Aonyx

A Message from Lord Pickles and Lord Blunkett, followed by Aonyx's best practice article

The ability to listen and learn from one another has always been vital in parliament, in business and in most aspects of daily life. But at this particular moment in time, as national and global events continue to reiterate, it is uncommonly crucial that we forge new channels of communication and reinforce existing ones. The following article from Aonyx is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.

Blunkett signature Rt Hon The Lord David Blunkett
Pickles signature Rt Hon The Lord Eric Pickles

www.aonyx.co.uk

BEST PRACTICE REPRESENTATIVE 2019
THE PARLIAMENTARY REVIEW
Highlighting best practice
32 | LAURENCE ASSOCIATES
We continue to evolve as a business
and over the next few years would
like to bring more expertise in-house,
complementing the services we offer
and saving our clients from having to
rely on external consultants, which can
often cause frustrating delays.
Restronguet Point
Currently under construction is our
flagship residential project to design
a replacement home, garage and
waterside boathouse in a magnificent
location at Restronguet Point, on the
south coast of Cornwall. It’s worth
elaborating on the nature of this project,
because it exemplifies particularly well the
nature of our work and our company.
Boasting a front-row seat at the edge
of the picturesque, wildlife-rich waters
of the Carrick Roads, this is one of the
most sought-after locations in the West
Country. Presenting as two storeys
from the front and three from the rear,
our design exploits the natural contours
of the sloping site, giving centre stage
to the extraordinary, far-reaching views
of St Just in Roseland and beyond.
The magnificence of this generous
plot is undisputed, but the build isn’t
without its challenges: the footprint of
the main house stretches across almost
the entire width of the site, meaning
much of the equipment and materials
will need to be delivered by barge as the
build progresses. Work at Restronguet
started in February 2018 and is now
well under way. The ground-floor base,
retaining walls and waterproof tanking
are complete. The lower-ground-floor
excavations, retaining walls and mass-
fill foundations, which are four metres
deep in places, took more than six
months to finish, such is the size and
complexity of this scheme.
The 750-square-metre split-level house
will comprise floor-to-ceiling glazing
and spacious open-plan living areas and
outdoor terraces. The large cantilever
design of the first floor maximises the
indoor living space while celebrating
its exceptional riverside location. The
lower ground floor, visible only from
the estuary, will house a luxury indoor
swimming pool and steam room, along
with a fully glazed gym that enjoys
views of the pool and the estuary.
The upper-floor transfer deck,
comprising more than 180 cubic
metres of concrete, was poured in
early November 2018. The supports
and first-floor transfer deck came
next, followed by the upper deck, built
using a giant steel frame with timber
infill panels.The new four-bay grass-
roofed garage will be concealed from
the road by altering the garden levels,
and the 175-square-metre boathouse,
with boat storage below, is being
recessed onto the landscape on the
water’sedge.
The entire project has been carefully
conceived and meticulously planned from
the outset, a collaboration of expertise
from our designers, plannersand
landscape architect. We’ve been
retained to provide on-site supervision
to the building contractor, and we
attend monthly site meetings to discuss
and monitor progress and address any
issues that arise during thebuild.
All of this testifies to the care and
effort we put into each and every
aspect of a project, and so long as we
remain committed to such an ethos, I
anticipate a healthy, long-term future
for our practice.
The entire
project has
been carefully
conceived and
meticulously
planned from
the outset
Outdoor terraces looking
across the Fal Estuary
33AONYX |
CONSTRUCTION & ENGINEERING
Managing Director RichardReid
190 Strand cinema room
Aonyx designs and installs audio-visual and home
automation systems at a variety of properties. Working
with both individuals and larger housing providers, Aonyx
aims to simplify and centralise various home systems, linking
them together to be controlled in one place. It is also at the
forefront of the development of smart communities, automated
systems that can track the movements of the occupant and
respond accordingly: turning the heating off if the occupant
leaves, for example. Managing Director Richard Reid explains
how the company has grown and how the development of smart
communities will profoundly affect the way we live our lives.
We are a systems integrator with three interlinked sides to our business. The first,
where we began, focuses on home automation, bringing connected devices into
a home. This can cover heating, blind control, wifi and door entry. We bring these
components together under one control system. Our clients in this part of the
business generally fall into two camps: high net worth individuals who are building
automated homes, and larger housing contractors, such as St Edwards, who are
constructing advanced multi-dwelling units. We also distribute audio and video
systems, cabling each device to a single control system, either through an app or a
touch panel. This enables our customers to fully automate their home and control a
variety of these functions from their phone.
The second part of the business focuses on the commercial side of the residential
market. In this area, we deal with large developers and supply and install door
and entry access control, CCTV systems and TV networks throughout the building.
FACTS ABOUT
AONYX
»Managing Director:
RichardReid
»Established in 2012
»Based in Watford
»Services: Audiovisual and
home automation system
installation
»No. of employees: 29
Aonyx
THE PARLIAMENTARY REVIEW
Highlighting best practice
THE PARLIAMENTARY REVIEW
Highlighting best practice
34 | AONYX
We assist with the running of all the
necessary cable infrastructure and the
installation and commissioning of the
equipmentitself.
Linked to this is the development of
smart communities. These involve
the creation of an intelligent network
that can monitor the whereabouts
of residents. This can be used to
automatically influence internal
systems, such as heating, to respond
to the movements of the occupier. For
instance, the heating will turn itself on
when it senses the occupant entering
the apartment. These smart systems
can also help to measure various
metrics including energy usage and air
quality. The final area we work in, and
the most recent, is consultancy.
Developing our own workforce
A key foundation stone of our
business is employing our own staff.
Unlike many other competitors, we
do not subcontract and have been
steadily increasing our staff as we
have expanded. Four years ago, we
had six members of staff: we now
have 29. We train all of our engineers
in-house and endeavour to promote
from within. This is supported by
our strong internal structure and
familyatmosphere.
In order to achieve best practice on
site, best practice must be evident
in the office. We regularly organise
team-building nights out and trips
abroad as we want our employees
to feel part of something. While we
originally began by subcontracting our
services, we have since brought all of
them in-house and this has allowed us
to constantly pay close attention to the
quality of our service, making sure we
are delivering our high standards. This
rigorous attention to detail benefits
our customers and extends to how
we interact with them: our vehicles
are always clean, our staff are always
well presented and we work hard to
mirror the quality of our work in our
interactions with clients.
Over the years, we have developed
a strong relationship with our
technology suppliers. When we first
started, we went through a phase of
trying different products to see which
best suited our purposes. Since then,
we have refined our selection to the
best product set. We now know what
will work and it is essential that we
are confident in the product as we
have to put our name behind it. We
have been working with Control4, a
home automation provider, for ten
years and we have now achieved
Pinnacle Diamond Dealer status from
them, something that confirms the
quality of our services. We are very
proud of what we have achieved, and
Aonyx showroom
190 Strand leisure suite
In order to
achieve best
practice on
site, best
practice must
be evident in
the office
35AONYX |
CONSTRUCTION & ENGINEERING
our decision to take a longer route
to growth has been validated by the
strength of our relationships with
oursuppliers.
These relationships mean they now
come to us with projects. Similarly, we
always provide them with feedback,
helping to shape future technologies.
Having our own staff means we are
better able to achieve this, and as the
strength of our product set is so crucial
to our business, this kind of dialogue
isessential.
The impact of uncertainty
One of the major challenges we
faced, especially when starting out,
was gaining recognition. As a small
company, we needed to build a
reputation among both clients and
suppliers. In order to improve your
reputation, you must complete
projects, but without recognition
it is hard to win these contracts.
We therefore chose the long route,
working steadily and consistently to
raise our profile, something which was
based on the quality of our work.
Brexit has not directly affected our
business but it has affected the sector
as a whole. Projects have slowed
down and funding has dried up.
These inconsistent developments have
impacts across the industry and we
are trying to make sure that we are
able to balance this alongside our
professionalism and the standard of
our work. Ironically, the first six months
of this year have been some of the
busiest we have ever had and although
Brexit has impacted project timelines,
the effect we have seen is very much
stop-start in build cycles.
We aim to remain at the cutting
edge of the sector, and a crucial part
of this is developing and supporting
the progress of smart technology.
Our goal is to be at the forefront of
this innovation. The invention and
development of smartphones has
changed everything and now the
ability to control everything from
your phone is becoming increasingly
possible. Beyond this, large
manufacturers are trying to create
systems where all data is stored in the
cloud and can track someone’s precise
location within their apartment. This
automation will help drive progress
forward. While this innovation will not
happen tomorrow, it will dictate the
future of the sector and will profoundly
change the ways in which people live
their lives.
Our decision to
take a longer
route to growth
has been
validated by the
strength of our
relationships
with our
suppliers
Wimbledon Hill Park
cinema room (left); 375
Kensington High Street
home cinema room
(right)
BEST PRACTICE REPRESENTATIVE 2019
THE PARLIAMENTARY REVIEW
Highlighting best practice
34 | AONYX
We assist with the running of all the
necessary cable infrastructure and the
installation and commissioning of the
equipmentitself.
Linked to this is the development of
smart communities. These involve
the creation of an intelligent network
that can monitor the whereabouts
of residents. This can be used to
automatically influence internal
systems, such as heating, to respond
to the movements of the occupier. For
instance, the heating will turn itself on
when it senses the occupant entering
the apartment. These smart systems
can also help to measure various
metrics including energy usage and air
quality. The final area we work in, and
the most recent, is consultancy.
Developing our own workforce
A key foundation stone of our
business is employing our own staff.
Unlike many other competitors, we
do not subcontract and have been
steadily increasing our staff as we
have expanded. Four years ago, we
had six members of staff: we now
have 29. We train all of our engineers
in-house and endeavour to promote
from within. This is supported by
our strong internal structure and
familyatmosphere.
In order to achieve best practice on
site, best practice must be evident
in the office. We regularly organise
team-building nights out and trips
abroad as we want our employees
to feel part of something. While we
originally began by subcontracting our
services, we have since brought all of
them in-house and this has allowed us
to constantly pay close attention to the
quality of our service, making sure we
are delivering our high standards. This
rigorous attention to detail benefits
our customers and extends to how
we interact with them: our vehicles
are always clean, our staff are always
well presented and we work hard to
mirror the quality of our work in our
interactions with clients.
Over the years, we have developed
a strong relationship with our
technology suppliers. When we first
started, we went through a phase of
trying different products to see which
best suited our purposes. Since then,
we have refined our selection to the
best product set. We now know what
will work and it is essential that we
are confident in the product as we
have to put our name behind it. We
have been working with Control4, a
home automation provider, for ten
years and we have now achieved
Pinnacle Diamond Dealer status from
them, something that confirms the
quality of our services. We are very
proud of what we have achieved, and
Aonyx showroom
190 Strand leisure suite
In order to
achieve best
practice on
site, best
practice must
be evident in
the office
35AONYX |
CONSTRUCTION & ENGINEERING
our decision to take a longer route
to growth has been validated by the
strength of our relationships with
oursuppliers.
These relationships mean they now
come to us with projects. Similarly, we
always provide them with feedback,
helping to shape future technologies.
Having our own staff means we are
better able to achieve this, and as the
strength of our product set is so crucial
to our business, this kind of dialogue
isessential.
The impact of uncertainty
One of the major challenges we
faced, especially when starting out,
was gaining recognition. As a small
company, we needed to build a
reputation among both clients and
suppliers. In order to improve your
reputation, you must complete
projects, but without recognition
it is hard to win these contracts.
We therefore chose the long route,
working steadily and consistently to
raise our profile, something which was
based on the quality of our work.
Brexit has not directly affected our
business but it has affected the sector
as a whole. Projects have slowed
down and funding has dried up.
These inconsistent developments have
impacts across the industry and we
are trying to make sure that we are
able to balance this alongside our
professionalism and the standard of
our work. Ironically, the first six months
of this year have been some of the
busiest we have ever had and although
Brexit has impacted project timelines,
the effect we have seen is very much
stop-start in build cycles.
We aim to remain at the cutting
edge of the sector, and a crucial part
of this is developing and supporting
the progress of smart technology.
Our goal is to be at the forefront of
this innovation. The invention and
development of smartphones has
changed everything and now the
ability to control everything from
your phone is becoming increasingly
possible. Beyond this, large
manufacturers are trying to create
systems where all data is stored in the
cloud and can track someone’s precise
location within their apartment. This
automation will help drive progress
forward. While this innovation will not
happen tomorrow, it will dictate the
future of the sector and will profoundly
change the ways in which people live
their lives.
Our decision to
take a longer
route to growth
has been
validated by the
strength of our
relationships
with our
suppliers
Wimbledon Hill Park
cinema room (left); 375
Kensington High Street
home cinema room
(right)

www.aonyx.co.uk

This article was sponsored by Aonyx. The Parliamentary Review is wholly funded by the representatives who write for it. The publication in which this article originally appeared contained the following foreword from Rt Hon Michael Gove.

Rt Hon Michael Gove's Foreword For The Parliamentary Review

By Rt Hon Michael Gove

This year's Parliamentary Review comes at a momentous time for parliament, as we collectively determine the destiny of the United Kingdom. 

On October 31, the UK will leave the European Union. The successful implementation of this process is this government's number-one priority.

Three years after a historic referendum vote, we will deliver on the decisive mandate from the British people. Trust in our democracy depends on it. Until that final hour, we will work determinedly and diligently to negotiate a deal, one that abolishes the backstop and upholds the warm and close relationship we share with our friends, allies and neighbours in the EU. But in the event that the EU refuses to meet us at the table, we must be prepared to leave without a deal.

As the Chancellor of the Duchy of Lancaster, it is my job to lead on this government's approach, should that scenario happen. Preparing for Brexit is my department's driving mission. But while I am leading this turbocharged effort, the whole of government is committed to this endeavour.

Ministers across Whitehall are working together to ensure that every possibility is considered, every plan is scrutinised and every provision is made. A daily drumbeat of meetings means that we are holding departments accountable, so that preparations are completed on time.

The chancellor has confirmed that all necessary funding will be made available. And we have mobilised thecivil service, assigning 15,000 of our most talented civil servants to manage our exit from the EU.

We will make sure that on November 1, there is as little disruption to national life as possible. Our trade relationships will continue to thrive, thanks to agreements with countries around the world worth £70 billion. Our country will remain secure, thanks to nearly 1,000 new officers posted at our borders. And the 3.2 million EU nationals now living and working among us can remain confident, with absolute certainty, of their right to remain in the UK.

Above all, our goal is to be transparent. Soon, we will launch a public information campaign so that citizens, communities and businesses are ready and reassured about what will happen in the event of “no deal”.

In my first few weeks in this role, I have travelled to ports and tarmacs, borders and bridges, all across the UK –from the seaside of Dover to the rolling green hills of County Armagh. I have heard from business owners and border officials, farmers and hauliers. They are ready to put an end to uncertainty. And they are ready to embrace the opportunities ahead.

Our departure from the EU will be a once in a lifetime chance to chart a new course for the United Kingdom. Preparing for that new course will be a herculean effort. But this country has made astounding efforts before. We can do it again.
Rt Hon Michael Gove
Chancellor of the Duchy of Lancaster