REPORT 2009 FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2009 2009

2008

£000

£000

2,547

2,337

10

10

Historical cost profit on ordinary activities before tax

2,557

2,347

Historical cost profit for the year retained after tax and dividends

1,831

1,541

Reported profit on ordinary activities before tax Difference between a historical cost depreciation charge and the actual depreciation charge for the year calculated on the revalued amount

RECONCILIATION OF MOVEMENTS IN CONSOLIDATED SHAREHOLDERS’ FUNDS FOR THE YEAR ENDED 31 MARCH 2009 2009

2008

£000

£000

Profit for the financial year

1,821

1,531

Dividends on shares classified in shareholders’ funds

(1,000

-

821

1,531

821

1,531

Opening shareholders’ funds

6,221

4,690

Closing shareholders’ funds

7,042

6,221

Retained profit and net increase in shareholders’ funds

41


ANNUAL REPORT 2009 FINANCIAL STATEMENTS

CONSOLIDATED CASH FLOW STATEMENT FOR THE YEAR ENDED 31 MARCH 2009 2009

2008

£000

£000

2,502

2,223

386

195

1,761

(603

Decrease/(Increase) in debtors

62

(3,258

(Decrease)/Increase in creditors

(27

4,169

4,684

2,726

4,684

2,726

36

88

Corporation tax paid

(666

(1,113

Capital expenditure

(230

(221

(507

(1,214

(1,000

-

(135

(38

2,182

228

2,182

228

135

38

2,317

266

-

(89

(35

-

Movement in net debt in the year

2,282

177

Net funds at the start of the year

2,500

2,323

Net funds at the end of the year

4,782

2,500

Notes Reconciliation of operating profit to net cash flow from operating activities Operating profit Depreciation and amortisation charges Decrease/(Increase) in work in progress

Net cash inflow from operating activities Cash flow statement Cash flow from operating activities Returns on investments and servicing of finance

Business acquisitions and disposals

20

Dividends paid on shares classified as shareholders’ funds Financing Increase in cash in the year Reconciliation of net cash flow to movement in net funds Movement in net funds in the year Cash outflow from decrease in debt and lease financing Change in net funds resulting from cash flows Finance leases acquired with subsidary New finance leases

42


NOTES TO THE CONSOLIDATED CASH FLOW STATEMENT

ANNUAL REPORT 2009 FINANCIAL STATEMENTS

GROSS CASH FLOWS 2009

2008

£000

£000

Interest received

101

182

Interest paid

(65

(94

Net cash outflow on returns on investment and servicing of finance

36

88

2009

2008

Capital expenditure

£000

£000

Purchase of tangible fixed assets

(306

(264

New finance leases

35

-

Sale of tangible fixed assets

41

43

(230

(221

2009

2008

Financing

£000

£000

Capital element of repayments under finance leases

(135

(38

Returns on investments and servicing of finance

Net cash outflow from capital expenditure

ANALYSIS OF NET FUNDS

Cash at bank Obligations under finance leases and hire purchase contracts Bank loans and overdrafts

At beginning of year £000

Other non-cash movements £000

Cash flow £000

At end of year £000

4,798

-

459

5,257

(185

(35

135

(85

(2,113

-

1,723

(390

(2,500

(35

2,317

4,782

43


ANNUAL REPORT 2009 FINANCIAL STATEMENTS

01

NOTES TO THE FINANCIAL STATEMENTS ACCOUNTING POLICIES The following accounting policies have been applied consistently in dealing with items which are considered material in relation to the company’s financial statements.

Goodwill and intangible assets Goodwill arising on the acquisition of a subsidiary is amortised over its estimated useful life on a straight line basis.

Basis of preparation The financial statements have been prepared under the historical cost convention, modified to include the revaluation of certain land and buildings, and in accordance with applicable Accounting Standards.

Fixed asset investments Shares in subsidiary undertakings are stated at cost.

Basis of consolidation The consolidated financial statements include the financial statements of the Company and its subsidiary undertakings made up to 31 March 2009. Unless otherwise stated the acquisition method of accounting has been adopted. Under this method, the results of subsidiary undertakings acquired or disposed of in the year are included in the consolidated profit and loss account from the date of acquisition or up to the date of disposal. Tangible fixed assets and depreciation With the exception of land, which is not depreciated, depreciation is provided to write off the cost or valuation, less the estimated residual value of tangible fixed assets over their estimated useful economic lives as follows: Buildings - 2% on valuation Motor vehicles - 25% straight line Fixtures and fittings - between 5% and 33% straight line In accordance with FRS 15, revalued land and buildings will be subject to a new full valuation every five years, and an interim valuation every three years. An interim valuation will also be carried out in any of years one, two or four, if the directors believe there has been a material change in value. An appropriately qualified valuer will perform all valuations.

44

Profit recognition and estimation techniques Profit on long term contracts is calculated in accordance with applicable accounting standards.  In determining the attributable profit on contracts to a particular accounting period, the company utilises estimation techniques.  The principal estimation technique used is the preparation of detailed forecasts on a contract by contract basis which enables an assessment to be made of the final outturn on each contract.  Profit is then recognised when the outcome of the contract can be foreseen with reasonable certainty and is attributed in line with the degree of completion of each contract. In the nature of the Group’s business the results include any adjustments to the outcome of contracts completed in previous periods.  The adjustments arise from: •C  laims by customers and third parties in respect of work carried out.  Provision is made for the estimated liability in the year in which the company becomes aware that a claim may arise; and •C  laims on customers and third parties for variation to the original contract which are not taken to profit until the outcome is known with reasonable certainty. Where it is reasonably foreseeable that a loss will arise on the completion of a contract, full provision for this loss is included in the financial statements.


ANNUAL REPORT 2009 FINANCIAL STATEMENTS

... Work in progress and stocks The value of contract work in progress is included within turnover, and, in accordance with SSAP 9 (Revised), the excess of book value over payments receivable is included in debtors as “Amounts recoverable on contracts”. Payments receivable in excess of book value are included in creditors under “Contract payments on account”, on an individual contract basis.

Taxation The charge for taxation is based on the profit for the year and takes into account taxation deferred because of timing differences between the treatment of certain items for taxation and accounting purposes. Except where otherwise required by FRS 19, full provision is made, without discounting, for all timing differences which have arisen but not reversed at the balance sheet date.

Leases Where the group enters into a lease, which entails taking substantially all the risks and rewards of ownership of an asset, the lease is treated as a “finance lease”. The asset is recorded in the balance sheet as a tangible fixed asset and is depreciated over its Stock and property work in progress are estimated useful life or the term of the lease, included at the lower of cost and net realisable whichever is shorter. Future instalments under value. finance leases and hire purchase contracts, net of finance charges, are included in Turnover creditors. Rentals payable are apportioned Turnover comprises the invoiced value of between the finance element, which is goods supplied and services rendered except charged to the profit and loss account and for: the capital element, which reduces the outstanding obligation for future instalments. • Amounts recoverable on contracts, which reflect the value of work executed during the All other leases are accounted for as period; and “operating leases” and the rental charges are charged to the profit and loss account on a • Development projects when turnover straight-line basis over the life of the lease. is recognised on the unconditional completion of sales contracts in respect Pensions of individual properties, rental income The group contributes to a number of defined from the development properties not yet contribution pension schemes (some of which sold or administration charges to property are company schemes) in respect of various management companies. employees of the group. The assets of these schemes are held separately from those of the All activity was within the United Kingdom and group in independently administered funds. excludes value added tax. The amount charged against profits represents the contributions payable to the schemes in respect of the accounting period. In compliance with UITF 34, all pre-contract costs are recognised as expenses as incurred. If costs are incurred where it is certain a contract will be awarded, and this will result in positive cash flows, then these will be included as an asset.

45


ANNUAL REPORT 2009 FINANCIAL STATEMENTS

02

NOTES TO THE FINANCIAL STATEMENTS OPERATING PROFIT 2009

2008

£000

£000

(10

(8

(8

-

206

143

92

52

88

-

977

555

50

-

8

-

10

9

35

36

Other services relating to taxation

7

44

Other services

-

7

2009

2008

£000

£000

606

615

65

63

671

678

Operating profit is stated after charging/(crediting): Rent receivable from development properties not yet sold Management charges to property management companies Depreciation of tangible fixed assets: Owned assets Assets held under finance leases and hire purchase contracts Amortisation of goodwill Hire of plant and machinery Rentals under operating leases: Land and buildings Plant and equipment Auditors remuneration: Audit of these financial statements Amounts receivable by auditors and their associates in respect of: Audit of the financial statements of subsidiaries pursuant to legislation

03

DIRECTORS’ REMUNERATION

Directors’ emoluments: Remuneration as executives Pension contributions

The aggregate emoluments of the highest paid director were £127,000 (2008: £103,000) and company pension contributions of £12,000 (2008: £9,000) were made to money purchase schemes on his behalf. Number of directors 2009

2008

7

7

Retirement benefits are accruing for the following number of directors under: Money purchase schemes

46


ANNUAL REPORT 2009 FINANCIAL STATEMENTS

04

STAFF NUMBERS AND COSTS The average number of people employed by the Group during the year was:

Number of Employees 2009

2008

68

61

115

63

183

124

The employment costs were:

£000

£000

Wages and salaries

7,084

4,552

Social security costs

689

484

Other pension costs

226

155

7,999

5,191

Managerial, administrative and support Site based

05

INTEREST RECEIVABLE

Interest receivable

2009

2008

£000

£000

101

182

06

INTEREST PAYABLE 2009

2008

£000

£000

and hire purchase contracts

13

13

On bank loans and overdrafts

52

81

65

94

Finance charges payable in respect of finance leases

47


ANNUAL REPORT 2009 FINANCIAL STATEMENTS

07

NOTES TO THE FINANCIAL STATEMENTS TAX ON PROFIT ON ORDINARY ACTIVITIES 2009

2008

£000

£000

Corporation tax on profit on ordinary activities

797

836

Adjustments for earlier years

(71

(50

726

786

-

20

726

806

Current tax

Deferred tax (note 17) Origination and reversal of timing differences Tax on profit on ordinary activities

The current tax charge for the year is higher (2008:higher) than the standard rate of corporation tax in the UK of 28% (2008:30%). The differences are explained below: 2009

2008

£000

£000

2,547

2,337

713

701

Depreciation on ineligibles

22

7

Expenses not deductible for tax purposes

62

128

Adjustments to tax charge in respect of earlier years

(71

(50

Total current tax charge (as above)

726

786

Current tax reconciliation Profit on ordinary activities before taxation Current tax at 28% (2008: 30%) Effects of:

Factors that may affect future tax charges A sale of the freehold land and buildings could give rise to a capital gains tax liability at 28% of £127,000 (2008: £144,000 at 28%). This will only be provided when there is a binding obligation in place to dispose of the property.

48


ANNUAL REPORT 2009 FINANCIAL STATEMENTS

08

DIVIDENDS

Interim of £1 per share (2008: £nil)

2009

2008

£000

£000

1,000

-

09

PARENT COMPANY PROFIT AND LOSS ACCOUNT The parent company has taken advantage of Section 230(4) of The Companies Act 1985 and has not included its own profit and loss account in these financial statements. The parent company’s retained profit for the year was £129,000 (2008: £663,000).

10

FIXED ASSETS - INTANGIBLE ASSETS Group Cost

Notes

Goodwill £000 1,752

20

(500

At beginning of year Adjustment to deferred consideration At end of year

1,252

Amortisation At beginning of year

-

Charge for year

88

At end of year

88

Net book value At 31 March 2009

1,164

At 31 March 2008

1,752

The goodwill arising on the acquisition of John Davies Interiors Limited is being amortised over its useful life of 20 years.

49


ANNUAL REPORT 2009 FINANCIAL STATEMENTS

11

NOTES TO THE FINANCIAL STATEMENTS FIXED ASSETS - TANGIBLE ASSETS Group

Long leasehold land and buildings £000

Motor vehicles

Total

£000

Fixtures and fittings £000

1,103

771

436

2,310

Additions

-

214

92

306

Disposals

-

(148

(47

(195

36

837

481

1,354

At revaluation

1,067

-

-

1,067

Total

1,103

837

481

2,421

At beginning of year

39

291

199

529

Charge for year

20

208

70

298

-

(123

(40

(163

59

376

229

664

At 31 March 2009

1,044

461

252

1,757

At 31 March 2008

1,064

480

237

1,781

£000

Cost or valuation At beginning of year

At end of year At cost

Accumulated depreciation

Disposals At end of year Net book value

Included in the total net book value of motor vehicles and fixtures and fittings is £99,000 and £29,000 (2008:£287,000 and £nil) in respect of assets held under finance leases and similar hire purchase contracts. Depreciation for the year on these assets was £86,000 and £6,000 respectively (2008:£52,000 and £nil). Long leasehold land and buildings £000

Motor vehicles

Total

£000

Fixtures and fittings £000

1,103

605

420

2,128

Additions

-

214

72

286

Disposals

-

(148

(32

(180

36

671

460

1,167

At revaluation

1,067

-

-

1,067

Total

1,103

671

460

2,234

At beginning of year

39

291

199

529

Charge for year

20

149

56

225

-

(124

(32

(156

59

316

223

598

At 31 March 2009

1,044

355

237

1,636

At 31 March 2008

1,064

314

221

1,599

Company

£000

Cost or valuation At beginning of year

At end of year At cost

Accumulated depreciation

Disposals At end of year Net book value

50


ANNUAL REPORT 2009 FINANCIAL STATEMENTS

... Included in the total net book value of Motor Vehicles and fixtures and fittings is £nil and £29,000 (2008:£137,000 and £nil) in respect of assets held under finance leases and similar hire purchase contracts. Depreciation for the year on these assets was £36,000 and £6,000 respectively (2008:£52,000 and £nil). Valuation Details The land and buildings at Anchor Brook Business Park, are held on a 999 year lease from 12 October 2001. This property was revalued with effect from 31 March 2006, at £1,230,000. This includes various items of plant, which are incorporated at net book value within “fixtures and fittings” above. A statement from the valuers is set out below: “The property was valued by qualified professional valuers working for the company of DTZ Debenham Tie Leung, Chartered Surveyors, acting in the capacity of External Valuers. All such valuers are Chartered Surveyors, being members of the Royal Institution of Chartered Surveyors (“RICS”). The property was valued on the basis of Market Value. Our opinion of the Market Value of the property was primarily derived using recent comparable recent market transactions on arm’s length terms. All valuations were carried out in accordance with the RICS Appraisal and Valuation Standards. Our valuation report is dated 10 April 2006. RD Gough FRICS has been the signatory of valuation reports provided to the Company for the same purpose as the Valuation Report since December 2002. DTZ Debenham Tie Leung has been carrying out valuations for the Company for the same purpose as the Valuation Report for the same period. DTZ Debenham Tie Leung is a wholly owned subsidiary of DTZ Holdings plc (the “Group”). In the Group’s financial year to 30 April 2006, the proportion of fees payable by the Company to the total fee income of the Group was less than 5%.” An interim valuation was performed as at 31 March 2009 by an appropriately qualified member of staff. The directors are not aware of any material change in value and therefore the valuation set out above has not been updated. All other tangible fixed assets are stated at cost. Details of revalued assets are as follows:

Long leasehold land and buildings £000

Assets at valuation At 2006 open market value at beginning and end of year

1,067

Accumulated depreciation At beginning of year

39

Charge for year

20

At end of year

59

Net Book value At 31 March 2009

1,008

At 31 March 2008

1,028

Historical cost of revalued assets At beginning and end of year

611

Accumulated depreciation At beginning of year

51

Charge for year

10

At end of year

61

Net Book value At 31 March 2009

550

At 31 March 2008

560 51


ANNUAL REPORT 2009 FINANCIAL STATEMENTS

12

NOTES TO THE FINANCIAL STATEMENTS FIXED ASSET INVESTMENTS Company

Notes

Shares in group undertakings £000

Cost At beginning of year

3,360

Adjustment to deferred consideration

20

(500

At end of year

2,860

Provisions At beginning and end of year

-

Net book value At 31 March 2009

2,860

At 31 March 2008

3,360

The undertakings in which the Group’s interest at the year end is more than 20% are as follows (all subsidiary undertakings are incorporated in Great Britain): Name

Nature of business

Company holding %

Shaylor Construction Limited

Construction services

100

Shaylor Special Projects Limited

Construction services

100

Interior fit out and refurbishment

100

Commercial Development

100

Shaylor Homes Limited

Dormant

100

F.J.Shaylor (Builders) Limited

Dormant

100

Castlegate 501 Limited

Dormant

100

Subsidiary undertakings

John Davies Interiors Limited Shaylor Developments Limited

All holdings are ordinary shares.

13

WORK IN PROGRESS Group

Construction and development costs incurred to date Payments on account received and receivable not matched with turnover

52

2009

2008

£000

£000

2,048

3,870

(36

(97

2,012

3,773


ANNUAL REPORT 2009 FINANCIAL STATEMENTS

14

DEBTORS Group

Company

2009

2008

2009

2008

£000

£000

£000

£000

Trade debtors

5,935

6,722

2

-

Amounts owed by Group undertakings

2,696

1,207

4,361

2,045

Amounts recoverable on contracts

3,196

4,205

-

-

Other debtors

88

165

376

-

Prepayments

539

217

103

205

12,454

12,516

4,842

2,250

15

CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR Group

Company

2009

2008

2009

2008

£000

£000

£000

£000

390

2,113

-

729

41

133

5

85

212

23

-

-

-

-

7,428

2,392

12,820

12,982

117

78

Tax and social security

822

897

674

652

Corporation tax

382

382

-

17

Other creditors

523

1,284

433

1,271

Accruals

348

513

54

111

15,538

18,327

8,711

5,335

Bank loans and overdrafts (secured) Obligations under finance leases and hire purchase contracts (secured) Contract payments on account Amounts owed to Group undertakings Trade creditors

Bank loans and overdrafts are secured by fixed and floating charges over the assets of the Group. Interest is charged at 1.25% above bank base rate. Obligations under finance leases and hire purchase contracts are secured on the assets to which they relate.

16

CREDITORS: AMOUNTS FALLING DUE AFTER ONE YEAR Group

Obligations under finance leases and hire purchase contracts falling due in two to five years (secured)

Company

2009

2008

2009

2008

£000

£000

£000

£000

44

52

28

-

Obligations under finance leases and hire purchase contracts are secured on the assets to which they relate. 53


ANNUAL REPORT 2009 FINANCIAL STATEMENTS

17

NOTES TO THE FINANCIAL STATEMENTS PROVISION FOR LIABILITIES AND CHARGES Deferred tax

Group and Company £000 20

At beginning and end of year 2009

2008

£000

£000

23

22

The elements of deferred tax are as follows: Accelerated capital allowances Other timing differences

18

(3

(2

20

20

2009

2008

£000

£000

1,000

1,000

105

105

Revaluation reserve £000

Profit and loss account £000

SHARE CAPITAL Group and Company Authorised: 1,000,000 ordinary shares of £1 each Allotted called up and fully paid: 105,263 ordinary shares of £1 each

19

RESERVES Group

At beginning of year

468

5,648

Profit for the year

-

1,821

Dividends on shares classified as shareholders’ funds

-

(1,000

Excess depreciation on revalued tangible fixed asset

(10

10

At end of year

458

6,479

Company

54

Profit and loss account £000

At beginning of year

1,810

Profit for the year

1,129

Dividends on shares classified as shareholders’ funds

(1,000

At end of year

1,939


ANNUAL REPORT 2009 FINANCIAL STATEMENTS

20

ACQUISITIONS On 13 March 2008, the company acquired the entire issued share capital of John Davies Interiors Limited for an estimated consideration of £3,160,000 including expenses. During the year ended 31 March 2009, the consideration expected has been revised to £2,660,000, and the goodwill arising has been reduced by £500,000. A summary of the assets acquired is as follows: Book and fair value at acquisition £000 Tangible fixed assets Work in progress Debtors Cash Creditors

169 17 2,666 696 (2,140 1,408

Goodwill

1,252

Consideration (including costs)

2,660

Consideration satisfied by cash in the year ended 31 March 2008

1,750

Consideration satisfied by cash in the year ended 31 March 2009

507

Consideration deferred

243

Costs of acquisition

160 2,660

PENSION AND SIMILAR OBLIGATIONS

21

The group contributes to a number of defined contribution pension schemes (some of which are company schemes) in respect of various employees of the Group. The pension charge for the year represents contributions payable by the Group to these funds and amounted to £226,000 (2008: £155,000). At 31 March 2009, there were outstanding contributions of £25,000 (2008: £21,000).

55


ANNUAL REPORT 2009 FINANCIAL STATEMENTS

22

NOTES TO THE FINANCIAL STATEMENTS

COMMITMENTS Leasing commitments 2009 The Group has commitments for payments under operating leases as follows:

Buildings

2008 Buildings

£000

Plant & Equipment £000

£000

Plant & Equipment £000

Leases expiring in less than one year

6

25

-

-

Leases expiring in one to two years

-

-

-

12

Leases expiring in two to five years

24

-

35

-

30

25

35

12

Capital commitments At 31 March 2009, neither the Group nor the Company had any capital commitments (2008: £nil). Contingencies One of our subsidiaries has been the subject of the Office of Fair Trading’s (“OFT”) ongoing investigation of cover pricing in the construction industry (under the Competition Act 1998). The investigation relates to three contracts tendered for by that company between 2001 and 2005. Any liability ultimately arising would be a maximum of 10% of turnover in the affected product and geographic markets, which represent less than 10% of the Group’s turnover. The subsidiary has been co-operating fully with the OFT and does not believe that customers have suffered any loss or damage as a result of any actions. Other commitments The Group had liabilities under contractual performance bonds, entered into in the normal course of business, amounting to £1,829,000 (2008: £966,000). The Company has provided a cross-company guarantee to certain of the bankers of other Group companies. The total amount outstanding in respect of these loans and overdraft were £394,000 (2008: £1,384,000). The Group has given a guarantee to certain of the Group’s bankers in respect of net amounts due to the bank. At 31 March 2009 this liability amounted to £4,033,000 (2008:£5,466,000). The Company’s liability in respect of this guarantee was £261,000 (2008:£940,000). In addition, there is a legal charge over the land and buildings owned by the Company in respect of Group borrowings.

23

ULTIMATE CONTROLLING PARTY The company’s immediate and ultimate parent undertaking is Shaylor Holdings Limited, which is registered in Great Britain. The results of the company have been consolidated into the Group headed by Shaylor Holdings Limited for the period ended 31 March 2009. The consolidated financial statements of Shaylor Holdings Limited are available to the public and may be obtained from Companies House, Crown Way, Cardiff, CF14 3UZ. Steve Shaylor, a director of the parent company Shaylor Holdings Limited is the ultimate controlling party.

56


WE MADE THIS DOCUMENT GREEN WE USED FSC CERTIFIED PAPER WE PRINTED WITH VEGETABLE BASED INKS WE USED ACID FREE PRINTING WE MADE IT AVAILABLE ONLINE

Credits Designed and produced by www.ricemedia.co.uk Images courtesy of Painter Creative and Visionary Language © Shaylor Group PLC 2009 Environmental statement: This annual report is printed on soporset sheet & core paper which is sourced from well managed forests and other controlled sources certified and in accordance with the fsc (forest stewardship council). The originating mill is 14001 certified. All inks are vegetable based and printing was performed using a direct digital to plate repro system eliminating the need for film developer & acid fixers.

Product group from well-managed forests and other controlled sources www.fsc.org Cert no. CU-COC-807950 © 1996 Forest Stewardship Council

Shaylor Group Frederick James House 52 Wharf Approach Anchor Brook Business Park Aldridge West Midlands WS9 8BX T: +44 (0) 1922 741570 F: +44 (0) 1922 745604 enquiries@shaylorgroup.com www.shaylorgroup.com


This Document is the Policy of Shaylor Group Plc and is to be enacted throughout all aspects of the business to which it relates The original of this document, signed by the CEO, is held in the Headquarters Safe

Title

Site Health and Safety Policies

Status

Policy ver a

Date Signed

Authorised By Steve Shaylor

Doc Ref

SGP-002

Page 1 of 22

Purpose To, in conjunction with the overall Health and Safety Policy (SGP-001), set out the Company‟s policy relating to specific areas of business Health and Safety Management. This document sets standards which must be applied on all sites under control of a Shaylor Group business and enacted by the Director responsible for each division.

Authorisation Authorised and approved by the Shaylor Group Board of Directors for implementation within all subsidiary businesses. Signed: Position: CEO Shaylor Group Date:

01.05.10

Interpretation Within this document, „Shaylor‟ may be taken to mean any workplace, property or undertaking that is under the control of Shaylor Group or any subsidiary business of the Group.


This Document is the Policy of Shaylor Group Plc and is to be enacted throughout all aspects of the business to which it relates The original of this document, signed by the CEO, is held in the Headquarters Safe

Title

Site Health and Safety Policies

Status

Policy ver a

Date Signed

Authorised By Steve Shaylor

Doc Ref

SGP-002

Page 2 of 22

Index Purpose ............................................................................................................................................................................. 1 Authorisation ................................................................................................................................................................... 1 Interpretation .................................................................................................................................................................. 1 1 Hand Tools and Work Equipment ................................................................................................................. 3 2 Health and Safety Risk Assessment ................................................................................................................ 3 3 4 5 6 7 8 9 10 11

Electricity ............................................................................................................................................................. 4 Control of Substances Hazardous to Health ............................................................................................... 5 Smoking (See Smoking Policy) ......................................................................................................................... 6 Asbestos ............................................................................................................................................................... 6 Employee Consultation on Health and Safety ............................................................................................. 7 PPE ......................................................................................................................................................................... 8 Hard Hats............................................................................................................................................................. 8 Storage of Materials & Substances ................................................................................................................. 9 Noise ................................................................................................................................................................... 10

12 13 14 15 16 17 17.1 17.2 18

Manual Handling ............................................................................................................................................... 10 Emergency Procedures ................................................................................................................................... 10 First Aid .............................................................................................................................................................. 11 Waste.................................................................................................................................................................. 11 Work at Height ................................................................................................................................................ 12 Scaffolds .............................................................................................................................................................. 13 Tube and Fit Scaffolds / System Scaffolds ................................................................................................... 13 Self Assembly Tower Scaffolds & Podium Steps ....................................................................................... 14 Hand Arm Vibration (HAV)........................................................................................................................... 15

19 20 21 22 23 24 25

Welfare ............................................................................................................................................................... 16 Communication of Responsibilities to Sub Contractors......................................................................... 17 Drugs & Alcohol at Work.............................................................................................................................. 18 Refusal to Work on the Grounds of Health and Safety .......................................................................... 19 Driving Policy .................................................................................................................................................... 20 Stress Management Policy .............................................................................................................................. 22 Revision and Review Information ................................................................................................................. 22


This Document is the Policy of Shaylor Group Plc and is to be enacted throughout all aspects of the business to which it relates The original of this document, signed by the CEO, is held in the Headquarters Safe

Title

Site Health and Safety Policies

Status

Policy ver a

Date Signed

Authorised By Steve Shaylor

Doc Ref

SGP-002

Page 3 of 22

1 Hand Tools and Work Equipment Shaylor acknowledge its duties under the Provision and Use of Work Equipment Regulations 1998. We require that those who provide work equipment are responsible for ensuring it is properly maintained and safe in use. Persons working on sites must only use tools for which they have been trained. It is the business policy that Abrasive Wheels and Percussion Tools are only to be used by persons who hold a valid certificate of training (certificates are generally valid for three years). Those providing work equipment are to ensure it is tested, inspected and maintained in line with statutory requirements and best practice, and that a record is made of this inspection. As a minimum, all equipment used in work controlled by Shaylor must be inspected by a competent person on an annual basis. 2 Health and Safety Risk Assessment As a responsible contractor, Shaylor embraces the spirit and requirements of the Management of Health and Safety at Work Regulations 1999. We will ensure that no work takes place without it first being subject to a suitable and sufficient assessment of health and safety risk. Significant risks and controls will be communicated to those undertaking the work. Documentary proof of the assessment, communication or risk information and safe work method must be held at the place of work. It is the responsibility of the person making arrangements for the work to be done to ensure that an assessment is made. The Shaylor Representative in control of the place where the work is to be done must be in possession of the assessment, and satisfied as to its adequacy, before allowing work to start.


This Document is the Policy of Shaylor Group Plc and is to be enacted throughout all aspects of the business to which it relates The original of this document, signed by the CEO, is held in the Headquarters Safe

Title

Site Health and Safety Policies

Status

Policy ver a

Date Signed

Authorised By Steve Shaylor

Doc Ref

SGP-002

Page 4 of 22

3 Electricity Electrical equipment in offices and warehouses controlled by Shaylor is of a domestic nature. To comply with the requirements laid down in the Electricity at Work Regulations 1989 the following policy applies. All work pertaining to fixed or non user serviceable portable equipment is undertaken by qualified electricians. All portable electrical equipment in our office is to be subject to a combined PAT Test at 12-monthly intervals, and the building supply is to be inspected by a qualified Electrician at intervals of not less than every 5 years. Electrical equipment used on construction sites is to be of the lowest voltage possible for the task, generally 110V centrally earthed. All equipment is to industrial standard and either double insulated or earthed. Equipment used on site is subject to PAT Testing every 3-6 months dependant on environment. Where 240V equipment is used a RCD (Circuit Breaker) must be placed between plug and supply. Site Temporary Supplies are to be made only by qualified Electricians and are to be tested every six months. Connections in to supplies and the making live services are to be managed under permit from the Shaylor Representative in control of work.


This Document is the Policy of Shaylor Group Plc and is to be enacted throughout all aspects of the business to which it relates The original of this document, signed by the CEO, is held in the Headquarters Safe

Title

Site Health and Safety Policies

Status

Policy ver a

Date Signed

Authorised By Steve Shaylor

Doc Ref

SGP-002

Page 5 of 22

4 Control of Substances Hazardous to Health Shaylor will comply with the requirements of the Control of Substances Hazardous to Health Regulations (COSHH) 2002. Those setting an individual to work, or arranging for work to be undertaken are to ensure that an assessment of risk to health and safety arising from substances generated by or used during the work is made and properly controlled. Proper control of risks arising from substances includes making sure those who may be exposed understand and are able to fully implement the controls required during normal use, emergency situations and where appropriate storage and transport. This includes providing “CHIP� data sheets to persons in control of a store area or work place and if appropriate transfer notes to transport providers or waste carriers. Persons in control of any workplace or store area have a duty to ensure that they fully understand the risks arising from substances, present, used, stored or created within the area for which they are responsible as well as how these are to be controlled. They must maintain a register of any substances present; this register must detail emergency action as well as the location of the COSHH Risk Assessment relating to the substance. When instigating controls; preference must be given to those which enable the elimination of the hazardous substance or process, control relying on Personal Protective Equipment or Procedural Solutions are to be used only where no viable alternative is available. The effectiveness and use of controls, including Health Surveillance and Monitoring is to be monitored. Any records relating to Health Screening, Surveillance or Monitoring will be kept for 40 years. Records relating to Substance Risk Assessment must be kept for at least three years following cessation of the activity to which they relate.


This Document is the Policy of Shaylor Group Plc and is to be enacted throughout all aspects of the business to which it relates The original of this document, signed by the CEO, is held in the Headquarters Safe

Title

Site Health and Safety Policies

Status

Policy ver a

Date Signed

Authorised By Steve Shaylor

Doc Ref

SGP-002

Page 6 of 22

5 Smoking (See Smoking Policy) Smoking is only permitted within designated areas of work places under control of Shaylor. It is the responsibility of the person in control of the workplace to clearly identify these areas, ensure good house keeping, minimise fire risk and if appropriate agree their location with the Client or other Stakeholders. Those who choose not to smoke have a right not to inhale second hand smoke. All work places under the control of Shaylor must provide smoke-free welfare facilities and work areas. 6

Asbestos

Shaylor does not own any properties where asbestos may be present. It is the policy of Shaylor to identify and control risks arising from all materials containing asbestos on sites where we undertake work. Where the presence of asbestos is suspected, or indicated within a work area, the fullest possible asbestos survey will be undertaken and risk arising from identified asbestos controlled before work commences. A minimum Type Two survey is to be in place before any work, a Type Three survey must be in place before structural alteration or demolition takes place. Removal of asbestos will only be contracted to suitably competent licensed contractors, who will ensure notification is issued to the HSE and airborne fibre monitoring undertaken where appropriate. Where property is purchased or taken into control of the business, the person organising the purchase must ensure an asbestos register is in place, and made available to any person taking custody of or working on / within the building.


This Document is the Policy of Shaylor Group Plc and is to be enacted throughout all aspects of the business to which it relates The original of this document, signed by the CEO, is held in the Headquarters Safe

Title

Site Health and Safety Policies

Status

Policy ver a

Date Signed

Authorised By Steve Shaylor

Doc Ref

SGP-002

Page 7 of 22

7 Employee Consultation on Health and Safety Shaylor recognises that employees have a statutory right to be consulted on matters affecting their health and safety. Representation is through line and functional management channels, those responsible for workplaces or who set others to work therefore become the Health and Safety Representative for that place or work. Concerns relating to Health and Safety should be addressed, in the first instance, to the Health and Safety Representative who will pass them through normal management channels. In the event that any person feels unable to use this mechanism they may make use of the Near Hit Reporting System or contact the Health and Safety Manager directly. Consultation on Health and Safety matters is to take place through line and functional management structures. Where appropriate this should also include direct consultation with affected employees. Applications for formal Health and Safety Representation by Union or other Health and Safety Representatives will be considered by the Board.


This Document is the Policy of Shaylor Group Plc and is to be enacted throughout all aspects of the business to which it relates The original of this document, signed by the CEO, is held in the Headquarters Safe

Title

Site Health and Safety Policies

Status

Policy ver a

Date Signed

Authorised By Steve Shaylor

Doc Ref

SGP-002

Page 8 of 22

8 PPE Where Risk Assessment or Statutory Duty identifies a requirement for the provision of Personal Protective Equipment (PPE) this will be issued, free of charge, to our employees. It is the duty of those responsible for setting an individual to work or who are in control of a work place to ensure that the issue of PPE is recorded, is correct for the hazard, and that training in its use delivered as well as to make arrangements for subsequent re-issue following wear out or damage. Sub-contractors are expected to provide their own PPE. Where PPE is provided by Shaylor the cost is to be recovered from the recipientâ€&#x;s Employer. Those provided with PPE have an absolute duty to use it when required, those setting persons to work have a duty to monitor PPE use and take corrective action if rules are ignored. Unless supported by a written risk assessment indicating reasons to the contra, Steel Toe Capped Boots and High Visibility Clothing (vest, jacket etc) must be worn at all times by all persons working on Shaylor sites. 9 Hard Hats Shaylor requires that Hard Hats be worn at all times during work on its construction sites. From time to time, where there is no risk of falling objects, site mangers may declare a site or portion thereof to be hard hat free. It is then the responsibility of the site manager, or other person in control of a work area, to record this decision and ensure that should any activity that creates a falling object hazard take place appropriate controls to eliminate the risk of head injury are put in place. Signs mandating the use of hard hats must be shown at all points of entry to areas where hard hats are required, these areas should be clearly defined with a barrier or other means. Hard Hat signs should be covered or removed when hard hats are not required in the area to which they relate.


This Document is the Policy of Shaylor Group Plc and is to be enacted throughout all aspects of the business to which it relates The original of this document, signed by the CEO, is held in the Headquarters Safe

Title

Site Health and Safety Policies

Status

Policy ver a

Date Signed

Authorised By Steve Shaylor

Doc Ref

SGP-002

Page 9 of 22

10 Storage of Materials & Substances Those who bring materials into areas under our control, or arrange for them to be brought in to our control, are required to liaise with the Shaylor Representative responsible for the work place in order to identify how they may be safely stored and handled. Those making these arrangements are expected to make arrangements to, where practical, ensure items may be safely mechanically or manually handled. The Shaylor Representative responsible for the workplace must liaise with the person bringing the item into our control. The Representative should ensure materials can be safely stored in a way that minimises the risk of damage to the items or persons (e.g. stacked so as not to topple, marked if hazardous, safe and clear access between, etc.). Where substances are to be stored, the Shaylor Representative responsible for the work area must ensure the CHIP information sheet is kept in the site COSHH file. Any hazards or risks arising from use, leakage or disposal must be understood. It is the policy of Shaylor Group Plc that all Highly Flammable materials (e.g. Styrene, Petrol, LPG) should be stored in appropriate containers (Fire Safes). In particular LPG must only be stored in purpose-designed cages which must be suitably ventilated and protected from site traffic. In an exception to the above, not more than a total of five litres of petrol may be stored in approved carriers (as for the carriage of fuel in vehicles) in a ventilated storage container but not in welfare areas or offices. Appropriate fire extinguishers must be in place outside the storage container which must have a warning sticker at its entrance. Diesel and oils may only be stored in suitably bunded containers and dispensed over a drip tray or other means of catching and controlling spills. An oil spill kit must be in place on sites where oils are stored or used.


This Document is the Policy of Shaylor Group Plc and is to be enacted throughout all aspects of the business to which it relates The original of this document, signed by the CEO, is held in the Headquarters Safe

Title

Site Health and Safety Policies

Status

Policy ver a

Date Signed

Authorised By Steve Shaylor

Doc Ref

SGP-002

Page 10 of 22

11 Noise Our business acknowledges both the direct pathological affects of noise and the damage that noise induced stress can cause to our employees, agents and the public. To minimise these hazards, Shaylor will comply with the Control of Noise at Work Regulations 2006. It is the duty of those arranging for work to be done to ensure that the risk to health arising form Noise is assessed for the work under their control and to ensure adequate controls are put in to reduce each personâ€&#x;s exposure to noise to the lowest possible level. Risks to public and other third parties must be considered. All sites must have hearing protection available and this must be available to those who may be exposed to levels of noise higher than 80 dB(A). Where levels exceed 85 dB(A) the use of hearing protection is mandatory. Where significant exposure to noise above 85 dB(A) is anticipated, an accurate noise survey should be undertaken and health surveillance (audiometric testing) offered to exposed employees. 12 Manual Handling Shaylor is committed to ensuring its ongoing compliance with Manual Handling and Operations Regulations 1992 It is the duty of those setting persons to work or making arrangements for work to be done to ensure that the risk of injury to health arising from manual handling injury is assessed and controlled. Controls are to give preference to measures that eliminate the need to undertake manual handling. Dependence on controls which rely solely on training or procedure is to be avoided. All manual staff who work direct for Shaylor are to receive Manual Handling training and receive annual refresher training. 13 Emergency Procedures The person in control of any workplace controlled by Shaylor is required to put in place a plan for reducing the likelihood of an emergency occurring and ensure processes are in place for the management of foreseeable emergencies such that the risk of loss of life and damage to property is minimised. At our head office this comprises a building risk assessment and emergency plan; on construction sites this comprises the Construction Phase H&S Plan and Site Emergency Plan.


This Document is the Policy of Shaylor Group Plc and is to be enacted throughout all aspects of the business to which it relates The original of this document, signed by the CEO, is held in the Headquarters Safe

Title

Site Health and Safety Policies

Status

Policy ver a

Date Signed

Authorised By Steve Shaylor

Doc Ref

SGP-002

Page 11 of 22

14 First Aid It is the responsibility of the person in control of any workplace to ensure that a First Aid Risk Assessment is made for each area under their control and that appropriate First Aid provision (equipment, notices, and trained personnel) is made available and regularly checked. Without prejudice to this assessment it is our policy that at least one First Aider at Work (person with 4 day Health and Safety Executive approved course) is permanently present at any construction site we control. Where minor works, such as building maintenance or snagging, take place at least one team member should be an Appointed Person. All First Aiders working on Shaylor sites must display their Certificate in the Site Office (or in their personal H&S Folder). 15 Waste Waste is any material or item that is no longer required by its owner and may only be removed from areas under the control of Shaylor by carriers who hold an Environment Agency Waste Transfer Licence. The consignment must be accompanied by a waste transfer note. Waste may not be transferred between Shaylor controlled locations. It is the responsibility of the person controlling the area to ensure waste is stored safely, segregated in line with the carriers requirements, removed only by an authorised agent of Shaylor, and that a waste transfer note is obtained and held on file for each consignment.


This Document is the Policy of Shaylor Group Plc and is to be enacted throughout all aspects of the business to which it relates The original of this document, signed by the CEO, is held in the Headquarters Safe

Title

Site Health and Safety Policies

Status

Policy ver a

Date Signed

Authorised By Steve Shaylor

Doc Ref

SGP-002

Page 12 of 22

16 Work at Height This policy has been reviewed in line with the Work at Height Regulations 2005. For each aspect of work undertaken by Shaylor, risks posed by any work at heights must be assessed and appropriate controls put in place. These controls must favour those measures that provide global protection to all and not just the individual, and be recorded in the task risk assessment. Without prejudice to the above, Shaylor mandates the following: Ladders & Step Ladders may not be used as work platforms (i.e. to work off) unless no other option is available. If this is the case, the reasons and additional measures taken to prevent falling must be detailed in a site-specific risk assessment, and a written permit obtained from the person in control of the site. Permission for Use of Ladders & Step Ladders: Permission to use ladders and step ladders must only be given where the risk assessment demonstrates: o the work is of low risk – i.e. does not involve dangerous tools, not in a place where a person could fall out a window, or through a nearby fragile surface / roof light etc. o also it is of short duration – Normally this means no more than 15 to 30 minuets in any work day. o or that ladders are the only way of doing low risk work- For this to be the case existing features that cannot be altered must prevent access to work by other means. (a pile of rubbish would not count as an existing feature that could not be altered). Fall Arrest Equipment is to be used only as a last resort and then only when provision can be made for rescue of a fallen person within 3 minutes of a fall occurring. Where possible harnesses should be of the inertia reel type. Any persons using fall arrest equipment must have received at least half a days training in safe use and maintenance. Rescuers require additional training. Falls into Voids are to be prevented rather than mitigated (i.e. use of safe T Deck, Nets or Scaffold in preference to Airbags or Soft Landing System).


This Document is the Policy of Shaylor Group Plc and is to be enacted throughout all aspects of the business to which it relates The original of this document, signed by the CEO, is held in the Headquarters Safe

Title

Site Health and Safety Policies

Status

Policy ver a

Date Signed

Authorised By Steve Shaylor

Doc Ref

SGP-002

Page 13 of 22

Trestles & Hop Ups – Hop Ups (to about 40 Cm) may be used providing they are in good condition, manufactured for purpose and are stowed away when not in use. Trestles do not provide a safe working platform. Safe working platforms include; low level scaffold towers, Youngerman Boards with Hand Rails and system scaffolds with hand rails, these must be used in preference to trestles. The use of trestles must be limited to areas where no other access method can be used, a written permit must be issued for their use. 17 Scaffolds 17.1 Tube and Fit Scaffolds / System Scaffolds Before selecting a scaffold contractor, the Shaylor Representative responsible for the work must decide if the Scaffold is Complex. If the scaffold is complex; A design must be produced by the contractor and evaluated by an independent engineer As minimum a programme of independent inspection must be agreed, implemented and recorded o Independent inspection must take place once the scaffold is erected, and, o after any significant alterations. In all cases arrangements must be made for a recorded inspection of the scaffold by a competent person, every seven days, or after any event likely to affect its stability. Scaffolds must be constructed to National Standards and erected in line with NASC Guide to Good Practice for Scaffolding with Tube and Fittings (TG20:08) and following the safe work procedures described in SG4:05 Preventing Falls in Scaffolding and Falsework (both available form http://www.nasc.org.uk). Open platforms are not permitted. Loading Bays are to be gated and where possible access is to be by towered stair. Ladders, if used for access, should either be set at right angles to the work platform and accessed by a self closing gate, or be contained within a separate ladder tower in which the trap is separated from the working platform by a safety rail. Ladders through floor or directly to side of scaffold should be used only where no other option is practical, physical measures to prevent falls through the hole must be put in place. Scaffolds are to be erected only by competent persons; operatives must hold a minimum NVQ Level 1


This Document is the Policy of Shaylor Group Plc and is to be enacted throughout all aspects of the business to which it relates The original of this document, signed by the CEO, is held in the Headquarters Safe

Title

Site Health and Safety Policies

Status

Policy ver a

Date Signed

Authorised By Steve Shaylor

Doc Ref

SGP-002

Page 14 of 22

in Scaffold Erection or be registered on a CITB approved course. On-site supervision of apprentices and the workforce must be provided by a person with a minimum of NVQ 2 in Scaffold operation. The Construction Industry Scaffolders Record Scheme (CISRS) is accredited to CSCS, holding a Part 1 or Part 2 CISRS Card is evidence of compliance to the NVQ qualification requirements. 17.2 Self Assembly Tower Scaffolds & Podium Steps Scaffold towers must be erected in line with the manufacturers instructions and then only by persons who can prove their competence to do so by producing evidence of training. Users must follow the manufactures guidance for safe use. The method of erection must minimise the risk of falling. Where the platform is higher than 1.5 meters full edge protection (full enclosure with Hand Rails at two levels and Toe Boards) must be provided, below this level, edge protection comprising at least one hand rail at waist height must be in place. In some cases the platform may be split. This can only take place if the upper platform is still provided with edge protection (i.e. at least one hand rail at waist height) Towers which exceeded the manufacturerâ€&#x;s height-to-width ratio must be provided with additional support, this must be put in place by a qualified Scaffolder.


This Document is the Policy of Shaylor Group Plc and is to be enacted throughout all aspects of the business to which it relates The original of this document, signed by the CEO, is held in the Headquarters Safe

Title

Site Health and Safety Policies

Status

Policy ver a

Date Signed

Authorised By Steve Shaylor

Doc Ref

SGP-002

Page 15 of 22

18 Hand Arm Vibration (HAV) Shaylor acknowledges its duties under the Control of Vibration at Work Regulations 2005 and seeks to ensure that no person working on our sites is exposed to vibration levels in excess of the statutory maximum of 5.0m/s2 A(8). Those who arrange for work to be done must ensure that the work method minimises potential for exposure of the workforce to vibration, actions taken must be recorded. Shaylor has adopted the Hire Association Europe – Traffic Light system for control of vibration. Any person arranging for tools to be purchased or brought on to site must ensure that a colour coded maximum usage time sticker (Red – Assess Risk, Amber – 2 Hours , Green- 8 Hours) is attached to all powered hand tools brought on to site. Shaylor employees must not use any hand tool for longer than the safe use period indicated by the sticker on it. Tools with a Red sticker may not be used without a specific risk assessment. Employees who use hand tools must record both type of tool and duration of exposure on their time sheet. Line Managers must report excessive exposure to vibration (use of red tools) to the H&S Manager. All site workers must receive information on the outcomes of exposure to vibration, how to prevent risk and identify symptoms of Vibration White Finger as part of any site induction. Shaylor employees who use vibrating hand tools are subject to Health Surveillance in the form of an annual questionnaire. If cause for concern is identified the employees Line Manager must inform the H&S Manager Immediately, the H&S Manager will arrange further assessment and action. Where workers employed by a Subcontractor, the Shaylor Representative responsible for the work must, prior to allowing work to start, ensure that employer makes provision for; The need to use hand held vibrating tools to be minimised Identifying the maximum period for which each tool may be used Recording the period of time for which each person uses a tool and providing a copy of this record, signed by the subcontractor‟s supervisor, to the Shaylor Representative, on a daily basis.


This Document is the Policy of Shaylor Group Plc and is to be enacted throughout all aspects of the business to which it relates The original of this document, signed by the CEO, is held in the Headquarters Safe

Title

Site Health and Safety Policies

Status

Policy ver a

Date Signed

Authorised By Steve Shaylor

Doc Ref

SGP-002

Page 16 of 22

19 Welfare Those who control areas where work takes place must ensure that adequate welfare facilities are in place for staff. As a minimum provision must comply with the Construction (Design and Management) Regulations 2007 as appropriate to site. Toilets must be flushing and provided broadly in line with requirements of the above Regulations, i.e. clean, adequately lit, ventilated, provide for privacy, provide; soap, toilet paper, hot and cold (or warm) water and towels or an alternate means of drying. They should be accessible and provided in the ratios below.

Minimum In General

Minimum if used by men only

People

No. Water Closets

No. Wash Stations

No. Men

No. Water Closets

No. Urinals

1- 5

1

1

1 - 15

1

1

6 - 25

2

2

16 - 30

2

1

26 – 50

3

3

31 - 45

2

2

57 - 75

4

4

46 - 60

3

2

76 – 100

5

5

61 - 75

3

3

76 - 90

4

3

91 - 100

4

4

Where this is not possible, numbers may be decreased by increasing cleaning intervals providing peak loads do not place unnecessary stress on the facility. During the first and last three weeks of a project, flushing facilities may be replaced with chemical toilets as a temporary provision. However they must be appropriate in number (max 10 people per unit) and provided with proper washing facilities. Where clients facilities are used these must meet Shaylor‟s requirements and be easily accessible. Canteens are provided with wholesome drinking water, and comply with Shaylor‟s non-smoking policy, facilities for cleaning utensils etc must be to hand. Where possible a fridge, microwave and hot water boiler are to be provided as a courtesy to those working on our sites, these are to be cleaned appropriately and subject to PAT Testing.


This Document is the Policy of Shaylor Group Plc and is to be enacted throughout all aspects of the business to which it relates The original of this document, signed by the CEO, is held in the Headquarters Safe

Title

Site Health and Safety Policies

Status

Policy ver a

Date Signed

Authorised By Steve Shaylor

Doc Ref

SGP-002

Page 17 of 22

All welfare facilities must be thoroughly cleaned at least once a day.

20 Communication of Responsibilities to Sub Contractors The person in control of any Shaylor workplace is responsible for ensuring that those who work on the site comply with company policy. Any person placing an order must ensure that requisite company policy is formally communicated to the vendor and is required to make reasonable endeavours to ensure that any vendor appointed is able to meet the requirements. Subcontractors are required to comply with company policy as communicated to them at time of order or as subsequently updated. See Subcontractor HSEQ Requirements (HS-FO-039).


This Document is the Policy of Shaylor Group Plc and is to be enacted throughout all aspects of the business to which it relates The original of this document, signed by the CEO, is held in the Headquarters Safe

Title

Site Health and Safety Policies

Status

Policy ver a

Date Signed

Authorised By Steve Shaylor

Doc Ref

SGP-002

Page 18 of 22

21 Drugs & Alcohol at Work Use of drugs and/or alcohol may affect an individual‟s: concentration, coordination and decision making abilities. For this reason no person may operate plant, equipment or make decisions pertaining to operation or safety whilst under the influence of drugs or alcohol. For the purpose of this policy, drugs are as defined in the Misuse of Drugs Act 1971 (or subsequent attendant legislation) and alcohol as drink in the Road Traffic Act 1988. Shaylor operates a Zero Tolerance Policy with respect to this matter, attending work under the influence of drugs or alcohol is defined as Gross Misconduct within the company‟s disciplinary policy and Site Rules. Persons found to have breached this policy will be removed from site, Shaylor employees will be subject to full action as defined in the disciplinary policy and may be dismissed Persons operating plant or equipment on Shaylor sites must not consume alcohol for at least 8 hours before doing so. Without prejudice to the above, no person on site may have a blood alcohol level greater than that permitted for driving a private vehicle on the road in England. Being under the influence of drugs is defined as being observed taking a substance or exhibiting symptoms of drug use. Many illegal drugs have residual effects therefore should a person test positive for drugs they will be treated as being under their influence. Persons who have been prescribed medication must check that it will not affect their work. If they are at all unsure that this is the case advice must be sought from the Shaylor Representative in control of the work. Shaylor may test any person working on their sites for drug or alcohol use, this may be as part of random testing, in response to an allegation or following an incident. Alcohol will be tested for using a calibrated breathalyser. Drugs will be tested for either through a urine test or use of „Drug Wipe‟. Refusal to take a test will be considered a positive result. Shaylor accepts that as part of their duties employees may be required to attend events where the consumption of alcohol is standard business practice. Where this is the case, employees must make provision to avoid driving, operating equipment and making operational decisions once alcohol has been consumed. Employees must not return to construction sites having consumed alcohol.


This Document is the Policy of Shaylor Group Plc and is to be enacted throughout all aspects of the business to which it relates The original of this document, signed by the CEO, is held in the Headquarters Safe

Title

Site Health and Safety Policies

Status

Policy ver a

Date Signed

Authorised By Steve Shaylor

Doc Ref

SGP-002

Page 19 of 22

22 Refusal to Work on the Grounds of Health and Safety 1. Introduction 1.1 This statement sets out the policy of Shaylor Group PLC in respect of „Refusal to work on the grounds of Health and Safety‟ by all employees (or sub-contractors if appropriate) 2.

Responsibility

2.1 Shaylor Group PLC will take all reasonable measures to ensure that those persons referred to in 1.1 above are made aware of the contents of this policy and that it will not effect their continued employment by the company in the event of any invoking of this policy. Shaylor Group PLC will take all reasonable measures to prevent, so far as it is reasonably 2.2 practical, any invocation placed on any person by this policy by planning safe working conditions. 2.3 Employees of Shaylor Group PLC will at all times exercise diligence in monitoring their safe working environment for themselves and other persons in the working area 3.

Criteria for invoking the policy It is a condition of employment with the company that all persons referred to in 1.1 above shall comply with the following: a. If any situation arises which an employee believes will or has resulted in an unsafe working environment for some or all their must immediately draw it to the attention of their direct line manager so he can investigate and resolve the issue locally, if possible b. If line management cannot be immediately contacted then in a safe manner stop or do not commence may working operations subject to the risks identified, and warn others in danger of the concerns you have. c. Double check that there are no instructions or information available locally to resolve the issue. d. If the line manager does not support your concerns ask for a „second opinion‟ to ether verify the line managers findings or support your concerns e. Ensure that you are clear in describing what the concerns or issues are. f. Providing the concern is genuine, even if it is ultimately seen to be unfounded then the employee will not be the subject of any detrimental action by the company.

The responsibility for the implementation of this policy is vested in the Shaylor Group PLC.


This Document is the Policy of Shaylor Group Plc and is to be enacted throughout all aspects of the business to which it relates The original of this document, signed by the CEO, is held in the Headquarters Safe

Title

Site Health and Safety Policies

Status

Policy ver a

Date Signed

Authorised By Steve Shaylor

Doc Ref

SGP-002

Page 20 of 22

23 Driving Policy Shaylor Group PLC (SG) shall take all reasonable measures to reduce the risks to staff, other road users and the public resulting from driving to as low as is reasonably practicable. SG takes a holistic view of the risks associated with travelling by car by considering both the skills required and behaviour whilst driving, with particular regard to those travelling long distances or during unsocial hours. The Company shall provide adequate information, instruction and training to employees. At all times while driving employees shall conduct themselves in accordance with the Company‟s policy and shall use their own judgment to ensure that they reduce the risks to themselves and to others to as low as is reasonably practicable. The Group Operations Director will: ensure so far as possible that all drivers employed, or acting on behalf of the Company, behave in a safe and considerate manner, obeying all applicable road safety legislation and showing respect for other road users; ensure that evidence is provided by all drivers that they hold a full current licence for the class(es) of vehicle(s) that they drive on Company business; ensure that evidence of suitable insurance is demonstrated for all privately owned vehicles used for Company business; ensure that all drivers of their own vehicle on Company business provide evidence of a current MOT for the car; ensure that all drivers advise the People Services Manager in confidence of: all endorsements to their driving licence or disqualification from driving; any change of a privately owned vehicle use for Company business; and any change to insurance conditions as soon as is practicable after the penalty is imposed or any change occurs; ensure that all vehicles owned or operated by the Company are subject to regular servicing by a reputable garage and routine examination by a nominated, competent member of staff who is responsible for ensuring the vehicles‟ continue road / operational worthiness; ensure that, for Company-owned vehicles, all maintenance procedures, equipment and replacement parts are suitable for the vehicle in question; ensure that training is provided by the Company for specific driving skills (4x4 off road, security defensive driving etc) where required; encourage all drivers to try to improve their driving skills, for example by taking the Institute of Advanced Motorists‟ Advanced driving Test or achieving the RoSPA Bronze, Silver or Gold Driver‟s Standard. Employees will: be responsible for their own safety, for any passengers or loads carried in the vehicle and for ensuring that the vehicle is safe to use (including hired vehicles); ensure that passengers are carried only in accordance with the vehicle manufacturer‟s design specification, with a seat for everyone and only one person per seat;


This Document is the Policy of Shaylor Group Plc and is to be enacted throughout all aspects of the business to which it relates The original of this document, signed by the CEO, is held in the Headquarters Safe

Title

Site Health and Safety Policies

Status

Policy ver a

Date Signed

Authorised By Steve Shaylor

Doc Ref

SGP-002 Page 21 of 22 ensure that seat belts are installed for the driver and all passenger seats and worn on all journeys; wherever possible, share driving on journeys of over two hours‟ duration; not allow travel plus working time to exceed 12 * hours per day – except during extraordinary circumstances. plan their journeys to avoid travel in adverse weather and excessive hours; if necessary, due to adverse weather, journey length or number of hours worked, make use of overnight accommodation arranged at the Company‟s expense at the discretion of the driver; Company car drivers should draw any concerns / defects to the attention of the Group Finance Director as soon as possible; report promptly any problems with the condition of hired vehicles to the supplier and also inform the Group Finance Director; only use mobile telephones in accordance with SG Car Policy 4.3.3; find a safe place to park to make telephone calls or receive messages; on a long journey take regular breaks to help relax and reduce tiredness; not stop on the hard shoulder of a motorway except in an emergency.

* these figures should be reduced during poor weather or if the situation is likely to continue for extended periods.


This Document is the Policy of Shaylor Group Plc and is to be enacted throughout all aspects of the business to which it relates The original of this document, signed by the CEO, is held in the Headquarters Safe

Title

Site Health and Safety Policies

Status

Policy ver a

Date Signed

Authorised By Steve Shaylor

Doc Ref SGP-002 Page 22 of 22 24 Stress Management Policy SG is committed to sustaining the health and wellbeing of its employees by implementing strategies that comprehensively address health and safety issues. The Company recognises that individual and organisational health are interdependent. While overall responsibility for stress management and employee wellbeing lies within the remit of the People Resources Manager, every employee has a duty toward stress prevention and management. It is SG policy to: limit uncertainty through strategic planning and effective communication of organisational change, making full use of the various communications channels available, including regular information and consultation meetings attended by workforce representatives. promote a culture of regular dialogue between individuals and their line managers. When faced with undue stress (caused by personal or work-related issues) we encourage individuals to seek help from their line manager or a member of the human resources department – they may also do son on behalf of a colleague, if appropriate. encourage line managers to understand the role they play in supporting employees and influencing their health and well being. Support includes demonstrating understanding of work problems, appreciation of the individual‟s work and genuine concern for their welfare. provide access to a company doctor and a professional counselling service, which is managed externally and is confidential. monitor trends in absenteeism and sickness data. seek employee feedback through informal discussion, annual appraisals and surveys. communicate regularly with any employee absent due to stress to explore ways in which the Company may help to alleviate stress. periodically evaluate and review the effectiveness of this policy. 25 Revision and Review Information Revision A A B C D

Date January 1997 January 2000 January 2003 October 2006 March 2010

Details Rewrite of Policy Review – no changes Amended to suit current legislation and in-house changes Significant revision to allow new H&S Management System – Full re-Issue Full Revision of Document


Reading Station Area Redevelopment Construction Phase Plan Principle Contractors: JDI (Shaylor Group) Project Number: 106499/6.12.1

JDI (Shaylor Group) Construction Phase Plan The Heritage Building & Temporary Accommodation Stages 1 & 2 Reading Station 106499/6.12.1 RSS1E/DEL/PLN/JDA/000001 Rev A03 Contractor’s Registered Office Address: 11fa The Wharf, Bridge street, Birmingham. B1 2JS Review and Acceptance by: __________________________________ On behalf of Network Rail Job Title: Date: The responsibility for the health, safety and environmental management of the Works rests fully and unreservedly with the Principal Contractor. The acceptance of a Construction Phase Plan on behalf of Network Rail and i nvolvement i n Studies or Audits does not i n an y way absolve t he Principal C ontractor from t hat responsibility, nor i s i t i ntended t o c onfirm or suggest t hat t he P rincipal C ontractor f ully m eets t he statutory requirements.

By

CRE Approval

Date

Description of Modification

Rev.

Date

2

09 02 11

P. Bolland

For Review

3

10 02 11

P. Bolland

For Approval


Reading Station Area Redevelopment Construction Phase Plan Principle Contractors: JDI (Shaylor Group) Project Number: 106499/6.12.1

1.0 INTRODUCTION This Construction Phase Plan has been developed by John Davies Interiors Limited as a requirement of the CDM Regulations, and all persons involved in the contract must actively contribute to the plan. Contribution will be in either material form e.g. the provision of risk assessments and method statements, (through Work Package Plans & Task Briefing Notes) and / or compliance with all relevant sections within the plan. The Plan has been written as a working document relative to the Project GRIP6 Internal Alterations to the Heritage Building and Temporary Accommodation Stages One & Two and does not prejudice any statutory requirements. It is intended to ensure that all the relevant legislative responsibilities placed on the Principal Contractor shall be undertaken and all relevant Approved Codes of Practice and Health and Safety Guidance relative to the works shall be followed including current Network Rail procedures. It is not intended to refer to the specific legislation and guidance documents in every section of the plan specifically to avoid wasteful repetition of the accepted duties and requirements of the Principal Contractor. The sole purpose of health and safety legislation is to eliminate the hazardous elements of the construction industry. The main problems are culture, attitude and ignorance. It is the prime objective of John Davies Interiors Limited Directors and its Site Managers / Supervisors to continually improve the approach to health and safety of all employees, contractors and all other persons who are involved in the works. All health and safety legislation will be implemented without exception on these works. The intention of this plan is to lay down procedures for the development of safe systems of work. Our Site Management & Office base team will manage, identify and control all matters relating to health and safety on the construction site known as The Heritage Building and Temporary Accommodation Stages 1 & 2. Further to the requirements above, the Directors of John Davies Interiors Limited intend to obtain the maximum benefit from this plan by way of the layout and instruction given to the Site Manager in the implementation. The success of the plan will be judged, monitored and analysed on the following criteria. a. b. c. d. e.

Health and Safety Contract Programme Overall efficiency Economic success Programme / Progress Reports

The four subjects are interrelated. To achieve one in the combination improves the prospects of achieving the other three with relatively little effort and certain success. 1.1 Site of Work Leased to a Third Party by Network Rail Not Applicable in this Contract

2

2


Reading Station Area Redevelopment Construction Phase Plan Principle Contractors: JDI (Shaylor Group) Project Number: 106499/6.12.1

1.2 Location of the Worksite Occupied by Tenant There are a number of stakeholders using the Heritage Building. The office space to the first floor is occupied by First Great Western and other Select Service Providers. Works within these areas cannot commence until Temporary Accommodation Stage One has been completed ready for these tenant to move into. The Public House, The Three Guineas, will be in operation at all times. The works have been programmed in a sequential manner to allow the pub to remain open. Upgrade works that affect the pub are: Installation of a new boiler and wet heating system Provision of new kitchen facilities and new cafĂŠ area Provision of new external furniture storage area within the confines of the pub Development of new toilet areas to the first floor and disabled to the ground External works to install the new services to the pub Mark Timmons, the Scheme Project Manager for Network Rail, has had many discussions with the Landlord of the Pub. We will need to engage with the Landlord before the works commence within his demise to discuss our access requirements and the constraints imposed on JDI in keeping the pub running. It is important to enter into these discussions at an early stage and the intention is to do this as the Contract commences. 1.3 Description of Project The purpose of this scheme is the refurbishment of the Three Guineas Pub within the Grade 2 listed Heritage Building due to the planned demolition of the single storey building at the West end in July 2011. The single story building currently houses the Three Guineas kitchen and toilets as well as other station operational staff. The pub kitchen will be located in the existing Upper Crust unit. To ensure revenue protection the kitchen will have a serving hatch into a walk in an area on the current platform 4. There will be a door access provided through to the pub on the kitchen side allowing food to be served to the public house customers. The WC layout has been designed to reflect the current facilities at the Three Guineas Pub and has been agreed with the owner Peter Mackie. The male and female public toilets are to be located in the East of the Building on the first floor above the pub kitchen. A DDA compliant toilet will be located on the ground floor at the East end of the building in the pub existing storage area. A replacement storage area is to be crated within the Three Guineas in the area adjacent to the existing stairs leading to the beer cellar at the West end of the building. The package of works is to provide temporary accommodation in the form off office space, general storage and catering facilities. This temporary arrangement is to last until 2014 and will cater for the needs of users currently located on the first floor of the Heritage Building and in other parts of Reading Station.

3

3


Reading Station Area Redevelopment Construction Phase Plan Principle Contractors: JDI (Shaylor Group) Project Number: 106499/6.12.1

2 Arrangements 2.1 Project Health, Safety and Environmental Goals Access to the works for contractors will be via Station Hill at the front of Reading Railway Station. Reading Borough Council clearly indicate there is no provision for parking and all contractors will be informed of this at tender stage and the point reinforced during the induction period. All erected work platforms will be inspected on completion by the Site Manager to the installer and a required record of that inspection will be made in the site register. The Site Manager shall also carry out the required regular inspection as laid down in the approved code of practice and shall keep the records within the prescribed register. No person other than those authorised and competent will be allowed to alter a work platform at any time, any person found to be doing this will be dismissed from site immediately. Material transportation from storage to workplace must be via a route which does not impede or put at risk any member of the public, or other employees within the building or site operatives. This is a significant risk on this project and will be highlighted within our Work Package Plans. All high level work must be carried out by competent persons and the Principal Contractor must ensure that suitable and adequate Work Package Plans and Task Briefs for all such works are in place before allowing any work to commence. It has been identified there are six high hazard activities so far: o The movement of vehicles and materials across the forecourt of The Heritage Building o The provision of a working platform at high level to install the Air Handling Unit and other small services equipment to the East of the Heritage Building. o Installation of the offices, storage containers and catering facilities to Stage 1 & 2 of the Temporary Accommodation Stages o Providing additional drainage to accommodate the existing at the front of the Heritage Building requiring a reduced dig of up to seven meters. o Removal of asbestos containing materials within the Heritage Building o Erection of a temporary hoarding on platform four prior to any works commencing in the current Upper Crust retail unit. The project qualifies for the implementation of a Site Waste Management Plan. Our template is shown in Appendix G.

4

4


Reading Station Area Redevelopment Construction Phase Plan Principle Contractors: JDI (Shaylor Group) Project Number: 106499/6.12.1

2.2 Project Management Structure, Organisation & Responsibilities Project:

The Heritage Building, Reading Station, Reading.

Client:

Network Rail York Way Kings Place London N1 9AG

Contact:

Rupert Walker Rupert.walker@networkrail.co.uk 07799 864359

Project Coordinator

Bill Henry Bill.henry@networkrail.co.uk 07795 508494 RSAR Caversham Road Reading RG1 8JG

Scheme Project Manager

Mark Timmons Mark.timmons@networkrail.co.uk 07515 628061 RSAR Caversham Road Reading RG1 8JG

CDM Co-Ordinator:

Contractors Responsible Engineer (CRE)

Bill Henry Bill.henry@networkrail.co.uk 07795 508494 RSAR Caversham Road Reading RG1 8JG Leslie Hancock Hancock Wheeldon & Ascough 64 Yoxall Road Solihull West Midlands B90 3RP Tel: 0121 745 7600 5

5


Reading Station Area Redevelopment Construction Phase Plan Principle Contractors: JDI (Shaylor Group) Project Number: 106499/6.12.1

Principal Contractor:

JDI 11a The Wharf Bridge Street Birmingham West Midlands B1 2JS

Contact:

Paul Bolland Tel: 0121 633 5813 Mobile: 07827 890911 paul.bolland@jdinteriors.co.uk

Designer:

(On behalf of Corus) Grimshaw Architect on behalf of Chorus 57 Clerkenwell Road London EC1M 5NG

Electrical Contractor:

Maglec Ltd Tamworth Business Centre Amber Close Tamworth Staffordshire B77 4RP

Contact:

Steve Wood Tel: 01827 51444 Mobile: 07792 439932 steve@maglec.co.uk

Mechanical Contractor:

React Building Services Unit B3 Castle Vale Enterprise Park Park Lane Birmingham West Midlands B35 6LJ

Contact:

Dave McMullen Tel: 0121 748 3111 Mobile: 07980 758186 Dave@reactbsl.com

Site Manager: Steve Larwood: Responsible for the day to day activities on site as set out in this Construction Phase Plan including constant liaison with the Station Duty Managers of First Great Western. These individuals need to be identified and we will need to engage with them prior to the commencement of this project. Steve will also report to all HSEA representatives of Network Rail. He will undertake the role of Race Card coordinator making contact the Duty Station Manager on a daily basis as & when required. 6

6


Reading Station Area Redevelopment Construction Phase Plan Principle Contractors: JDI (Shaylor Group) Project Number: 106499/6.12.1

Steve is responsible for ensuring day to day compliance, and management of health, safety and welfare on site liaising with the Network Rail Construction Managers. He will be responsible for ensuring that adequate facilities are available and for routine monitoring of activities during site works and is also responsible for monitoring the competence and ability, of operatives and contractors on site. Site Supervisor: Kevin Downey: A Site Supervisor who will be appointed within the first three weeks of the project commencing to facilitate the need for shift works when the programme of works within the Heritage Building commences. This person will follow the Health & Safety processes that we adopt and will assist Kevin in his communications. Document Control: Jane Vinsan: To oversee the compilation of documentation and for channelling this through Network Rail Document Control: Document.control@RSAR@networkrail.co.uk Head Office Support: Paul Bolland: Contracts Manager: 07827 890911: To support Steve Larwood and ensure JDI health & safety procedures are adhered to, prior to, and during site visits to the project. Health & Safety Support: Andrew Rolinson: Health & Safety Adviser for the Shaylor Group: 07816 662422: To visit the project on a regular basis to inspect and audit the works. (Note: All audits to be issued to the appointed Network Rail HSEA representative. Document Control: All documents will be submitted through the central process channel Document.controlRSAR@neworkrai.co.uk with the use of transmittal sheets. Paul Bolland, Steve Larwood & Jane Vinsan will be responsible for the issuing of all documents such as, and not limited to: Construction Phase Plan Work Package Plans Task Briefing Sheets Programmes Contractors Quality Plan Progress Reports Drawings Temporary Work Arrangements (Form C) Work can only commence once all documentation has been reviewed and signed off to allow the construction process to begin. Programming: Paul Bolland will be responsible for the updating of the Contract Construction Programmes and will use these to support our interim contract reports. All elements listed will be used for Network Rail monitoring such as the Racecard which Kevin Jones will take ownership of and update on a weekly basis. Commercial: Paul Dorrell: Quantity Surveyor: will ensure the pre-construction information and our Construction Phase Plan is issued to all contractors during the JDI tender process ensuring there is full compliance with the agreed local Health, Safety and Environmental issues on the project. 7

7


Reading Station Area Redevelopment Construction Phase Plan Principle Contractors: JDI (Shaylor Group) Project Number: 106499/6.12.1

NB: This structure only covers the site activities Directors: Responsible for the setting of overall policy and ensuring adequate resources are available, and for ensuring that contractors are competent, capable and allocate sufficient resources for their input. A site Organisation chart can be found in appendix H. 2.3 Applicable Standards Work Package Plans (NR/L3/INI/CP0044) Quality (NR/PRC/MPI/CP0028) Environment Contract Requirements (RT/LS/S/015) Working Safely with Buried Surfaces (NR/L1/AMG/1010) Competence Management ((NR/L2/CTM/001) Company Fire Safety Handbook (NR/CS/FIR/100) Contract Requirements Quality (NR/L3/INI/CP0028) The Provision of Welfare Facilities (NR/L3/INI/CP0036) Environmental Performance Indicators (NR/L3/INI/CP/0050) Accident and Incident Reporting and Investigation (NR/L2/INV/002) General Requirements for the Reporting of Accidents (NR/L3/INV/0101) Statutory reporting of Accidents (NR/L3/INV/0113) Policy on Working Safely (NR/CS/OHS/002) High Street Environment and Conditions for Work Outside of Network Rail Controlled Infrastructure (NR/SP/OHS/005) All the process can be viewed online at www.uk.ihs.com/products/standards/network-railcompany-standards.htm . They are also available by subscription from Technical Indexes Ltd 01344 328039 SGP – 001 Shaylor Group PLC. Health & Safety Policy SGP – 002 Site Health & Safety Policy SGP – 003 Quality Policy Statements SGP – 004 Environmental Policy Statements SGP – 005 Corporate Social Responsibilities All the above documents can be viewed on our intranet and contained within the appendix J Control of Asbestos Regulation 2006 CDM Regulations 2009 The Construction (Health, Safety, & Welfare) Regulation 1996

8

8


Reading Station Area Redevelopment Construction Phase Plan Principle Contractors: JDI (Shaylor Group) Project Number: 106499/6.12.1

2.4 Identify the CRE and any other nominated signatories Our Contractor’s Responsible Engineer, (CRE) will be Leslie Hancock of Hancock Wheeldon & Ascough. He will undertake the approval process and review all documentation associated with any temporary working arrangements. His CV can be found in appendix K. FOR THE TASK BRIEFING SHEETS LESLIE HANCOCK HAS NOMINATED OUR SITE MANGER STEVE LARWOOD TO SIGN THESE OFF. 2.5 Outline of Work Methodology – Defining the Breakdown of Work into Work Packages. Works are planned to commence on Monday 7th February 2011 and will be completed in phases over a twenty week period to accommodate key dates that compliment the overall planned redevelopment programme for Reading Station. Temporary Accommodation Stage One completed

28th Feb

Formation of new kitchen

10th Mar

Toilet facilities to the First Floor commences

14th March

Temporary Accommodation Stage Two commences

18th April

Temporary Accommodation State Two completes

13th May

Project Complete

24th June

The dates and phasing within the Heritage Building with the overall programme of works are yet to be fully defined and will be agreed through a series of meetings with Peter Mackie of Broken Foot Inns after our Pre-Start Meeting. There will be a large element of working outside of normal working hours, particularly with the installation of the boiler, formation of the opening between the pub & new kitchen and the provision of a storage area for the external furniture. JDI will adopt a flexible approach to this and agree a timetable with the pub landlord and owner. The external works in front of the Public House will require careful planning to cause minimum disruption to the operation. Continuous liason between Mark Timmons, Peter Mackie (pub owner) and JDI will be essential for a satisfactory outcome. Current Construction Programmes can be found in Appendix A of this document.

9

9


Reading Station Area Redevelopment Construction Phase Plan Principle Contractors: JDI (Shaylor Group) Project Number: 106499/6.12.1

2.6 Arrangements for determining the schedule for the preparation, approval and acceptance of work packages specific to the project & 2.7 Identify the Schedule for the Production of Work Packages Including Those Requiring Network Rail Acceptance. Work Package Plans for The Heritage Building and Temporary Accommodation Stages One & Two can be determined by the sequential manner the works are to be carried out: Site Set Up Temporary Accommodation State One Development of the Upper Crust Retail unit into a new Pub Kitchen and Platform CafĂŠ Development of toilets to the first floor and ground floor DDA toilet Temporary Accommodation Stage Two External Works and Boiler Installation Existing Kitchen Decommissioning & Provision of External Furniture Store within the Pub The importance of the above and the level of input required from Network Rail can be identified in Appendix C. The amount of work package plans will be determined at the regular weekly meetings between JDI & Network Rail with are planned for every Wednesday from 3pm. The Work Package Plans will be drafted up and issued for approval, via Document.control@networkrail.co.uk,. Supporting documentation such as temporary works will be incorporated into each issue where applicable. Usually three weeks would be allowed for the Work Package Plan to be issued through documents control and for the approval process to take its course allowing sufficient time should there be a requirement for an amendment to the Plan. The initial Plan will highlight any significant risks which can be discussed at the project weekly progress meeting between the Principle Contractor, Network Rail Project Manager and their Construction Managers. Through this regular dialogue all participants will be given the opportunity of addressing and/or mitigating any risk to the project. All Work Package Plans that include the need for temporary works will need the approval of our CRE prior to the final review by Network Rail. 2.7 Identify the Schedule for the Production of Work Packages including Those That Require Network Rail Acceptance. The table shown in appendix C identifies the Work Packages Plans required. Should there be a change in the manner that the works proceed such as any design changes or project programme dates change then the Work Package Plans that have been approved will need to be review, amended, adapted or removed depending on the level of change. This will be highlighted and discussed at the regular progress meeting held weekly between Network Rail and JDI.

10

10


Reading Station Area Redevelopment Construction Phase Plan Principle Contractors: JDI (Shaylor Group) Project Number: 106499/6.12.1

2.8 Reference to Standard Activity Methodologies and Risk Assessments Everyday communications of a contractual nature will remain on the basis of past custom and practice. Matters relating to health, safety and the environment will be conducted on a more formal basis and Work Package Plans will be required to be provided to JDI at least four weeks prior to any such work commencing. On high risk elements the contractor will need to provide the statutory information five prior to works commencing so it can be incorporated within the Work Package Plans. JDI will ensure that the operatives on site are fully aware of their Work Package Plans as the information will be transferred into Task Briefing Sheets and that all works are carried out in accordance with those Work Package Plans. Breaches of health and safety legislation by any member of the workforce will be recorded. Copies of such records will be forwarded to John Davies Interiors Limited head office and Network Rail Document Control. Information regarding risks to health and safety, arising from the environment, in which the project is to be carried out and/or the construction work itself will be passed to contractors as soon as it becomes available from Network Rail’s HSEA appointed person.. The provision of method statements and risk assessments by the Contractors is a general requirement of this plan and failure to provide information when required will prevent a commencement of works, which could have a severe consequence on the programme. All records of staff competences will be kept on record within the site temporary office throughout the duration of the project or until that particular activity has been completed. Task Briefings to the relevant workforce will be undertaken on a daily basis and before any work shift patterns can commence. All procedures relating to breaches in health & safety together with the agreed specification require to be recorded and then action taken through the agreed processes. For works associated with underground services drawings will be provided by Network Rail and used as part of our survey for the associated works. The Work Package Plans associated with this will be compiled by our Site Manager and reviewed by our CRP prior to the final submission to Network Rail. All risks identified in the Work Package Plans will be assessed using our standard generic risk assessments as a guide. This can be identified in appendix C which is crossed referenced with the Work Package Plans identified. 2.9 Information for Contractors Any design changes will be directed through the Scheme Project Manager of Network Rail Mark Timmons for approval or comment on the design portion packages that we are responsible for in the first instance. The design will be reviewed by our CRE and submitted through Document Control for approval. All design changes implemented by Network Rail will be authorized via the Project Managers Instructions. JDI will assess these instructions in accordance with the agreed contractual arrangements. 11

11


Reading Station Area Redevelopment Construction Phase Plan Principle Contractors: JDI (Shaylor Group) Project Number: 106499/6.12.1

Any design changes from the Client’s design team will be distributed to those contractors who are affected. In most cases there will be cost implications to the changed design and Network Rail’s Project Manager will be advised during the Forecast meetings that will be held weekly prior to the instructions to proceed being issued to the affected contractor. Regular co-ordination meetings are to be held with all contractors involved to ensure that the disruptions caused by the execution of their works are being properly controlled. Problems will be addressed during the proposed regular site meetings. Design issues will be raised at the progress meetings, thus ensuring that those making the design changes are covered with regard to design liability for those changes. 2.10 Selection of Sub Contractors, Materials and Plant All contractors and suppliers of plant or materials undergo a pre-qualification process which asks standard questions such as relevant experience, attitudes towards health, safety & the environment and any accreditations to recognised bodies with particular emphasis on references. Each organization is then vetted before being placed on our approved suppliers list. The selection procedures are outlined in the tender documentation sent to new contractors during the tender period. Once the project becomes live each contractor and supplier will be monitored on a daily or weekly basis, depending on complexity, value and the amount of involvement. Monitoring will take place in two key areas. Firstly by our Site Team ensuring the installation is fit for purpose and does not interfere with the following on trades. Secondly at the end of the project a case study of each of the contractors involved with be made highlighting any concerns the Site team experienced ensuring any quality issues are addressed. Certain suppliers such as the mechanical and electrical contractors will require regular coordination meetings to ensure the installation is compliant and compatible with the Client’s requirements. 2.11 Communication and co-operation Wednesday afternoons, from 3pm, have been set aside for team meetings with all disciplines involved with the project invited to attend. There will be two types of meetings, each held fortnightly, Progress & Planning. In both cases Health, Safety and the environment will be high on the agenda. Attendees would be: Project Manager Commercial Manager Project Engineer Construction Manager HSE Planner CRE Contracts Manager Site Manager HS&E Advisor Quantity Surveyor

Network Rail Network Rail Network Rail Network Rail Network Rail Network Rail JDI JDI JDI JDI JDI 12

12


Reading Station Area Redevelopment Construction Phase Plan Principle Contractors: JDI (Shaylor Group) Project Number: 106499/6.12.1

At certain times during the construction period specialist contractors will be invited to the meeting to discuss and explain their specialist involvement. Initially we would consider inviting representatives from the following contractors: Electrical Mechanical Groundwork Kitchen Equipment Supplier/Installer Any design matters affecting the works will be discussed at these regular meetings where amendments can be made and agreed via the RDC procedures. The final document will be issued to those parties through document control and in good time prior to the commencement of the works package. All methodology changes in relation to the works require to be identified within the Work Package Plans and Task Briefing Sheets. Our Site Manger will be expected to attend the weekly Race Card meetings to hear and discuss matters concerned with the other contractors working within and around the vicinity of Reading station. The purpose of the meeting is also to discuss the forthcoming workload initially six weeks in advance and provide a programme showing all activities planned for that period. Labour, plant and materials for the works are also discussed. All permits for working shall be discussed at this meeting. Our key personnel are listed in Appendix H of this document. Contact Details: Steve Larwood Steve.larwood@jdinteriors.co.uk

07980 928569

Leslie Hancock: CRE enginees@h-w-a.co.uk

0121 745 7600

Kevin Downey: Site Supervisor Kevin.downey@jdinteriors.co.uk

07901 803926

Jane Vinsan: Document Control Jane.vinsan@jdinteriors.co.uk

07977 173007

Paul Bolland: Contracts Manager / Planner Paul.bolland@jdinteriors.co.u 07827 890911 Andrew Rolinson: HSE Officer Andrew.rolinson@jdinteriors.co.uk

07816 662472

Paul Dorrell: Quantity Surveyor Paul.dorrell@jdinteriors.co.uk

07827 890938

Steve Williams: Construction Manager Steve.williams@networkrail.co.uk

07814 530679

13

13


Reading Station Area Redevelopment Construction Phase Plan Principle Contractors: JDI (Shaylor Group) Project Number: 106499/6.12.1

Tom Brenchley HSEA Specialist Tom.branchley@networkrail.co.uk

07766 695714

Mark Timmons Scheme Project Manager Mark.timmons@networkrail.co.uk

07515 628061

2.12 Consultation with People on Site Our initial contact with our contractor’s personnel is through the site induction process, which take place on a daily basis. (Our standard induction heading and content can be found in Appendix F of this document.) Within the induction process are opportunities for individuals to participate in Health & Safety matters on site and are actively encouraged to adopt a positive culture with respect to themselves and others. Any serious or imminent danger situations must be reported to our Site Manager who will inform the Duty Station Manager without delay which will be reported through IGC. In the event of the Principal Contractor employing other contractors the following criteria will be adhered to:a.

The Principal Contractor will have previous experience of the contractor, his attitudes towards health, safety & environment and his ability to carry out the work safely.

b.

If the above does not apply, the contractor will have a proven track record in the type of works which he is about to undertake (references will be required and taken up).

c.

The contractor can show that he has a positive and proactive attitude towards health and safety, and can demonstrate this.

2.13 Reporting of Accidents and Incidents Certain major injuries, diseases or dangerous occurrences have by law to be notified by the quickest practicable means (e.g. by telephone) to the Health and Safety Executive (HSE). In addition all accidents and incidents shall also be reported in accordance with the requirements contained in the Network Rail Standard set out and to the Infrastructure Group Control, IGC, on 01908 723585. NR/L3/INI/CP0046 NR/L3/INV/0110

The reporting & investigation of Accidents and Incidents Irregular Working – Reporting & Risk Ranking

Should there be an incident or accident we will submit the appropriated completed forms: NR2072A NR2072B NR2072W

Initial Accident Report Form Detailed Accident Report Form Irregular Working Initial Investigation Form

Our Site Manager Steve Larwood and Site Supervisor Kevin Downey will report any accident or Incident that occurs whilst in possession of our site to the Duty Station Manager and complete the appropriate form when necessary. 14

14


Reading Station Area Redevelopment Construction Phase Plan Principle Contractors: JDI (Shaylor Group) Project Number: 106499/6.12.1

It shall be the duty of the Site Manager to ensure the immediate notification is made to JDI Head Office in the event of a serious accident or occurrence. In turn notifications will be made to the Station Duty Manager at Reading Station and the nominated HSEA manager from Network Rail along with the Scheme Project Manager for the scheme Mark Timmons. All operatives during the induction process will be encouraged to buy into the Close Call Card reporting system. The Close Call Cards will be made available within the confines of the site compound and everyone will be asked to use them should they witness any situation where there is a near miss to causing injury to the workforce & public or damage to property & plant and finally the local environment. A Close Call called a Contractor Observation Card Box will be on site for these cards to be placed in. The cards will be handed to our HSEA representative for review and reporting back to Network Rail. Typical serious injuries would be: Fatalities Loss of consciousness Broken bones, fractures (other than fingers and toes) Amputations Dislocations of the shoulder, hip, knee and toes Loss of sight Penetration of the eye Electric shock or burn Typical dangerous occurrences would be: Collapse of a structure Collapse or overturning of scaffolds over 2m high Collapse or overturning or failure of any part of a lifting appliance (cranes, slings, chains, pulleys, etc) (These must be reported even if no injury occurs) NB: The above is not a complete list. Reference should be made to the RIDDOR Regulations for the full list. Whether it be an accident or close call the incident will be recorded on our standard forms and distributed to all parities including the Duty Manager in line with these works. Fire plans and evacuation procedures will be displayed in the temporary site office and are shown in appendix E. 2.14 Emergency Procedures All site operatives and visitors will be given details during the site induction procedure. This will include information with regard to the existing systems being operated within the Heritage Building by First Great Western and Broken Foot Inns. We will adopt the fire strategy within the Heritage building and adapt the plan as the works progress updating the Fire Plan on a regular basis and displaying the information in both our temporary Site Office and Canteen. The up to date Fire Plan will be explained in the Induction processes to new Site Personnel and Visitors and currently our proposal is appended in section E. In the event of any emergency the Duty Manger must be informed without delay. All operatives will be told to cease work and vacate the work area and for security reasons the area will be 15

15


Reading Station Area Redevelopment Construction Phase Plan Principle Contractors: JDI (Shaylor Group) Project Number: 106499/6.12.1

locked down by either our Site Manager or Site Supervisor. The daily induction register will be used to ensure all operatives and personnel are accounted for. No one will be allowed back onto the site without the express permission of our Site Manager with the exception being for reasons of Health & Safety from Network Rail or First Great Western. Fire exits and assembly points will be clearly defined and all exit routes will be kept clear, being checked throughout the working day by our Site Manager Kevin Jones. Emergency evacuation procedures will be posted at the signing-in point in the Site Cabins and will form a major part of the induction training. The Heritage Building and Reading Station Surrounding area will be designated non-smoking and operatives ignoring this rule will be escorted from the project. The Principal Contractor will ensure that all contractors will adhere to good housekeeping practices with regular clearance of combustible material. Storage of flammable materials will be the subject of a separate method statement. Fire fighting equipment will be placed on the site for use during an emergency. All hot work permits to be issued by the Site Manager – Kevin Jones. Hot work permits will be required for any work which may give the slightest risk of fire and precautions required will include the provision of fire fighting equipment suitable for the purpose and a means of raising the alarm. All work requiring hot work permits will cease one hour before end of shift and a visual inspection will take place immediately before the site is left for the day. The hot work permit will be handed back to the issuer on completion of the days work. Prior to the issue of a Hot Work Permit to the site operatives at Reading Station JDI will seek a permit from the Station Duty Manager. Police Emergencies: Castle Street Reading RG1 7TH 0845 850 5505 In an emergency dial 999 British Transport Police Office: Reading Station Situated at the main concourse area 0118 959 0950 Fire Services: Caversham Road Fire Station Cabersham Road Reading Berkshire RG1 8AA

16

16


Reading Station Area Redevelopment Construction Phase Plan Principle Contractors: JDI (Shaylor Group) Project Number: 106499/6.12.1

Network Rail RSAR Office 80 Caversham Road Reading RG1 8JG Mark Timmons

Scheme Project Manager

07515 628061

Tom Blenchley

HSEA Specialist

07766 95714

Duty Station Manager Platform 4 2.15 First Aid Kevin Downy, our Site Foreman, will be the First Aider on site. A notice will be displayed in the Site Office where the site inductions will take place clearly showing this and will form part of the induction process. As the principle first aider Kevin will be responsible for ensuring the First Aid box is kept up to date and that a full first aid box is kept at all times replenishing stocks immediately should there be a need too. In the event of first aid treatment the recipient will be assessed and should there be a severe injury Kevin will be called to task whilst help is sought. Kevin will communicate the conditions of any casualty to the emergency services. A First Aid box will be kept at the signing-in point within the site office. Emergency Numbers shall be listed and kept at the signing-in point. Due to the size of the project we only envisage a need for one first aider on site at all times. Should there be a need for emergency hospital treatment the nearest is: Local Accident & Emergency Hospital: Royal Berkshire Hospital Accident and Emergency Department London Road Reading RG1 5AN Tel: 0118 322 5111 NB: This information will be made known during the induction process.

17

17


Reading Station Area Redevelopment Construction Phase Plan Principle Contractors: JDI (Shaylor Group) Project Number: 106499/6.12.1

2.16 Welfare Site Welfare facilities have been proscribed within the tender documents as being within the internal corner between WH Smith and the Heritage Building on Station Approach to the front of Reading Station. We will be providing temporary site accommodation in the form of typical purpose made site huts. A site office and canteen will be provided next to the emergency escape door of the West end to the Heritage Building adjacent WH Smith. A plan of the welfare area can be viewed in Appendix C. The temporary facilities will have electricity and water supplies connected to the Heritage building utility supplies. Temporary toilets will be provided by a portable toilet connected to the local foul drainage system. All temporary site facilities will be enclosed within herris fencing and signage will be displayed notifying the public of its use and prevent accidental admission. The site Welfare facilities comply with the requirements of NR/L3/INI/CP0036. 2.17 Information and Training for People on Site John Davies Interiors Limited Site Managers and Site Supervisors have all had training and are qualified in the following: (i) (ii) (iii)

Construction Site Manager/Supervisor Health and Safety Awareness training First Aid at Work

The Site Manager shall be responsible for informing and instructing employees, contractors, and visitors to site of any relevant matters under the requirements of the Construction Phase Plan and the contents and control measures of any assessments carried out. All operatives who are to operate or erect any machinery, plant or equipment on site shall be fully trained and competent in its use. They shall provide to the Site Manager details, including training certificates, of their qualifications and competence. No work will be allowed to commence unless this information has been provided and verified. Each operative will receive induction training and task briefings before being allowed onto the site. The induction will include: 1.

2. 3.

Fire procedures Good housekeeping – fire prevention – how to raise the alarm Fire exits, assembly points Hot work permits – who needs them and how they are used. Action which will be taken for any breaches. First aid Who is the first aider, where can he be found? Location of first aid kit? The use of dangerous substances / accident procedure Who should be notified? What information will be required? 18

18


Reading Station Area Redevelopment Construction Phase Plan Principle Contractors: JDI (Shaylor Group) Project Number: 106499/6.12.1

4. 5. 6. 7. 8. 9.

What precautions should be taken? Task Briefing Notes arising out of the Work Package Plans Dangerous areas of site (e.g. excavations) Brief talk on type of work and the dangers involved. Pedestrian routes will be shown and the protection measures in place as the project proceeds such as signage and notice boards to the public. Site delivery procedures will be identified from our Traffic Management Plan and the outline plan will be explained. The site hoarding line will remain in tack and all areas will be locked up at the end of each working shift. Task Briefings will be undertaken on a daily basis as a minimum. They will be required at the start of each shift as the project evolves as there will be a requirement to extend the working day when undertaking work in the live pub environment.

Statutory and company notice boards will be displayed in both the site office and canteen for providing Health, Safety & Environmental notices including insurances and notified F10. All visitors to the site will be inducted and notified of any current hazards. They must sign in prior to entering the site and sign out once their visit is complete. No access to site will be given unless the appropriate PPE is worn which in this case would be Orange high viz jacket & trousers, gloves, hard hat and foot protection. It should be noted that new starters (e.g. school leavers, apprentices) within the construction industry will not be allowed to self supervise. The Site Manager will deliver Task Briefing Sheets to all operatives irrespective of their trade or employer. The talks will be specific to the site activities and will be held at a time convenient to the site manager. Subjects will include (but not limited too): Workings at heights (including scaffolds, mobile towers, ladders) Restricted access (including clear walkways) Safe use of electricity (including portable had tools, extension leads) Good housekeeping – fire precautions Manual handling Personal protective equipment Storage of material Vehicle loading and unloading Mobile cranes Abrasive wheels 2.18 Project Site Rules Contained within the standard site induction, shown in Appendix H, are our standard site rules. Over and above this and specific to this project are: All contractors in view of the public are to wear Orange trousers as well as the standard orange high visual vests 19

19


Reading Station Area Redevelopment Construction Phase Plan Principle Contractors: JDI (Shaylor Group) Project Number: 106499/6.12.1

All contractors to wear gloves along with the standard PPE: Foot protection, head protection and high visual vest Any deliveries to site to be accompanied by a banksman giving priority to the general public at large All contractors to direct the public into the station concourse should they ask for advise on the train timetable or any other matters relating to the station Pedestrian signage to be clearly visible throughout the proposed area of this site and the Station Manager is to be included within this process. Prior to commencing any site activities Task Briefing Sheets will be communicated to each operative or operatives. 2.19 Monitoring Arrangements To ensure that all objectives of this plan are being met and the requirements are being adhered to, JDI will hold regular briefings with the Site Management team to review the contents of the Construction Phase Plan. The reviews will identify the timings of the Work Package Plan submission dates and act as prompt. The issuing of the Work Package Plans has been identified on the construction programme giving sufficient time for review by Network Rail and for any amendments to be made prior their acceptance. The Network Rail Construction Manager will regularly visit site, up to twice a day, to assess the activities in hand and to ensure the works are carried out in accordance with the Works Package Plans. In advance of the week work commencing our Site Manager will attend the Monday Racecard meetings set out to monitor progress and to give a visual indication on the level of activity the work area will receive in terms of labour, plant and materials. Any high risk activities will be highlighted at the meeting with the solutions on minimising the hazards discussed and addressed by visiting site at the appropriate agreed timing of the event. Any deviation from the programme of works will be picked up at the Racecard meetings held every Monday and explained in appendix O. 2.20 Planned Site Inspection & Monitoring Arrangements For each element of the works we would require from our chosen contractor their Work Package Plan and associated risk assessment associated with the execution of that element of the works. These documents will be read by our Site Manager Kevin Jones for their content and should the content be wrong or inadequate then the information will be rejected and the Contractor will need to re-submit. Once approved the information is used and discussed during the induction process to ensure the Contractor’s Operatives understand their own companies commitments to the Health & Safety culture adopted at the Heritage Building. On a more broad based issue our Site Manager will make a routine weekly audit of the site and works using a checklist as a guide. Any non conformance will be noted and in the individual or Contractor will be notified to have the element rectified. Should there be a serious breach, such 20

20


Reading Station Area Redevelopment Construction Phase Plan Principle Contractors: JDI (Shaylor Group) Project Number: 106499/6.12.1

as unauthorized adaption of scaffold then the work area will be sealed off and corrective measure put in place to get the work area into a area to work in. Should we find that an individual is responsible for a breach such as this then we would have no alternative but to take further action even to the limit of dismissal off site.

2.21 Planned Independent Audit Arrangements Within the Shaylor Group we have independent minded Health & Safety Officers responsible for taking independent audits on a regular or add hoc basis. On this project as it is within the public arena we will make regular inspections at intervals no less then than one week apart. These audits will be the responsibility of our Andrew Rolinson. Andrew will walk the area with our standard checklist, a similar arrangement as for the on site audits, and make notes where a non conformance has been seen. Depending on the severity the element will need to be addressed in two ways. Firstly should the non conformance be of a sever nature then the works will need to be stopped until the non conformance is corrected or for minor elements, such as damaged replacement signage, a time limit will be imposed stating when the corrective action is to be implemented. All this is done in the presence of our Site Manager so that he has full cognisance of the audit. All non conformances will be reported to Network Rail together with any Close Call following the procedure set out in Appendix N. 2.22 Project Review It is our intention to have project review meetings to take an overview on the progress of the works on a fortnightly basis to discuss the audit trail set up in section 2.20 and 2.21 above. The review will also take into account any amendments to this Construction Phase Plan and the contents referred to in the appendix should there be any changes. Our progress reporting procedures will be implemented showing the progress status of the project at each of those meeting and what actions have been made to ensure the project is kept on the planned programme. Project Review meetings between JDI and Network Rail will be headed up by the Scheme Project Manager Mark Timmons. Other attendees would normally be: Nick Passant Steve Williams Tom Brenchley Atif Rizwan Vanessa Hope-Lewis Paul Bolland Les Hancock Steve Larwood Andrew Rolinson

Commercial Manager Construction Manager HSEA Specialist Project Engineer Project Engineer Senior Contracts Manager Contractors Responsible Engineer Site Manager HSE Office

Any particular Health, Safety and environmental issues discussed at the meeting that require communication down the line will be addressed at the Task Briefing Sheet talks. 21

21


Reading Station Area Redevelopment Construction Phase Plan Principle Contractors: JDI (Shaylor Group) Project Number: 106499/6.12.1

Regular review meetings will be held on site with particular emphasis on specialist sub contractors, information control, health & safety plus any interface issues with the Client and other stakeholders within the station. This would be a local forum for sharing information. Other review meetings would be with our supply chain particularly to discuss pre-start activities, design requirements, long lead in items. The meetings will be recorded and distributed amongst all the individuals dealing with the project in order that all information is captured.

2.23 Provision, Availability and Review of the Construction Phase Plan All documents relating to the project that are to be submitted to Network Rail for approval will be sent through document control at the e-mail address Document.Control@networkrail.co.uk The individual documents will be referenced in line with the codes set by Network Rail and will be issued with the use of our Transmittal Sheets. Documents identified to date will include: The Construction Phase Plan Programme of Works Work Package Plan Temporary Works Drawings & Documents Temporary Accommodation Stage Drawings Only when the Construction Phase Plan has been accepted by Network Rail and signed off acceptable can work commence on site. A copy of the accepted CPP will be held in the JDI Site Office. Should there be any large change in the scheme then the CPP will need to be fully reviewed and amended to reflect the changes and if those changes are significant it may need to be sent in for approval to Network Rail. It is the responsibility of Paul Bolland to update the document and ensure any small alterations are amended, especially to any of the appendices. Once the Construction Phase Plan has been accepted by Network Rail it will be distributed amongst our supply chain that will be providing packages requiring labour and materials to allow those organisations to have the correct information when formulating their Work Package Plan and identified Risk Assessments. When these documents are made available for review by our Site Manager they will be vetted using this Construction Phase Plan, the Pre-Construction Information Pack and the constraints imposed upon the contractor when executing their element of works.

2.24 Supporting Documentation Supporting documents for this Construction Phase Plan can be found in the following Appendices: A B C D

Programme of Works Proposed Sub Contractors Work Package Plans Site Set up & Welfare Facilities 22

22


Reading Station Area Redevelopment Construction Phase Plan Principle Contractors: JDI (Shaylor Group) Project Number: 106499/6.12.1

E F G H J K L M N O

Fire Plan Site Inductions & Site Rules Site Waste Management Plan Management Organization Chart Safety, Quality & Environmental Policies CV’s of key personnel Accident Reporting Forms Non conformance procedure Close Call Procedure Race Card & Duty Manager Reporting Procedure

3 Arrangements for Managing Significant Site Risks All employees of John Davies Interiors Limited, contractor’s employees, and all visitors to the site will be expected to sign in and complete the site records at the Signing-in point located within our temporary offices located in front of the Three Guineas Public House on Station Hill. This signing in point will be clearly identified at the site compound entrance directing the visitor or operative to the site office up the staircase located next to the canteen below. Only bona-fide visitors will be allowed access and as the site shall be a controlled area no visitor will be allowed access to the work area without the correct personal protective equipment, i.e. safety footwear, helmet , gloves and orange high-visual clothing. JDI Health, Safety & Environment management system will be employed to manager all matters at the Heritage Building. Contractors risk assessments, work package plans and COSHH assessments must be provided a minimum of one week before contractor’s operatives are to attend site. In some cases where the information is part of the submission for the Work Package Plans the information will be required four weeks prior. All contractors insurances must be in place and approved prior to works commencing and copies held on site. Access to the works for contractors will be via Station Hill at the front of Reading Railway Station. Reading Borough Council clearly indicate there is no provision for parking and all contractors will be informed of this at tender stage and the point reinforced during the induction period. All visitors and contractors will need to seek their own means of parking off site. All erected work platforms will be inspected on completion by the Site Manager to the installer and a required record of that inspection will be made in the site register. The Site Manager shall also carry out the required regular inspection as laid down in the approved code of practice and shall keep the records within the prescribed register. No person other than those authorised and competent will be allowed to alter a work platform at any time, any person found to be doing this will be dismissed from site immediately. Material transportation from storage to workplace must be via a route which does not impede or put at risk any member of the public, or other employees within the building or site operatives. This is a significant risk on this project and will be highlighted within our Work Package Plans. All high level work must be carried out by competent persons and the Principal Contractor must ensure that suitable and adequate Work Package Plans and Task Briefing Sheets for all such works are in place before allowing any work to commence. 23

23


Reading Station Area Redevelopment Construction Phase Plan Principle Contractors: JDI (Shaylor Group) Project Number: 106499/6.12.1

It has been identified there are six high hazard activities so far: o The movement of vehicles and materials across the forecourt of The Heritage Building o The provision of a working platform at high level to install the Air Handling Unit and other small services equipment to the East of the Heritage Building. o Installation of the offices, storage containers and catering facilities to Stage 1 & 2 of the Temporary Accommodation Stages o Providing additional drainage to accommodate the existing at the front of the Heritage Building requiring a reduced dig of up to seven meters. o Removal of asbestos containing materials within the Heritage Building o Erection of a temporary hoarding on platform four prior to any works commencing in the current Upper Crust retail unit. Prior to any works taking place Work Package Plans will be drawn up and issued for approval. The WPP for each section of the works will be issued no less than there weeks before the works are due to commence, when possible, to allow for any comments to be addressed. A list of work package plans can be found in appendix C. All the WPP that include for Temporary works will be reviewed and signed off by our CRE prior to final submission through Document Control. Any unauthorised alterations to temporary works must be reported and then amended accordingly in line with the agreed procedures via the non-conformance procedure set out in appendix M. Once the Work Package Plans have been issued we will commence preparing the Task Briefing Sheets. These will be used for comment and will not be carried out until approval is sought before each of the elements are carried out in line with the Programme of Works. Any plant or equipment that generates noise will be fitted with silencers. The existing electricity supply may be used for construction purposes. However, the supply must be transformed down to 110V. The Principal Contractor must ensure that any electrical equipment used is inspected and tested as required under the Electricity at Work Regulations 1989, and that it is suitable for its purpose. All electrical appliances must be disconnected from the power source when work for the day ceases. Significant Risks (i)

With regard to site access and egress points; Via Station Hill to the front of Reading Station. Control measures will be put in place to control the movement of materials and segregate the public from the working areas. Various temporary and permanent barriers will be in place before most of the planned activities can take place.

(ii)

All areas of work will be locked down at the end of each working shift including all temporary compound areas as Reading Station and the close proximity to the Three Guineas Public House attract nuisance public late in the evening.

(iii)

General working at height to be carried out and to be detailed in the relevant Work Package Plans from our Contractor method statement with controls as set out in the 24

24


Reading Station Area Redevelopment Construction Phase Plan Principle Contractors: JDI (Shaylor Group) Project Number: 106499/6.12.1

relevant risk assessment plus additional restrictions if necessary due to changes in site environment/conditions. (iv)

Strip out of existing fittings and refit as spec will take into account manual handling, dust, debris, working at height, noise etc.

(v)

Manual Handling to be monitored in order to avoid manipulation of excessive weight; Site Manager to ensure adequate personnel available for the transport of materials to the work area.

(vi)

Installation of electrical system will take into account work at height, electrocution etc;

(vii)

Unauthorised access to the work area to be prevented at all times. Adequate signage will be displayed and barriers used.

(viii)

Due to the site location the proximity of live underground cables and services and cables in troughs is likely, all areas to be checked against drawings/records and physically on site prior to any works proceeding.

(ix)

Working on Platform 4. The hoarding works will be agreed with the Station Duty Manager as to the timing and method prior to works commencing.

(x)

The dedicated fire exits to the East of the Heritage Building and to the rear of WH Smith is to be kept free of any obstructions at all times.

(xi)

The existing fire detection within the Heritage Building will be maintained throughout the duration of the works. The detection heads will be isolated at the beginning of each shift and livened up at the end of the shift. A permit to work system will be adopted.

(xii)

There will be no storage of flammable products such as petrol on site at any time.

(xiii)

Two weeks prior to any crane lifts associated with the temporary accommodation stages Network Rail’s Form C will be completed and issued for comment and signature.

(xiv)

Asbestos Containing Materials: A Demolition and Refurbishment Asbestos Survey has been commissioned and provided by the Client. There are a number of areas within the Heritage Building that contain asbestos containing materials. These will need to be removed by a licensed and competent contractor and incorporated within the Work Package Plans where necessary.

(xv)

All plant, tools and materials must be brought into a locked area at the end of the working day. This will be either in the temporary compound area, dry store or within the Heritage Building itself. All areas containing plant, material and tools will be locked off from access to the public.

25

25


Reading Station Area Redevelopment Construction Phase Plan Principle Contractors: JDI (Shaylor Group) Project Number: 106499/6.12.1

(xvi)

Should any contractor or visitor see sight of any infrastructure hazards then the incident should be reported to the Site Manager who will in turn let the Duty Station Manager know on Platform four.

26

26


Reading Station Area Redevelopment Construction Phase Plan Principle Contractors: JDI (Shaylor Group) Project Number: 106499/6.12.1

4 Health & Safety File On completion of their own sections of works the Contractors will be required to produce suitable information to enable the compilation of a Health and Safety File for the project. This will include: i) ii) iii) iv) v)

As fitted drawings Maintenance schedules and manuals Commissioning Certificates Installation Manuals Operating Instructions

The Health & Safety File will be populated as the project progresses with information inserted as the work packages are completed. The draft document will be issued to the CDM Coordinator, via Document.control@networkrail.co.uk, two weeks prior to the project completion date to ensure the format requirements are met facilitating a good and complete handover. The CDM Coordinator is fully responsible for the compilation of the Health & Safety File and every contractor has a duty to provide information for the File. The File should comply with NR/SP/INI/02202. We would expect some certification to only be made available at, or shortly after, the completion dates such as Electrical testing information, chlorination and commissioning certificates. These documents would be made available no more than one week after the completion date allowing the full Health & Safety File to be passed through Document Control.

27

27


Reading Station Area Redevelopment Construction Phase Plan Principle Contractors: JDI (Shaylor Group) Project Number: 106499/6.12.1

Appendix A Programme of Works

28

28


Reading Station Area Redevelopment Construction Phase Plan Principle Contractors: JDI (Shaylor Group) Project Number: 106499/6.12.1

Appendix B Sub Contractors Purchased to date: 7th Feb 2011 Mechanical React Building Services Ltd Unit B3 Castle Vale Enterprise Park Park Lane Birmingham B35 6LJ Contact:

Dave McMullen 0121 748 3111 Dave@reactbsl.com

Electrical Maglec Electrical Limited Unit 22 Tamworth Business Centre Amber Close Staffordshire B77 4RP Contact:

Steve Wood 01827 51444 07782 439932 steve@maglec.co.uk

Modular Buildings Elliot UK Manor Drive Peterborough PE4 7AP Contact:

Rebecca Billingham 01427 711200 Rebecca.Billingham@as.elliottuk.com

29

29


Reading Station Area Redevelopment Construction Phase Plan Principle Contractors: JDI (Shaylor Group) Project Number: 106499/6.12.1

Asbestos Removal Forrest Environmental Unit7 32 Avenue Road Aston Birmingham B6 4DY Contact:

Tim Bowdler 0121 359 8432 timbowdler@forestenvironmental.co.uk

Crane Hire Birmingham Crane Hire Birch Road East Witton Birmingham B6 7Da Contact:

Alistair Weatherson 0121 328 0800 alastair@bchc.biz

30

30


Reading Station Area Redevelopment Construction Phase Plan Principle Contractors: JDI (Shaylor Group) Project Number: 106499/6.12.1

Appendix C Current list of Work Package Plans to be submitted:

WWP No

Description

Date to be submitted by

Level of Risk identified

1

Site Set Up

31st Jan

Medium

X

1, 5, 6, 7, 8, 35,

2

Installation of temporary accommodation Stage 1

31st Jan

Medium

X

1, 2, 3, 5, 10, 25, 35, 36, 46

3

Provision of toilets to the first floor of the Heritage Building

21st Feb

Medium

2, 3, 8, 9, 10, 25, 33,34,35, 38, 39, 40, 42, 43, 46

4

The de-commissioning of the Upper Crust retail unit and provision of new kitchen and cafĂŠ facilities associated with the Three Guineas Public House

14th Feb

Low

2, 3, 8, 10, 25,34, 35, 36, 38, 39, 40, 41, 46

5

Extension of the existing foul drainage run to the front of the Heritage Building

7th Feb

High

X

1, 4, 9, 10, 25, 35

6

Installation Stage 2

Accommodation

31st Jan

Medium

X

1, 2, 3, 5, 10, 25, 35, 36, 46

7

The provision of a new heating system for the Three Guineas Public Hose

7th Feb

Low

8

Asbestos Removal

14th Feb

High

X

2, 10, 35, 36

9

External Works to Heritage Building Roof

7th March

High

X

1, 10, 35, 36,

of

Temporary

Network Rail Full Input

Generic RA’s that Apply

8, 32, 36,

List of Generic Risk Assessments used by JDI RA 1 Working at Height RA 2 Working on Scaffold Towers RA 3 Working on Stepladders RA 4 Excavations RA 5 Cranes RA 6 Manual Handling RA 7 Electrical Live Loads RA 8 Electric Power Tools RA 9 Disc Cutter 31

31


Reading Station Area Redevelopment Construction Phase Plan Principle Contractors: JDI (Shaylor Group) Project Number: 106499/6.12.1

RA 10 Hand Tools RA 21 Handling Glass RA 25 Storage of Materials RA 32 Working in Confined Spaces RA 33 Lasers RA 34 Flooring Operatives RA 35 Handling & Distribution RA 36 Transportation of Waste Materials RA 37 Use of Pallet Trucks RA 38 Using Adhesives RA 39 Removal of Carpet Tiles RA 40 Removal of plasterboard paritions RA 41 Removal of mineral fiber suspended ceilings RA 42 Taping & jointing RA 43 Panel Handling RA 44 Handling fire & Sound Barriers RA 45 Blockwork Apertures RA 46 Application of Paint Finishes

32

32


Reading Station Area Redevelopment Construction Phase Plan Principle Contractors: JDI (Shaylor Group) Project Number: 106499/6.12.1

Appendix D Proposed Site set up and Welfare Facilities

33

33


Reading Station Area Redevelopment Construction Phase Plan Principle Contractors: JDI (Shaylor Group) Project Number: 106499/6.12.1

Appendix E Fire Plan

34

34


Reading Station Area Redevelopment Construction Phase Plan Principle Contractors: JDI (Shaylor Group) Project Number: 106499/6.12.1

Appendix F Site Induction and Site Rules General These are the general safety rules for working on this site. The minimum protective clothing is: Safety boots or shoes Safety helmets (helmets must be worn at all times when indicated by the site manager) Hi-Viz orange vests and trousers should the work be in view of the general public Other additional items will be worn as operations dictate Falls are the biggest accident problem in our industry. Do not take short cuts. The public will ask any person around the Station wearing orange high visual clothing directions or advise. Re-direct them politely to the Station information centre in the main station concourse. Do not access any ladders unless footed by a colleague or securely lashed as well as being set at the proper angle of 4’ up to every 1’ out or 75 degrees. At least 5 rungs must project above the step off point. Do not access scaffolding if guard-rails or toe boards are missing or there are boards missing from platforms, or the scaffold does not feel secure. Report defects to the Site Manager or Site Supervisor without delay. Access to scaffolds is by authorised personnel only. Safety harness and lanyard suitable for the working height/position must also be worn for operations where you could fall and there are no means of providing safe scaffolding or other access equipment or edge protection. General Items (a)

It is your responsibility to ensure you are familiar with operations detailed in method statements and follow all given instructions.

(b)

Control of Pollution is essential – all fuelling operations must be as directed by Management in designated areas.

(c)

No persons will be allowed onto any contract whilst under the influence of alcohol or drugs. Any persons suspected will undergo a Drugs and Alcohol test under Network Rail standards. If you are taking drugs for medical reasons you must inform your Supervisor and the Site Supervisor, with details of any side effects that impede your ability to work. 35

35


Reading Station Area Redevelopment Construction Phase Plan Principle Contractors: JDI (Shaylor Group) Project Number: 106499/6.12.1

If anyone is suspected to be under the influence, a Drugs and Alcohol test will be conducted under Network rail standards, anyone found to be positive will not be permitted to work on Network Rail projects again. Random drugs and alcohol testing may be carried out at the discretion of Network Rail. (d)

Never use equipment unless trained and authorised to do so.

(e)

All hot work, electrical works and exterior works will be the subject of a permit.

(f)

No electric leads will be allowed to trail across the site in a manner likely to cause injury.

(g)

No radios or personnel stereos will be allowed on site.

(h)

No food or drinks will be allowed in the work areas.

(i)

Your first aider on this site is Kevin Jones.

(j)

All operatives must wear safety footwear, Orange Hi-viz vest Hard Hats(when applicable) when on site. Operatives are not permitted to wear shorts on site at anytime. Operatives must sign in and out, in the site register each time they attend/leave site.

(k)

Visitors and operatives are encouraged to use the ‘Close Call Reporting’ procedure. A Close Call Card can be completed should you witness any near miss incident. The Card should be either handed to a HSEA representative or dropped into the Contractor Observation Box.

You must ensure all injuries are treated and recorded. In the event of a serious accident, contact the nearest member of staff and emergency services will be called. All accidents and incidents should be reported immediately to the Site Manger/Supervisor who will need to inform Mark Timmons of Network Rail, Reading Station Duty Manager for the day, Andrew Rolinson of JDI and Network Rail’s nominated HSEA Manager. Permits to Work Permits must be obtained before any hot works, electrical or exterior works are commenced. You must not proceed until you personally have seen and understood the permit and the specific rules that apply. Site Plant and Equipment Only operators authorised by the Site Manager will be allowed to operate plant on site. All operators must be CITB trained and certified. Operators are responsible for ensuring:(a)

All reversing plant with restricted visibility is under the control of a banksman.

(b)

All plant must be effectively immobilised overnight. 36

36


Reading Station Area Redevelopment Construction Phase Plan Principle Contractors: JDI (Shaylor Group) Project Number: 106499/6.12.1

(c)

Strict control of pollution is essential and you must ensure you follow all guidance on fuelling operations.

(d)

All portable electric tools and lighting must be 110V with current test certificate and fitted with correct splash proof fittings. Special electrical safety precautions will be provided in confined work spaces.

(e)

All equipment brought onto site must be suitable for the purpose intended and have undergone a recent inspection or test as required.

Fire It is essential that all persons on site are familiar with the fire plan and are aware of the location of fire fighting equipment and escape routes. No fires must be lit on any part of the site. The requirements of The L.P.G. & H.F.L. Regulations 1972 regarding storage and handling must be observed in respect of any paint, thinners, petrol, gases or other substances brought onto site. All such substances required the permission of the Site Supervisor to be bought onto site. All hot work must be carried out in accordance with approved method statement and hot work permit instructions. Storage of Materials All materials must be stored as instructed by the site management. All operatives must keep their work area clear and prevent any accumulation of debris and materials. On completion of work the site should be left clean and tidy and disposal of waste must be carried out in accordance with relevant legislation. Construction Phase Plan The Construction Phase Plan will be available at the signing-in point within the confines of the temporary site offices and reference may be made to it as and when required. Operative Responsibilities on Site (a)

(b) (c) (d) (e)

You must follow the instruction given to you by your supervisor in relation to COSHH, Noise Risk Assessments and any method statement instructions and you should make yourself aware of there content i.e. risks and precautionary measures which require to be undertaken. Report hazards, faults and near misses to the Site Manager. DO NOT play dangerous or practical jokes on site. Use correct tools and equipment DO NOT compromise or take short cuts. Follow all instructions – if in doubt ASK! Failure to work in a safe manner may result in your dismissal from site.

37

37


Reading Station Area Redevelopment Construction Phase Plan Principle Contractors: JDI (Shaylor Group) Project Number: 106499/6.12.1

Your safety and the safety of everyone else is dependant on cooperation and consideration. If you are not sure about something, ask. If you are of the opinion that something is wrong, tell your supervisor. The site Safety Notice Board has details about site safety for this site and you should make yourself aware of it and all other notices and warning signs posted on site.

BE SURE TO UNDERSTAND THESE INSTRUCTIONS DO NOT PLAY AT SAFETY BUT MANAGE IT THROUGHOUT EACH PROJECT THAT IS, WORK SAFELY OR LEAVE SITE, THE CHOICE IS SIMPLE IF IN DOUBT AT ANY TIME ASK, NO MATTER HOW STUPID YOU MAY FEEL IT IS WE ARE ALL HERE TO ACHIEVE THE SAME GOAL, THE SAFE COMPLETION OF THE WORK AND IT WILL ONLY BE POSSIBLE BY TEAM WORK AND CO-OPERATION

38

38


Reading Station Area Redevelopment Construction Phase Plan Principle Contractors: JDI (Shaylor Group) Project Number: 106499/6.12.1

Appendix G Site Waste Management Plan: See Environmental Management Plan

39

39


Reading Station Area Redevelopment Construction Phase Plan Principle Contractors: JDI (Shaylor Group) Project Number: 106499/6.12.1

Appendix H Management Organization Chart for the Project

40

40


Reading Station Area Redevelopment Construction Phase Plan Principle Contractors: JDI (Shaylor Group) Project Number: 106499/6.12.1

Appendix J Quality Policy Statement Environmental Policy Statement Corporate Social Responsibility Policy Site Health & Safety Policies

41

41


Reading Station Area Redevelopment Construction Phase Plan Principle Contractors: JDI (Shaylor Group) Project Number: 106499/6.12.1

Appendix K CV’s for Key Personnel

42

42


Reading Station Area Redevelopment Construction Phase Plan Principle Contractors: JDI (Shaylor Group) Project Number: 106499/6.12.1

Appendix L Accident Reporting Forms

43

43


Reading Station Area Redevelopment Construction Phase Plan Principle Contractors: JDI (Shaylor Group) Project Number: 106499/6.12.1

Appendix M Non-conformance procedure

44

44


Reading Station Area Redevelopment Construction Phase Plan Principle Contractors: JDI (Shaylor Group) Project Number: 106499/6.12.1

Appendix N Near Miss / Close Call procedure A Close Call Contractor Observation Card Box will be made available for all contractors to place information in. This will be in the form of a ‘Close Call’ cards which allow any operative to record near miss situations or the potential for any situation to cause harm to human life, cause injury or damage to property, machinery, plant and the environment. All visitors and operatives will be made aware of this Close Call procedure during the Site Induction process. The completed cards will be made available to our HSEA representative for their reporting back to Network Rail for the weekly analysis.

45

45


Reading Station Area Redevelopment Construction Phase Plan Principle Contractors: JDI (Shaylor Group) Project Number: 106499/6.12.1

Appendix O Race Card / Duty Manager Reporting Procedure Once we have dialled into SACC, 01908 723 500, and prior to commencing any work on any given day or prior to the start of any shift we will contact the Duty Manager to confirm all elements are in place to allow the planned works to take place. Should there be any deviation to the planned works during the shift then we will contact the Duty Manager in the event that the alterations will have a bearing on environmental, health or safety issues. We will sign out with the Duty Manager at the end of the works day or shift and report on progress with regard to the Racecard process. Before any works can begin we will populate a programme forecasting the work ahead, initially six weeks, and this will be presented at the Racecard meeting which is held at Reading every Monday morning. The Racecard is an all encompassing information programme showing labour, plant and materials required for the period along with quantities and all necessary permits to carry out the works. The Racecard process is chaired and driven by the Construction Managers who use the information as a monitoring tool with respect to progress. The system will highlight any deviation form the planned programme and the process give each party the opportunity of making provision to getting the works back on programme.

46

46


Work Package Plan: Temporary Accommodation Stage One 106499.6.12

Principle Contractor: JDI (Shaylor Group) Work Package Plan: Installation of Temporary Accommodation Stage One The Heritage Building and Temporary Accommodation Stages One & Two 106499.6.12 RSS1E/EMF/WPP/JDA 000002 A03

Full Name

Job Tilte

Date

Prepared By

Paul Bolland

Senior Contracts Manager

17 02 11

Checked By

Les Hancock

CRE

Accepted By

Steve Larwood

Site Manager

WPP Reference Number

Signature

Version

A03

TB Reference Number

TB1 - Setting up and Installing Heris Fencing. RSS1E/EMF/WPP/JDA 000002 A03

TB2 – Installation of Modular Buildings TB3 - Taking out existing Bollards TB 4 - Providing Pad Foundations for Modular Buildings

Comments and observations

1


Work Package Plan: Temporary Accommodation Stage One 106499.6.12

Contents A

Work package details

3

A1

Description of work

3

A2

Control of activity risks

15

A3

Resources

15

A4

Permits

15

B1

Access

16

B2

Site layout

16

B3

Control of site risks

17

B4

Protection and isolation

17

B5

On-track plant and machinery movements

17

B6

Communication and contact details

17

B7

Emergency arrangements

18

B8

Welfare

19

B9

Interfaces

21

C

Briefing

21

C1

Briefing arrangements

21

2


Work Package Plan: Temporary Accommodation Stage One 106499.6.12

A

Work package details

A1

Description of work

Full Installation of the Modular Buildings Scope of works The planned scope of works is to undertake the delivery, off loading, lifting and installation of sixteen modular building units for from new temporary offices to accommodate First Great Western during the redevelopment of the main station on Station Hill. All the works will be carried out within the public demise and clear of the operational railway. The installation is planned to take place over a two day consecutive period commencing Thursday 21st February 2011. The Hourly installation is planned as follows: Programme of Lifting Event Activity

Unit No / Make

Unit Size

Delivery Date/Time

Set Up Crane

Grove GMK 3050

8685 x 6200

21st Feb 10.00 am

Load One

Womens Locker Room

1 No 6221 x 2940

21st Feb 10.40 am

Load Two

Mens Locker Room

1 No 6221 x 2940

21st Feb 11.20 am

Load Three

Toilets

1 No 6221 x 2940

21st Feb 12.00 pm

Load Four

Supervisors

1 No 6221 x 2940

21st Feb 12.40 pm

Load Five

Canteen

1 No 6221 x 2940

21st Feb 1.20 pm

Load Six

Canteen

1 No 6221 x 2940

21st Feb 2.00 pm

Load Seven

Mitie Cleaners

1 No 6221 x 2940

21st Feb 2.40 pm

Load Eight

Mitie Cleaners

1 No 6221 x 2940

21st Feb 3.20 pm

De-rigg Crane

Grove GMK 3050

8685 x 6200

21st Feb After 6.30 pm

Set Up Crane

Grove GMK 3050

8685 x 6200

22nd Feb 10.00 am

Load Nine

Interface Manager

2 No 6221 x 2940

22nd Feb 10.40 am

Load Ten

A. Station Manager

2 No 6221 x 2940

22nd Feb 11.20 am

Load Eleven

Roster Clerk

2 No 6221 x 2940

22nd Feb 12.00 pm

Load Twelve

D Station Mangaer

2 No 6221 x 2940

22nd Feb 12.40 pm

Load Thirteen

Team Support

2 No 6221 x 2940

22nd Feb 1.20 pm

Load Fourteen

Station Manager

2 No 6221 x 2940

22nd Feb 2.00 pm

Load Fifteen

Meeting Room

2 No 6221 x 2940

22nd Feb 2.40 pm

Load Sixteen

Meeting Room

2 No 6221 x 2940

22nd Feb 3.20 pm

De-Rigg Crane

Grove GMK 3050

8685 x 6200

22nd Feb After 6.30 pm

3


Work Package Plan: Temporary Accommodation Stage One 106499.6.12

Enabling Works Required prior to the Lifting Operation Setting Up & Installing Heris Fencing Temporary stage area one will be enclosed with Heris fencing to create an enclosed area to develop and prepare for the installation of the modular units. The solid Heris fencing panels will be delivered from the west approach on Station Hill. The delivery lorry will be booked for a delivery after 10am. The vehicle will be escorted onto the concourse and unloaded. Two operatives will unload the panels, concrete blocks and clips. The panels will be erected into their concrete bases and clipped as the works proceed. Chapter 8 barriers will be used where required to segregate the pubic from the work area as the work proceeds. A lockable gate entry will be provided for security. Taking out the existing bollards All bollards within the demise of Temporary Accommodation Stage One will be carefully taken out by the use of hand held breakers and handed to Network Rail for their future use. The holes created will be filled with imported tarmac. Additional bollards will be removed outside the demise to allow the crane to be set up on the concourse. The work areas here will be enclosed with Chapter 8 barriers. The holes will be filled with tarmac on a temporary basis until the main lift is complete when the areas will be reinstated to match what is in place. All waste arising from the works will be placed in a closed mixed waste skip. In preparation of Setting Down the modular units A survey of the area will have been carried out using proven surveying techniques, calibrated and certified instruments. The site is currently a hard standing paved area used for ‘drop off’ & ‘pick up’ by local taxi companies. The modular units will be made level using packers as shown on the following drawing. The packers will be in the form of concrete paving slabs set down on a bed of 1:4 mortar and made level. The works will be carried out within the enclosed space away from the public. A wash out area will be provided to contain the waste cement mortar.

4


Work Package Plan: Temporary Accommodation Stage One 106499.6.12

Warning signs will be established around the segregated areas informing the public of the clear pathways ahead. Daily liaison with the Public House operating staff will be entered into prior to the setting up of their external seating arrangements. Preparing for the Lifting Operation on the day of the lift. All the works will be carried out in full view of the public on the main concourse of Station Hill in front of the Three Guineas Public House All site operative will be required to attend an induction by JDI before any works can commence JDI Site Manager Steve Larwood and Site Supervisor Kevin Downey will be the JDI competent site staff responsible for overseeing the installation and for ensuring this Work Package Plan is adhered too. Competent labour to accommodate the physical offloading will be resourced by JDI for the site installation of the modular units and provided by Elliott Modular Units. The Crane Operator will be employed by the crane supplier Birmingham Crane Hire Limited. All operatives to be trained and competent in their tasks and carry relevant CPCS qualification. All plant and lifting equipment / accessories to have current certification which must be checked prior to use on site. All details of personnel qualifications, lifting equipment and plant will be recorded during the induction process. The installation supervisor from Elliott will be briefed on the contents of this WPP by the JDI Site Team for the works to be undertaken and a recording of that meeting will be taken with a signature from the installation supervisor. All operatives will be give the specific task briefing by the JDI site team. JDI site team will engage with the installers and ask pertinent questions about the operation to ensure all is understood. The task briefing will include any permit requirements, COSHH assessments and lifting plans. Each person involved in the operation will sign the briefing record to confirm their understanding of the activity ahead. Once briefed our JDI Site Manager will sign the workgroup in with the Site Access Control Centre (SACC) with the reference number duly noted on the Task Briefing Sheet. In turn the DSM will be notified. Crane Set Up The crane will arrive on the two days of the lift at 10am and will be escorted into position on the concourse. No rigging or crane activities will commence until the following has taken place:

5


Work Package Plan: Temporary Accommodation Stage One 106499.6.12

Sign in at the JDI site office and be inducted Discussion of the lifting plan between JDI and Birmingham Crane Hire Ltd A permit to lift is issued by JDI All operative to familiarise themselves with the Task Briefing Sheets and sign to indicate they have understood the contents of the Work Package Plan. All crane documentation will be produced, checked by JDI and recorded for inclusion within the JDI Health & Safety File. A pre-use check of the crane by the operator from Birmingham Crane Hire Ltd will be carried out and a test lift at the crane location will be carried out to ensure the Automatic Safe Load Indicator (ASLI) is functioning correctly. Also a pre-use check of all lifting equipment has been carried out by the Crane Operator. The crane & lifting equipment will be rigged in accordance with the manufacturers instructions at all times with the use of outrigger mats.

Transporting the Modular Units into position.

6


Work Package Plan: Temporary Accommodation Stage One 106499.6.12

The Haulier will ensure that the units are secured to the transport and that any additional wide/length load markings have been attached to the load in order to meet the UK road legal requirements and local requirements. The units will be loaded at the Elliott Modular Unit factory in Torskey, Lincolnshre the day before the lift and will arrive at Station Hill at the respective time. The lorries will be called in by the appointed person from Elliott Modular. The area on Station Hill is used predominantly by local taxi cabs and buses. The area is in constant use with the busy periods being in the morning before 9.30am and late in the afternoon between 4.30 – 6.30pm. On this basis only one lorry will be allowed to enter Station Hill at the appointed sequenced delivery timescales set out on page 3. The lorry will enter the designated installation area and be enclosed with segregation barriers in order to prevent the public from entering the Installation / Lifting area. This will be watched and overseen by JDI site management. Checks will be made at all times by JDI Site Management to ensure no unauthorised access can be gained into the installation area / lifting zone. The delivery vehicles, once in position, will be enclosed from the public and chapter eight barriers will be used to allow for flexibility in bringing in the lorries. Once the load has been discharged the lorry will then reverse out of the loading position by a JDI banksman, plus a sufficient number of competent persons to watch. The vehicle with then egress West along Station Hill so as not to go against the lights on the East which is managed by Reading Borough Council as only Buses and Taxis are authorized to use that route. Installing the Modular Units The Delivery Vehicle will be escorted into position, be securely parked with the ignition turned off and barriered in utilising Chapter Eight barriers. ( See Lifting Plan Sketch below) The lift will be controlled by the appointed person in charge of the Modular Units from Elliott. The appointed person will control the lift in full view of the crane operator using hand signals. All the units will be lifted using 2 x 2 number leg chains working to a safe working load of 4.5 ton and identified on the lifting plan from four lifting points. All the units slung will be by CPCS trained slingers only. The rigging of the modules on the delivery vehicle will be undertaken by the use of a stabilized ladder. The use of a ladder is due to a number of reasons: The short term duration of the task Limited work height in relation to the ground The competence of the operatives The dynamics of having to move around the structure of optimum offloading positions in relation to the crane reach The berthing position of the modules

7


Work Package Plan: Temporary Accommodation Stage One 106499.6.12

The units will be offloaded using a Grove GMK 3050 crane and into position as shown on the plan below:

8


Work Package Plan: Temporary Accommodation Stage One 106499.6.12

Tag lines will be tied to the units to assist in placing the unit into its final position. Prior to the lift a test lift will be conducted that does not exceed 15omm to ensure the slings do not become detached or tangled and to show the lift is evenly weighted. The crane lift will be within the cartilage of the lifting area. Any work at height will be accessed via a stabilized foot ladder, whilst connected to the crane hook via a harness and inertia block. Extended lines will be attached to the inertia blocks so they can be pulled down and the rigger hooked on prior to ascending the ladder. Whilst traversing the roof the unit there will be no movement of the crane hook. Movement of the crane hook will only happen under the control of the banks man only when the rigger has completed his task and retired to a safe and static location. The setting down of the unit does not require anyone to be located in such a position that will put them at risk as all the guiding will be undertaken from a firm level position. Care will be taken when setting the unit down as to ensure that there is no collision with the adjacent unit. NB: No person shall need to or shall walk under the units as they are being slung and set down into position. Lifting Plan General Details

Description of the Heaviest Item

Cabin / Toilet Block

Dimensions

6.221 x 2.940 M

Lifting Points

4

Centre of Gravity

Central

Lift Radius & Obstructions

Distance: Centre of crane to 4.5 Meters obstruction Height of building/obstruction

Approx. 5 metres

Overhead powerlines

No

Underground Services

Yes

Excavations

No

Unstable / Soft Ground

No

Hazardous Chemicals

No

Confined Working Area

Yes

Restricted Access

Yes

9


Work Package Plan: Temporary Accommodation Stage One 106499.6.12

Lift Weights

Weight of maximum lift

3500kg

Weight of hook block

150kg

Estimated weight of tackle

64kg

Gross lift Required

weight

/

Capacity 3714kg

At Radius

17 Metres

Total number of lifts

18 including staircases

Crane

Make

Grove

Type

GMK 3050

Outrigger Base

6.2 x 6.6 M

Counterweight

As carried 10.5 Tonne

Main boom length

38 metre

Fly Jib

n/a

Luffing fly jib

n/a

Hook Block

Single Sheave

Standard outrigger mats

900mm round

Additional Mats

Alimat System 2m2

Lifting Tackle

Bow Shackle

4 x 5/8 Alloy bow shackle 3.5 ton SWL

Chains

2 No 2 leg chains 4.5 ton SWL

Ground Loads

Max Outrigger Load

23 Tonnes

Matting area provided

3 sq. metre ALIMAT system

Resulting pressure

ground

bearing 7.66 tonnes per sq. metre

10


Work Package Plan: Temporary Accommodation Stage One 106499.6.12

Personnel

Lift Supervisor / Banks man

1 Provided by Elliott Modular

Crane Operator

1 Provided by Birmingham Crane Hire

Slinger / Signaller

1 Provided by Elliott Modular

Other Details

Weather Conditions

Maximum windspeed in which this operation can take place is Beaufort 6

Communications

Hand signals

PPE

Hard Hats, Protective Footwear, Gloves, High Visual orange clothing, Eye protection, Harness, Ineria reel.

NB: Lifting operations to stop in the event of storms or when there is a risk of lightening strikes.

11


Work Package Plan: Temporary Accommodation Stage One 106499.6.12

The Lift

1

The crane operator will extend the outriggers over the ALIMAT matting and level crane as per the manufacturer’s instructions. The boom will be rigged at 31 metres in length. The boom will be raised into the operating position and the operator will check RCI is correctly programmed and that all safety devices and limit switches are operating correctly.

2

Lifting tackle will be connected to the hook by the lift supervisor.

3

The transport will be guided into position by the banks man

4

The crane hook will be centred over the load

5

Lifting tackle will be connected to the load The lift supervisor shall ensure that all operatives are aware of their duties and that no ambiguous communications or signals are given The crane operator will be in constant communication with the Slinger signaller and Lift Supervisor throughout the operation.

6

The load will be tested for lift and balance by lifting no more than 150mm of the ground

7

The banks man will hand signal for the lift to continue

8

The load will be hoisted and slewed under the instruction of the banks man Once clear of the vehicle the unit be guided into its respective position. It is important that a clear descent zone is established clear of the perimeter obstructions in order to avoid collision and where the tag line can be handled and the unit positively guided.

9

The load will be lowered into place

10

The load will be levelled and secured by Elliott personnel

11

The lifting tackle will be released from the load

12

The crane will hoist and slew

13

Transport will leave site and new transport will be guided into position

14

Items 4 through to 13 will be repeated until all lifts are complete for the day

15

The crane will be escorted from site by the Banks man

NB

If a site emergency arises during any lifting operation then the load shall be lowered to the ground or nearest flat stable surface, the slings shall remain attached and slightly taut, and the crane shall be immobilized and / or made safe. Resumption of the lift shall require a check to be undertaken of the area and load by the Lift Supervisor

12


Work Package Plan: Temporary Accommodation Stage One 106499.6.12

Lifting Plan and Lifting Plan Area with Barriers

13


Work Package Plan: Temporary Accommodation Stage One 106499.6.12

At times it will be compulsory for the module installers to work on the roofs of the modules. Consequently two procedures have been identified to ensure this work is done safely. 1)

All working at height will be carried out while connected to the crane hook via a Safety Harness & Inertia Reel

2)

Alternatively, the safety harness will have two mini inertia blocks attached to it. One mini inertia block will then in turn be attached to a harness point located on the module roof which spans the full six metre length of the module. If the operative needs to move, he will then attach a second mini inertia block in to the roof of the adjacent module and then disconnect the first, therefore at no point would the operative not be attached.

In the event that a person wearing a safety harness should fall and consequently be suspended at height the following rescue plane will be enacted. The following requirements need to be available and accessible before commencing work at height whilst protected by the wearing of a safety harness and lanyard. 1)

1 x ladder with stabiliser

2)

1 x person to act as rescuer

The sequence of event for the rescue: Rescuers to be alerted that their attendance is required During operations, the inertia reel connecting the Elliott operative ( via Safety Harness) to the Crane will be above the person head, therefore there will be no chance of a ‘pendulum effect’ in the event that the operative should slip off the side of one of the modular roofs. Consequently there should be no need to lower the Operative to ground by means of the Crane based on that an inertia should not let them fall anymore than 0.5M. One rescuer to place ladder and stabiliser immediately adjacent to the suspended person so they can gain a foothold or arm hold on that ladder and perform a self rescue. Commissioning of Modular complex A foreman from Elliott will be appointed to oversee the final completion of the installation fo the temporary units. All materials, part and equipment will already be in situ in the building as these items will have been supplied from the factory. Internal Trims: Trims will require fitting to the bay joints between the floor, walls and ceilings in the open plan areas such as the corridor, canteen and Mitie Cleaners area. These will be cut and screwed into position using cordless Screwdrivers. To facilitate this process a set of podium steps will be utilised. External Filling: Silicon filler is applied to the external by joints in order to prevent air ingress. A tower scaffold will be used for this operation.

14


Work Package Plan: Temporary Accommodation Stage One 106499.6.12

Carpet Tiles: The carpet tiles will be laid out as per the manufacturers instructions to ensure the pattern matches. There will be no requirement to glue or stick the tiles to the bay floor. A Stanley knife will be used to shape the carpet tiles to the rooms. Internal Partitioning: The relevant floor, wall and ceiling trims will be removed and a length of plastic trim will be screwed into position, providing a suitable, stable support for the new internal partition to sit in. The required quantity of panels will then be lifted into the desired position. Once into position they will interlock with the plastic trim fitted previously. Notes Generally All waste arising from any portion of the works will be placed in a mixed waste closed skip at the end of each working shift. All work areas will be locked at the end of each working shift via the means of a padlock to Temporary Stage Area One and the Site Cabins and Compound Area. Should JDI find there is any deviation, whether it be a technical issue or a contravention to safe working practice, to this Work Package Plan then the works will cease and the area made secure and the Scheme Project Manager Mark Timmons will be notified of the issues.

15


Work Package Plan: Temporary Accommodation Stage One 106499.6.12

A2

Control of activity risks

See risk matrix attached A3

Resources

Labour

Activities

Plant & materials

PPE

Site Manager

Management

Crane

Hard Hat

Lifting Tackle & Accessories

Foot Protection Orange High Viz Jacket/Vest & Trousers

Site Supervisor Operator

Crane Operator

Chapter Eight Barriers

Operative

Matt Delivery

Stabilized ladders

2 Operatives

Set up Herris Fencing

Alimat Matts (Crane Outriggers)

Modular building installation

Cement Mixer

1 Banks man 1 Slinger

Hand Held Heavy Duty Breaker

1 Operative 1 Foreman 1 Operative

Inertia Reel Harness Ear Defenders

2 Operatives 1 Foreman

Gloves

Taking out the existing bollards Bedding down concrete pads for Modular Building Installation

A4 Permits

All work permits, for tasks requiring permits, will be obtained from the Principle Contractors management team 24 hours (minimum) prior to the works being executed. A station permit to work is required for all works and will be obtained on a daily or shift basis.

Required X

Permit Descriptions SACC to be contacted prior to work proceeding Permit to work on electrical live loads Hot works permit

X

Permit to work from First Great Western (Applied for and issued daily)

16


Work Package Plan: Temporary Accommodation Stage One 106499.6.12

B

Site details

B1

Access

Access to the site will be via Station Hill at the front entrance of Reading Station. NB: There is no parking available on site. All vehicles are not permitted to travel East along Station Hill without the express permission from Reading Borough Council which must be sought a minimum of twenty four hours prior to it being required Day work Activities

B2

Day work activities will be carried out between 08.00 am and 18.00 pm

Operatives will report and sign in with the Principal Contractor, on Station Hill located between The Three Guineas Public House and WH Smith.

Task Briefing will be made to all operations staff prior to work commencing

Operatives will then report to JDI Site Supervisor

Work will commence

Signing out will be required once the works are complete

Site Layout

Site Address:

JDI Site Office Adjacent the Three Guineas Public House Station Hill Reading RG1 1NF

17


Work Package Plan: Temporary Accommodation Stage One 106499.6.12

18


Work Package Plan: Temporary Accommodation Stage One 106499.6.12

B3

Control of site risks

See Risk Matrix Attached

B4

Protection and isolation

It is not envisaged that the works being undertaken by JDI or its appointed contractors will have any interface with the track side operation of the station and thus this section is not applicable to our works within this context.

B5

On-track plant and machinery movements

It is not envisaged that the works being undertaken by JDI or its appointed contractors will have any interface with the track side operation of the station and thus this section is not applicable to our works within this context.

B6

Communication and contact details

Name

Responsibility

E-mail

Contact Number

Mark Timmons

Scheme Project Manager

Mark.timmons@networkrail.co.uk

07515 628061

Nick Passant

Commercial Manager

Nick.passant@networkrail.co.uk

07515 619787

Shaun Winfield

Senior Project Engineer

Shaun.winfield@networkrail.co.uk

07880 503461

Imran Khan

Project Planner

Imran.khan@networkrail.co.uk

07956 517606

Atif Rizwan

Project Engineer

Atif.rizwan@networkrail.co.uk

07515 620381

Steve Williams

Senior Manager

Steve.williams@networkrail.co.uk

07841 530679

Tom Brenchley

HSEA Specialist

Tom.brenchley@networkrail.co.uk

07766 695714

Mo Badawi

Principle Field Engineer

Mo.badawi@networkrail.co.uk

07515 621815

Paul Bolland

Senior Contracts Manager

Paul.bolland@jdinteriors.co.uk

07827 890911

Andrew Rolinson

HSE Office

Andrew.rolinson@jdinteriors.co.uk

07816 662472

Jane Vinsan

Document Control

Jane.vinsan@jdinteriors.co.uk

07977 173007

Kevin Downey

Site Foreman

Kevin.downey@jdinteriors.co.uk

07901 803926

Leslie Hancock

CRE

engineers@h-w-a.co.uk

0121 745 7600

Ian Griffin

Senior E & P Project Engineer

Ian.griffin@networkrail.co.uk

07515 625489

Vanessa Hope-Lewis

Project Engineer

Vanessa.hopelewis@networkrail.co.uk

07515 619984

Steve Larwood

Site Manager

Steve.larwood@jdinteriors.co.uk

07980 928569

Alastair Weatherspoon

Contracts Manager Birmingham Crane Hire

info@bchc.biz

0121 328 0800

Construction

19


Work Package Plan: Temporary Accommodation Stage One 106499.6.12

B7

Emergency arrangements

All accident’s and emergencies will be notified to the JDI Site Manager who will in turn notify Network Rail and First Great Western. Below is a schedule of the nearest emergency services to the works area. In such an event the emergency services will be directed to the front of the Heritage Building on Station Hill. Both First Aid and Fire Fighting Equipment will are located within the works area for use in the first instance by our JDI Site Manager as the designated First Aider. In this case it is Kevin Downey.

Emergency Service

Address

Contact Number

Emergency

-

999

Castle Street Police Station

Reading

0845 850 5505

RG1 7TH Royal Berkshire Hospital Hospital

London Road

0118 322 5111

RG1 5AN

BT Police

Main Concourse Reading Station

0118 959 0950

Caversham Road Fire Brigade

Reading

0118 322 7845

RG1 8AA

Other Emergency Numbers Environment Agency Emergency Hotline 24hr

0800 807060

Environment Agency General Enquiry’s

0845 933111

Assault Report Line

0800 405060

Water (Thames Water)

0800 714614

Gas (Transco)

0800 111999

Electricity (Southern Electric)

0800 727282

BT (Dial Before You Dig)

0800 917399

Safety & Incident Report Numbers Trespass & vandalism Hotline

0800 40504040

HMRI Accident reporting Office Hours

0207 2765999

Out of Office Hours

0207 276 5999

NCCA / Sentinel Hotline

0870 1627979

20


Work Package Plan: Temporary Accommodation Stage One 106499.6.12

NWR Incident Controller

0207 979 3530

Confidential Incident Reporting & Analysis System (CIRAS)

0800 0850761

Reading Station Area Redevelopment Desk

01189 504019

Reading Signal Box

01189 579278

NWR / Site Access Call Centre (SACC)

01908 723500 Option 2

B8

Welfare

All Staff and Operatives of JDI use the temporary site accommodation set up in front of the Heritage Building including mess room, office and toilet block. The buildings will provide somewhere to change and dry wet clothes. They will be somewhere clean, dry and warm to site and eat food. There will be a means of heating cold food, boiling water and washing up after consumption. The temporary buildings will provide plumbed WC and washbasin and complete with toilet consumables. The welfare facilities will be heated, lit and maintained in a clean and hygienic condition at all times. Welfare will be provided on-site in accordance with Network Rail Standard NR/L3/INI/CP0036 ‘The Provision of Welfare Facilities’.

B9

Interfaces

All interfaces will be managed and monitored by JDI in the first instance, the works will be planned and executed so as to ensure a minimum of interface is maintained at all times. However, it is envisaged that the following interfaces will occur during transition of operatives to and from the works area;

Member’s of the Public Network Rail Staff Other Contractors

Interface with members of the public will occur as operatives are moving between the temporary site accommodation and the works areas are unavoidable. As such all operatives will be courteous and considerate to those members of the public and will move directly from one area to the next without deviating.

C

C1

Briefing

Briefing arrangements

JDI Site Manager will give the task briefings within the works area to all operative carrying out the works detailed. The task briefing sheet will be read out and explained through the aid of a drawing of the works area and operatives will be given the opportunity to ask questions to clarify any queries. When all operatives confirm they understand the content and method of works a physical walk through will take place to reinforce what has been previously discussed and again operatives will be given the opportunity to ask any further questions. Upon completion JDI will ensure that all operatives sign the task briefing record sheet to record that the task briefing took place. Any changes to the task briefing will be carried out in accordance with the Principal Contractor procedures for change.

21


Reading Station Area Work Package Contractor’s Quality Plan Principle Contractors: JDI (Shaylor Group) Project Number: 106499/6.12.1

Contractor’s Environmental Management Plan RSS1E-HEN-PLN-JDA-000002 A01

Contractor: JDI (Shaylor Group) Project: Reading Station Area Redevelopment Network Rail Contract No.: 106499.6.12.1

Rev.

Date

By

1

03.03.2011

PAUL BOLLAND

CRE Approval

Date

Description of Modification ISSUED FOR COMMENT

Page 1 of 13


Reading Station Area Work Package Contractor’s Quality Plan Principle Contractors: JDI (Shaylor Group) Project Number: 106499/6.12.1 CONTENTS

1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26. 27. 28. 29. 30. 31. 32. 33. 34. 35. 36.

PURPOSE SCOPE OF PROJECT DOCUMENT REVISION INFORMATION ENVIRONMENTAL POLICY REGISTER OF SIGNIFICANT ENVIRONMENTAL ASPECTS AND IMPACTS LEGISLATION, REGULATION AND OTHER REQUIREMENTS ENVIRONMENTAL OBJECTIVES AND TARGETS IMPLEMENTATION SCHEDULE ORGANISATION AND RESPONSIBILITIES TRAINING AND AWARENESS INTERNAL COMMUNICATIONS EXTERNAL COMMUNICATIONS DOCUMENTATION OPERATIONAL CONTROL EMERGENCY PREPAREDNESS AND RESPONSE MONITORING AND MEASUREMENT NON-COMPLIANCE, CORRECTIVE AND PREVENTATIVE ACTION RECORDS WASTE MANAGEMENT PLAN WASTE MINIMISATION PERMISSIONS AND CONSENTS ENVIRONMENTAL DESIGN MANAGEMENT TRAFFIC MANAGEMENT PLAN NOISE AND VIBRATION MANAGEMENT PLAN HELPLINE DUST AIR POLLUTION WATERCOURSES HYDROLOGY AND AQUATIC RESOURCES ARCHAEOLOGY BUILT HERITAGE ECOLOGY LANDSCAPE AND VISUAL BOUNDARIES SITE LIGHTING COMPLIANCE MATRICES

Page 2 of 13


Reading Station Area Work Package Contractor’s Quality Plan Principle Contractors: JDI (Shaylor Group) Project Number: 106499/6.12.1

1. Purpose This E nvironmental M anagement P lan des cribes t he pr ocess by w hich env ironmental management shall be demonstrated by JDI for this particular contract.

2. Scope The scope of the scheme is the refurbishment of the Three Guineas Pub within the Grade 2 listed Heritage B uilding due t o t he pl anned dem olition of t he s ingle s torey bui lding at t he West end i n J uly 2011. T he s ingle s torey bui lding c urrently hous es t he T hree Guineas kitchen and toilets as well as other station operational staff. The P ub kitchen w ill be l ocated i n t he ex isting U pper C rust U nit. To ens ure r evenue protection the kitchen will have a serving hatch into a walk in area on the current Platform 4. There will be a door access provided through to the pub on the kitchen side allowing food to be served to the public house customers. The WC layout has been des igned to reflect the current facilities at the Three Guineas Pub and has been agreed with the owner, Peter Mackie. The male and female public toilets are to be located in the East of the Building on the first floor above the pub kitchen. A DDA Compliant toilet will be l ocated on t he ground floor at the East end of the building in the pub’s existing storage area. A replacement storage area is to be created within the Three Guineas in the area adjacent to the existing stairs leading to the beer cellar at the West end of the building. The package of works is to provide temporary accommodation in the form of office space, general storage and catering facilities. This temporary arrangement is to last until 2014 and will cater for the needs of users currently located on the first floor of the Heritage Building and in other parts of Reading Station.

3. Document Revision Information Release

Date

Description of Changes

Page 3 of 13


Reading Station Area Work Package Contractor’s Quality Plan Principle Contractors: JDI (Shaylor Group) Project Number: 106499/6.12.1

4. Environmental Policy JDI has been engaged as Principle Contractor to undertake construction works as part of the Heritage Building Project. It is our intention to carry out these construction works in line with the JDI (Shaylor Group) Environmental Management System ISO 14001:2004 and in accordance w ith t he H eritage B uilding E nvironmental M anagement P lan. A c opy o f t he Shaylor Group Environmental Policy is contained within Compliance Clause 5.1.

5. Register of Significant Environmental Aspects and Impacts The environmental as pects and i mpacts r egister s hall be r eviewed e very 28 da ys as a minimum, and more frequently as appropriate. The environmental aspects and impacts register is contained within Compliance Clause 5.1. J DI’s S ite M anager ( Steve Lar wood) will be r esponsible f or i ts r eview and implementation.

6. Legislation, Regulation and Other Requirements Works on this project shall be carried out in compliance with the requirements of UK environmental law, paying particular regard to the Control of Pollution Act 1974, the Environmental Protection Act 1990, the Water Resources Act 1991 and the Environment Act 1995, and any ot her s tatutory i nstrument, or der or r egulation w hich ar e appl icable t o t he execution of our scope of works on this project. All work s hall be unde rtaken i n ac cordance w ith r elevant R ailway G roup and C ompany Standards. A list of current relevant standards is provided below: • NR/SP/ENV/001 Corporate Environment Manual • NT/O/P/003 Noise and Vibration Complaints • NR/SP/ENV/015 Contract Requirements - Environment • NR/GN/ENV/004 Waste Management Manual • RT/LS/G/00022 Construction Noise Mitigation through Section 61 Consent Process • RT/LS/G/00023 Best Practicable Means: Control of Noise and Vibration from Construction Operations Other conditions specified within the PCIP documentation shall also be complied with. All t imber pr oducts us ed f or t he w orks, i ncluding t emporary w orks, a re pr ocured from sources independently certified to the Forestry Stewardship Councils standards.

7. Environmental Objectives and Targets The E nvironmental S ustainability Strategy f or t he P roject s ets out t he ov erarching aspirational objectives r elating to env ironmental s ustainability, s tructured ar ound t he following BREEAM headings: • Health & Wellbeing

• Water

• Land Use & Ecology

• Energy

• Materials

• Pollution

• Transport

• Waste Page 4 of 13


Reading Station Area Work Package Contractor’s Quality Plan Principle Contractors: JDI (Shaylor Group) Project Number: 106499/6.12.1 JDI intend to align their own environmental objectives and targets with those of the Heritage Building Project and in accordance with the Shaylor Group Environmental Management System ISO 14001:2004. The Environmental Objective and Targets Register can be found within Compliance Clause 5.4.

8. Implementation Schedule JDI intend to implement their Environmental Management Plan in line with their latest construction programme. The latest construction programme at the time of writing this document is 51446 Construction Programme Rev L, contained within Compliance Clause 5.6.

9. Organisation and Responsibilities The company has established a management structure responsible for environmental management on this project as shown in the organisation chart below. Shaylor Group Environmental Responsibility Matrix is contained within Compliance Clause 5.7. If there are any changes to this, we shall notify the IPT before any changes occur.

10. Training and Awareness Site S pecific Induction t raining w ill be pr ovided to al l s taff ope rating w ithin t he dem ise of JDI’s site. This i nitial i nduction t raining w ill be supplemented by r egular Task B riefings to provide updates as required by changes that occur. Task specific training will be identified prior to commencement and communicated through the task briefing process. If external training is required this will be arrange through Shaylor Group Head Office. The p rimary obj ective of pr oviding this t raining shall be t o en sure that env ironmental protection is delivered by both off-site and on-site workforce. Appropriate records of training shall be made available to the project team on request.

11.

Internal Communications

Formal c ommunication o f env ironmental r esponsibilities at communication through the following means; -

Works Package Plans

-

Task Briefings

-

Tool Box Talks

-

Health and Safety Meetings

pr oject l evel

will be

Page 5 of 13


Reading Station Area Work Package Contractor’s Quality Plan Principle Contractors: JDI (Shaylor Group) Project Number: 106499/6.12.1 Copies of the Heritage Building Project and c ompany environmental policy statements shall be displayed on site notice boards, as well as other relevant environmental information. Formal c ommunication of env ironmental matters t o bo th t he P C Team and IPT t eam respectively will be through the following means; -

KPI Reports

-

Dashboard Reports

-

Health and Safety Managers Meetings

12. External Communications All external communications relating to environmental matters will be done so through strict liaison with the Heritage Building Principal Contractor Team. If any approach is made to the company by a Local Authority or Court in respect of noise emissions from the site (whether or not such an approach comprises the serving of a notice made pursuant to Section 60 of the Control of Pollution Act 1974, or an order made pursuant to S ection 80 or 82 o f t he E nvironmental P rotection A ct 1990) t he c ompany s hall immediately inform the IPT Package Manager giving any further information relating to the programme or method of construction which the project may need to know.

13. Documentation NR/SP/ENV/015 Contract Requirements - Environment BGP GRIP 6 Construction Environmental Management Plan Shaylor Group Environmental Management System ISO 14001:2004

14. Operational Control Control measure appertaining to the Environmental Aspects and Impacts are detailed on the register contained within Compliance Clause 5.2 for reference.

15. Emergency Preparedness and Response A c opy of Shaylor Groups Environmental Emergency Procedure i s contained within Compliance Clause 5.13. The c ompany s hall ens ure t hat al l env ironmental i ncidents ar e r eported t o t he pr oject immediately, and s hall s upport t he m anagement o f the ev ent an d any s ubsequent investigation. The reporting of any incident to the Environment Agency shall be agreed and notified to the IPT prior to the report being submitted.

Page 6 of 13


Reading Station Area Work Package Contractor’s Quality Plan Principle Contractors: JDI (Shaylor Group) Project Number: 106499/6.12.1

16. Monitoring and Measurement JDI’S appointed waste management provider will provide monthly waste statistics specific to the project for onward circulation to the Heritage Building Team via the periodic KPI report. Weekly Health, Safety and Environmental Inspections will record any corrective actions to be addressed and these will be subsequently reviewed within a weekly production meeting. The c ompany s hall u ndertake regular s ite i nspections t o ens ure that al l env ironmental requirements a re bei ng c omplied w ith. R esults o f env ironmental per formance monitoring shall be r eported to the Package Manager on a periodic basis using form BGP-F-047 BGP WPC Monitoring and Improvement Evidence Cover Sheet.

17. Non-Compliance, Corrective and Preventative Action Non-Compliance ac tions w ill be i dentified by t he S ite M anager t hrough the w eekly H ealth, Safety and Environmental Inspection these actions will be reviewed by the project team and the respective sub contractor will be issued with an improvement notice. Periodic env ironmental audi ts w ill be c arried out by t he H SEQ O fficer / M anager, Andrew Rolinson, t he r esult o f t his audi t w ill be r ecorded on an I nternal Environmental A udit Checklist En-FO-010, a copy of the form is contained within Compliance Clause 5.14.

18. Records The contractor shall document any environmental risks, commitments and other relevant information t o pr ovide r ecords o f adv ice t o t hose r esponsible for s ubsequent w ork on s ite during maintenance, repair, renovation or demolition. Records must be kept of any pollution control measures installed, hazards or sensitive areas identified and consents obtained. This information s hould be i ncluded w ithin t he c ompany’s heal th and s afety f ile doc umentation and provided to Network Rail when requested.

19. Waste Management Plan JDI’s Site Waste Management Plan is contained within Compliance Clause 5.17; the live document can be inspected at any time upon request to the Site Manager. Due to the space confines of Reading Station it will not be possible to separate all waste on site. However the main bulk items like steel, timber, canteen waste etc. will be c ollected in separate skips with clear labels and t he remaining will be c ollected in one l arge skip which will be sent off site and separated by a waste management company provided by JDI. The company will ensure that when the workforce are removing waste they will be r equired to keep pedestrian and traffic routes clear, and maintain access, egress and es cape routes at a ll t imes. A hi gh s tandard o f hous ekeeping s hall be maintained at al l t imes and w aste materials will be stored in the appropriate bins or skips only. If any haz ardous waste i s pr oduced; t he c ompany i s responsible f or the s afe and l egal removal of the hazardous waste. Hazardous and non-hazardous waste shall not be mixed.

Page 7 of 13


Reading Station Area Work Package Contractor’s Quality Plan Principle Contractors: JDI (Shaylor Group) Project Number: 106499/6.12.1 Where waste materials are to be di sposed of off-site, the company shall implement a ticket system t o c ontrol w aste di sposal, and demonstrate c ompliance w ith U K w aste l egislation and m inimum dut y o f c are r equirements. A ppropriately l icensed waste handl ers ar e us ed and will be to a site that is licensed to receive waste of that particular category. The company shall provide, and m ake available on request data relating to waste produced during the term of contract. The data shall be recorded in a manner to provide information including; key waste type, weight measured and collated each period. The waste data shall be provided to Network Rail each period using BGP-F-047 BGP WPC Monitoring and Improvement Evidence Cover Sheet.

20.

Waste Minimisation

The c ompany s hall c arry out t he works in s uch a way t hat, as f ar as i s r easonably practicable, the amount of spoil and waste to be disposed of is minimised. JDI intend to minimise waste at all times. The arrangements for this will be by ensuring that accurate m easurement is t aken p rior to the o rdering o ff materials and t hat o ff c uts ar e minimised on s ite by o peratives ens uring right first time measurement at the work front. Waste pr oduce w ill be s egregated as far as possible on s ite pr ior t o r emoval b y our appointed waste management provider, once removed the waste is recycled as far as possible in order to further reduce the quantities of waste being sent to landfill. All hazardous waste is disposed of in accordance with The Hazardous Waste Regulations 2005.

21. Permissions and Consents Works on site will not commence until such time that all necessary permissions and contents are in place.

22. Environmental Design Management JDI will take due consideration of all sustainable options, whether they at first seem feasible or not . A s a r esult, v arious s ustainability, ener gy and env ironmental as pects, w ould be considered and included for consideration wherever appropriate, within the design of the proposed Development. This would include consideration of the following: Identify the significant environmental aspects and impacts from current and relevant past activities and services and, where we have direct control or can be expected to have an influence, implement an appropriate environmental management system;  Minimise and where r easonably pr acticable e liminate any ad verse i mpact on t he environment arising from the activities of our business;  Support the reduction, reuse and recycling of materials and ensure the legal disposal of all waste arising from the activities of the business;  Comply with legal requirements and where appropriate go beyond compliance with the minimum environmental requirements of legislative bodies and our customers;

Page 8 of 13


Reading Station Area Work Package Contractor’s Quality Plan Principle Contractors: JDI (Shaylor Group) Project Number: 106499/6.12.1  Make appropriate resources available to manage the environment and ensure human resource roles, responsibilities and authorities are defined.  Ensure t hat al l s taff whose work m ay c reate a s ignificant i mpact upon t he environment ar e p rovided w ith adeq uate and appropriate i nformation and t raining and are competent in environmental matters  Operational energy, where carbon dioxide is produced as a result of the energy from fossil fuels consumed in the day to day operation of the building. To minimise this, consideration would be given to such aspects as controlling solar gain, maximising useful day l ighting, i ncorporating ener gy r ecovery and c ontrols as app ropriate, and the us e o f pa ssive eng ineering techniques w herever pr actical, bea ring i n m ind t he nature of the buildings. Environmental Management Procedure Issue 3 – April 2010  Embodied ener gy, w here c arbon di oxide i s pr oduced f rom the ener gy us ed i n t he extraction, fabrication, a nd t ransportation o f the m aterials us ed i n t he c onstruction. To limit this, consideration would be given to items such as the use of local labour and materials, prefabrication, and right first time construction methods.  The avoidance of excessive waste in the construction process.  The avoidance of excessive water use.  Creating an awareness by the relevant contractors working on t he site such that an environmentally aware culture exists.  Following recommended practice in the provision of internal environmental conditions, sustainability issues etc.

23.

Traffic Management Plan

JDI will be executing their works within the concourse of the Heritage Building, which is accessed from Station Hill and in doing so, will comply with the Project Traffic Management Plan. The company will adopt and use construction traffic routes as detailed within the pr oject Traffic Management Plan.

24.

Noise and Vibration Management Plan •

Concrete cutting / Drilling / Breaking out with small power tools

Noise l evel ar e not env isaged t o ex ceed 90 d ecibels when c utting and br eaking operations are in progress / However dba l evels will be monitored during the works and recorded All p lant and eq uipment w here pos sible will be fitted w ith v ibration r educing ai ds , manufactures guidelines followed The noise levels that will be produced will not require any special measure to prevent migration as they are less than recommended levels

• •

The c ompany s hall c ontrol and l imit noi se and v ibration l evels, s o f ar as i s r easonably practicable, so that sensitive receptors are protected from excessive noise and vibration

Page 9 of 13


Reading Station Area Work Package Contractor’s Quality Plan Principle Contractors: JDI (Shaylor Group) Project Number: 106499/6.12.1

25. Helpline The contractor shall use the project helpline number for the reporting of any environmental enquiries from t he general publ ic. Where an enq uiry r equires ac tion, t he c ompany s hall respond appropriately to information provided by the IPT. The Shaylor Group HSEQ Office for this project is Andrew Rolinson. Mobile: 07816 662422 Email: andrew.rolinson@shaylorgroup.com

26. Dust The company shall take all reasonably practicable measures to avoid nuisance arising from dust or fumes, or any other air-borne pollutants.

27. Air Pollution The project EIA identifies nitrogen oxides (NOx) and dust par ticles of diameter l ess than 10Îźm (PM10) as significant pollutants in urban areas. PM10 is particularly associated with dust from construction sites. The c ompany s hall t ake al l pr acticable m easures t o prevent t he oc currence o f s moke emissions o f fumes from pl ant, t raffic, fuel oi ls or o ther substances, and pr event any emissions or fumes drifting into nearby premises, including those that contribute to PM10. The company shall ensure that all plant and equipment is maintained in good conditions and conforms to manufacturers and legislative emission standards. All plant shall be switched off when not in use.

28. Watercourses Any dr ains, s prings or watercourses t hat may be i nterfered w ith or c ut t hrough s hall be preserved and pipes, and other means provide so as not to stop or diminish their present flow. S hould any dr ain be di scovered or l eft uncovered, ade quate measures s hall be provided to convey the water to a s uitable outlet and ev ery reasonable precaution taken to protect the environment from harm as a consequence of the works. Appropriate c onsents s hall be obt ained f rom Local A uthorities ( or s imilar) pr ior t o any discharge to watercourses. Once the consent(s) have been obtained, the company shall submit a P ermit t o P roceed – Discharge C onsent t o t he I PT M &E r epresentative f or authorisation to p roceed pr ior to any di scharge commencing. The I PT will c o-ordinate t he interfaces within the project for various discharge consents. The company shall not make any temporary or permanent connections to the mains, pipes, drains, watercourses and other utility services without prior approval.

Page 10 of 13


Reading Station Area Work Package Contractor’s Quality Plan Principle Contractors: JDI (Shaylor Group) Project Number: 106499/6.12.1

29. Hydrology and Aquatic Resources The company shall avoid lowering the existing water quality of surface or ground water, and comply with any environment standards such as aquifer protection zones and w ater quality standards. Groundwater quality and levels shall not be adversely affected. The company shall comply with any restrictions regarding the use of herbicides, and shall maintain records of herbicide use. T hese will be available for inspection by third parties as necessary. Appropriate consents shall be obtained prior to any discharge to controlled waters under the Water R esources A ct 1991 w ith di scharge to s ewers m ade i n ac cordance w ith Water Industry A ct 1991. O nce t he c onsent(s) hav e been obt ained, t he c ompany s hall s ubmit a Permit to Proceed – Discharge Consent to the IPT M&E representative for authorisation to proceed prior to any discharge commencing. The IPT will co-ordinate the interfaces within the project for various discharge consents. All ha zardous s ubstances w ill be c oordinated of f s ite by our w aste m anagement p rovider Weir Waste for subsequent and appropriate disposal.

30. Archaeology In t he ev ent t hat pot ential archaeological r emains ar e di scovered a ny r emains s hall be protected until further instruction is provided to the company from Network Rail. There i s no i mpact on archaeology from ac tivity included within t he c ontractor’s s cope of works.

31. Built Heritage Where the works affect listed buildings and structures, designate conservation areas, they will be carried out to ensure impact is minimised. There i s no i mpact on b uilt her itage from ac tivity i ncluded within t he c ontractor’s s cope o f works.

32. Ecology There are no significant ecological issues. The company shall comply with the relevant statutory provisions in respect of the protection of areas of nature conservation interest and of protected species and will control and limit, as far as is practicable, any disturbance to such areas and such species. The company shall follow specific legislation and licences/consents. The company shall not knowingly introduce or cause to grow in the wild, species specified within Schedule 9 of the Wildlife and Countryside Act 1981. There is no impact on ecology from activity included within the contractor’s scope of works.

Page 11 of 13


Reading Station Area Work Package Contractor’s Quality Plan Principle Contractors: JDI (Shaylor Group) Project Number: 106499/6.12.1

33. Landscape and Visual The c ompany s hall c arry out any works, a s far as i s r easonably pr acticable, to c ontain disturbance t o l andscape and t ownscape within r easonable l imits and t hat any s ite restoration measures are implemented in a timely manner. The company shall afford appropriate protection to any trees within or in the vicinity of the works, particularly those s ubject to Tree Preservation Orders (TPO’s) as r equired by the Local Authority. The company shall follow the requirements of consents for such works. There is no impact on the landscape and visual environment from activity included within the contractor’s scope of works.

34. Boundaries Where the site is not naturally protected by existing retaining walls, parapets or other similar barriers, then the company shall provide temporary hoardings or fences. These fences shall be installed with due cognisance of public safety, the limitation of visual intrusion, and where necessary to provide noise shielding.

35. Site Lighting Lighting for site security and safety shall be provided by the Principal Contractor. The company s hall pr ovide t ask-specific lig hting; which will be of a s uitable s tandard and arrangements t o prevent i nterference w ith l ocal r esidents and bu sinesses, and the operational railway. There is no impact from lighting the effect the scope of works for this project.

36. Compliance Matrices The following t able de monstrates t he c ompliance of t he c ompany with t he r equirements NR/SP/ENV/015 Contract Requirements Environment. Clause

Requirement

Document Reference

Company Reference

5.1

Environmental Policy

4

SGP-004

5.2

Register of Significant Environmental Aspects and Impacts

5

En-FO-004

5.3

Legislation, Regulation and Other Requirements

6

En-FO-012

5.4

Environmental Objectives and Targets

7

En-FO-005

5.5

Environmental Management Plan

All

SHA-EP-PL001

5.6

Implementation Schedule

8

51446-CP-L

5.7

Structure and Responsibility

9

En-FO-015

5.8

Training Awareness and Competence

10

-

5.9

Internal Communication

11

-

5.10

External Communication

12

-

5.11

Environmental Management System Documentation

13

En-FO-011

5.12

Operational Control

14

En-FO-004

Page 12 of 13


Reading Station Area Work Package Contractor’s Quality Plan Principle Contractors: JDI (Shaylor Group) Project Number: 106499/6.12.1 5.13

Emergency Preparedness and Response

15

Co-FO-022

5.14

Monitoring and Measurement

16

En-FO-010

5.15

Non-compliance, Corrective and Preventative Action

17

Hs-FO-033

5.16

Records

18

-

5.17

Waste Management Plan

19

En-FO-001

5.18

Waste Minimisation

20

En-FO-001

6.1

Permissions and Consents

21

-

6.2

Environmental Design Management

22

-

6.3

Traffic Management Plan

23

-

6.4

Noise and Vibration Management Plan

24

Co-FO-023

6.5

Helpline

25

-

6.6

Dust

26

-

6.7

Air Pollution

27

-

6.8

Interference with Drains, Springs and Watercourses

28

-

6.9

Hydrology and Aquatic Resources

29

-

6.10

Archaeology

30

N/A

6.11

Built Heritage

31

N/A

6.12

Ecology

32

N/A

6.13

Landscape and Visual

33

N/A

6.14

Boundaries

34

-

6.15

Lighting

35

N/A

Page 13 of 13


SHAYLOR Corporate Social Responsibility Policy Corporate Social Responsibility (CSR) is all about improving our business and delivering quality to our customers in a way that continues to support and focus on protecting the environment; providing help and support to our local community and looking after our own employees. Health & Safety Shaylor Group operates a defined and documented system in accordance with our health & safety policy statement, policies and business management system. Data is regularly captured and reported on accident rates, trends and the health of our sites. Our Customers Shaylor Group builds sustainable and long term relationships with our customers by understanding and addressing specific project drivers. Success is measured through customer satisfaction monitoring. Our People We recognise that our people are the key to our success. We secured Investors In People in 2005 and operate industry leading training programmes, including a management academy and an apprenticeship scheme. Staff retention statistics are one of our measures because developing and retaining high calibre staff is important to us. Our Communities We support our local community by engaging with local education establishments, community groups and sponsoring an annually chosen charity. Shaylor Group is a family run organisation with core values. Investing in our local area and economy, minimising our impact on the environment ensures that we play a key part in our community’s sustainable future. Our Environment We have an environmental management system accredited to ISO14001. We work to minimise our impact on the environment by reducing waste and reviewing our use of materials and energy. Long term corporate objectives have been set, based on our key risks. Whenever possible and as far as is reasonably practical, our materials will be purchased as a recycled product or from certified managed sources. Work directives exist to this effect in our purchasing department. Our Suppliers Together with our people, our supply chain is key to our success as a business. We maintain an approved database of suppliers who are performance monitored. Selection is based on locality, performance and specialism. We aim to develop long term relationships to enhance team working and continuity. Our CSR reports are produced annually and are communicated to our employees at our site link briefing days. Signed for and on behalf of the board: SC Shaylor CEO Shaylor Group Corporate Social Responsibility Policy SGP- 005 Revision: a Rev Date: 01.05.10

Page 1 of 1


Certificate of Registration

This is to certify that the Environmental Management System of Shaylor Group PLC Frederick James House, Unit 52-54, Wharf Approach, Anchor Brook Industrial , Aldridge, Walsall, WS9 8BX applicable to Main contracting, general building works, refurbishment and new build development has been assessed and registered by NQA against the provisions of BS EN ISO 14001 : 2004 This registration is subject to the company maintaining an environmental management system, to the above standard, which will be monitored by NQA.

B

Certificate No: Date: Reissued: Valid Until:

Head of NQA

B

The use of the UKAS Accreditation Mark indicates accreditation in respect of those activities covered by the accreditation certificate number 015 held by NQA. NQA is a trading division of Ascertiva Group Ltd, Registration No. 02513162. Registered Office: Warwick House, Houghton Hall Park, Houghton Regis, Dunstable, Bedfordshire, LU5 5ZX. This certificate is the property of NQA and must be returned on request.

E 1731 17 July 2008 9 March 2011 17 July 2011


Certificate of Registration

This is to certify that the Quality Management System of Shaylor Group PLC Frederick James House, Unit 52-54, Wharf Approach, Anchor Brook Industrial , Aldridge, Walsall, WS9 8BX applicable to Main contracting, general buildings, major refurbishment and new build development and design associated therewith has been assessed and registered by NQA against the provisions of BS EN ISO 9001 : 2008 This registration is subject to the company maintaining a quality management system, to the above standard, which will be monitored by NQA.

B

Certificate No: Date: Reissued: Valid Until: EAC Code:

Head of NQA

A

The use of the UKAS Accreditation Mark indicates accreditation in respect of those activities covered by the accreditation certificate number 015 held by NQA. NQA is a trading division of Ascertiva Group Ltd, Registration No. 02513162. Registered Office: Warwick House, Houghton Hall Park, Houghton Regis, Dunstable, Bedfordshire, LU5 5ZX. This certificate is the property of NQA and must be returned on request.

3951 25 May 1994 8 March 2011 30 September 2013 28


ENVIRONMENTAL POLICY STATEMENT Shaylor Group is committed to ensuring that our actions and operations as a business do not adversely affect the environment. We recognise that protecting the environment now, for the wellbeing of future generations, is of prime importance. The business will:> Comply with legislation, approved codes of practise, recognised guidelines and other requirements that are directly related to its’ environmental aspects. > Strive to maintain and continually improve our environmental performance and prevent pollution. > Ensure sufficient resources (financial, time & personnel) are available to implement a sound environmental management system. > Assign specific environmental responsibilities throughout the business. > Make sufficient environmental training and information available to all employees. > Ensure environmental policies & procedures are communicated as appropriate to all persons working for or on behalf of the organisation. > Environmental objectives and targets will be set in line with the significant environmental aspects affecting the business. These include:I. II. III. IV. V.

Energy Waste Water Use of Materials Nuisance

Shaylor Group is registered to BS.EN.ISO.14001:2004 environmental management system. All employees at all levels within the organisation shall comply with this policy. This policy will be reviewed periodically by top management to ensure ongoing suitability & alignment to the overall business strategy. This policy will be available to the public on request.

S.C. Shaylor CEO Shaylor Group SGP-004 Issue : a

Rev Date: 01.05.10


Quality Policy Statement Shaylor Group Plc (SG) are committed to the provision of a total, quality assured service in meeting statutory requirements, legal requirements and the customers specified and anticipated needs in an organised and professional manner. We aim to meet and exceed customer requirements and satisfaction, through the provision of a high quality, value focused and sustainable service. This will be delivered through a desire for excellence and success. Measurable quality objectives consistent with this policy shall be established. Objectives shall be communicated to all personnel, so that they are understood, and shall be monitored and subject to systematic, periodic review by management. As part of our continuous improvement policy, SG view the attainment of ISO 9001 (2008) as a significant milestone. It is regarded as the minimum standard to which we work and will engender a customer focused ethos. The company recognises the importance of its staff, and is wholly committed to the development and training of all personnel, throughout the organisation. Steps shall be taken to ensure that this quality policy is communicated and understood within the organisation. The Directors and Senior Management shall periodically review this policy to ensure its continued suitability to the organisation.

S.C. Shaylor CEO Shaylor Group SGP-003 Issue: a

Rev Date: 01.05.10


Virgin Trains - NSIW