Ash Contracting

A Message from Lord Pickles and Lord Blunkett, followed by Ash Contracting'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 Ash Contracting 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.ashltd.biz

29ASH CONTRACTING |
BEST PRACTICE REPRESENTATIVE 2019
Managing Director,
DeanCooper
Guildford High School
Recital Hall
Ash Contracting is a privately owned construction
company based in Kent and Surrey, making it perfectly
located to deliver construction services to the South
East. The company, founded in 2004, starting with only
handful of employees but now has over 50. Managing Director
Dean Cooper says they are the company’s biggest asset. Ash
invests in them by providing the opportunities and support
they need to develop their skills. Consistency of personnel and
purpose has been key to the company’s success. Dean offers
the
Review
a more thorough insight into the company.
Our services
The projects we undertake range in both size and complexity, which typically can
be from a £100,000 Grade ll listed building restoration to a £6 million commercial
new build. Our expertise is in the commercial, ecclesiastical, educational, leisure
and healthcare sectors. We have found the following principles to be driving forces
to our success:
»A happy, professional and talented staff team;
»A consistent, coherent and honest approach and ethos in our dealings with clients;
»A passion for delivering first-class projects;
»Good cash flow and only working for clients that have first-rate credit profiles;
»Putting clients’ needs first;
»Treating our supply chain fairly and paying within agreed timescales; and
»Consideration of and adherence to environmental and legal issues at all times.
FACTS ABOUT
ASH CONTRACTING
»Managing Director:
DeanCooper
»Founded in 2004
»Based in Kent and Surrey
»Services: Construction
»No. of employees: 50
»Projected turnover in 2018/19
of £20 million
»ISO 9001 and Constructionline
accredited
»Clients include the University
of Surrey, Addison Lee, the
NHS and many more
Ash Contracting
THE PARLIAMENTARY REVIEW
Highlighting best practice
30 | ASH CONTRACTING
Going for gold
We want to fight the fight and win the
race. Practically, that means delivering
and exceeding clients’ expectations
and encouraging long-term
relationships that deliver negotiated
work, constructing buildings that are
a pleasure to live or work in and that
stand the test of time.
Our workplace
We all deserve to go to work and enjoy
what we do. We should enjoy good
relationships with those around us and
feel that we are part of a team making
a difference – but most importantly,
we should come home safely at the
end of the day. No matter what the
environment and the challenges it
brings, we aim to make the workplace
and the processes an experience that
enrichesall participants in the project
and leaves clients and consultants
wanting to work with the team again.
The challenges
At a macro level, the three greatest
challenges we face are:
»Ensuring that we do not work for
unscrupulous or cash-short clients;
»The vagaries of the tender process
and therefore winning new
contracts; and
»Building safe buildings and building
safely, ensuring that we do not
unwittingly construct inbuilt failures.
On the first count, know the client
and risk assess them. Questions that
should arise at this stage include the
following: Do they have sufficient
funds and can they afford the project?
How do they project themselves?
Are they a long- or short-term client?
Does that fit in with our business view
of ethics and team players? Are they
known for litigation? Are they loyal to
their consultants and collaborative?
If there are any serious shortcomings
with regard to these questions, then
there is no benefit in tendering.
On the second challenge, as a strategy,
we have learnt through painful
experience that we must risk assess
tenders. The questions to ask include:
Is the client someone we wish to work
for? Where is the work? What are the
payment terms? Is the work within our
skillset? Do we have a supply chain
that can resource the work? Do we like
the work and the client – what is our
gut reaction?
To a degree, this is counter-intuitive
in the construction industry because,
A dedicated team
Our Lady of Lourdes,
Thames Ditton
Treating our
supply chain
fairly and
paying within
agreed
timescales
31ASH CONTRACTING |
BEST PRACTICE REPRESENTATIVE 2019
as builders, we do not ask too many
questions: We simply price it, and if
we win it, we build it. This, however,
is a misguided approach. We instead
risk assess the project. We score the
project, and if we win it, we look for
the reasons why we won it. After
then having reassessed the project,
we commence if that is appropriate.
Tendering can be very unsatisfactory in
the final analysis for the tenderer – a
client and a project won at a loss can
have a huge effect on a company’s
viability and longevity.
The third but not least challenge is
constructing safely and understanding
the burden of fit-for-purpose
compliance with the Building
Regulations and British Standards, as
well as the duty of care. The greatest
risk is in the design and build context.
In this regard, Grenfell is a wake-up
call for the entire industry and the
community at large. A light has been
shone at all levels, and I am sure that,
in the final analysis, failures will be
evident throughout the regulatory and
construction industry.
At a far less tragic level, contractors are
heavily at risk from building in errors
of design or workmanship. No matter
who is responsible, the rectification
of faults can result in costs that are
not in any way sustainable. Therefore,
we must continuously train our team,
employ competent consultants,
have quality control procedures
and not allow substandard work to
gounchallenged.
All of this does not sit well when
the lowest price comes first. In many
senses, the construction industry gets
what it deserves – it bids us to fly but
gives us no wings.
Where Ash has benefited and must
continue to do so is that the Ash
brand is recognised for its delivery
and outcomes – the reward for
which is an increased share of
negotiatedcontracts.
The three rules
1. Work with first-class clients;
2. Risk assess tenders and reassess
them before signing a contract (or,
better still, negotiate); and
3. Build it right!
The future
The strategy for the future is to build
on what we have achieved, to develop
a business plan that will enable us to
build on our education expertise and
expand in the healthcare and leisure
sectors and to target growing markets
in a structured way by employing
talented people to lead us forward.
Training
Finding the right people is very
difficult: The skills shortage is real.
This is why, in addition to skilled and
experienced employees, we also do
everything we can to employ young
people, including apprentices. We
then mentor them to encourage them
to have a full understanding of the
industry: the highs and lows, the risks
and rewards. Ultimately, it comes back
to this: our staff are our biggest asset.
Tolworth Girls’
School were so
impressed with
Ash on phase 1
that they
negotiated with
them on phase
2. We regularly
put Ash on
tender lists and
are always
pleased when
they are
successful
Sarah Waterfield – Lytle
Associates Architects
High Weald House,
Bexhill

www.ashltd.biz

This article was sponsored by Ash Contracting. 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 The Rt Hon Theresa May MP.

The Rt Hon Theresa May MP's Foreword For The Parliamentary Review

By The Rt Hon Theresa May MP

This foreword from the then Prime Minister appeared in the 2018/19 Parliamentary Review.

British politics provides ample material for analysis in the pages of The Parliamentary Review. For Her Majesty’s Government, our task in the year ahead is clear: to achieve the best Brexit deal for Britain and to carry on our work to build a more prosperous and united country – one that truly works for everyone. 

The right Brexit deal will not be sufficient on its own to secure a more prosperous future for Britain. We also need to ensure that our economy is ready for what tomorrow will bring. Our Modern Industrial Strategy is our plan to do that. It means Government stepping up to secure the foundations of our productivity: providing an education system that delivers the skills our economy needs, improving school standards and transforming technical education; delivering infrastructure for growth; ensuring people have the homes they need in the places they want to live. It is all about taking action for the long-term that will pay dividends in the future.

But it also goes beyond that. Government, the private sector and academia working together as strategic partners achieve far more than we could separately. That is why we have set an ambitious goal of lifting UK public and private research and development investment to 2.4 per cent of GDP by 2027. It is why we are developing four Grand Challenges, the big drivers of social and economic change in the world today: harnessing artificial intelligence and the data revolution; leading in changes to the future of mobility; meeting the challenges of our ageing society; and driving ahead the revolution in clean growth. By focusing our efforts on making the most of these areas of enormous potential, we can develop new exports, grow new industries and create more good jobs in every part of our country.

Years of hard work and sacrifice from the British people have got our deficit down by over three quarters. We are building on this success by taking a balanced approach to public spending. We are continuing to deal with our debts, so that our economy can remain strong and we can protect people’s jobs, and at the same time we are investing in vital public services, like our NHS. We have set out plans to increase NHS funding annually by an average by 3.4 percent in real terms: that is £394 million a week more. In return, the NHS will produce a ten-year plan, led by doctors and nurses, to eliminate waste and improve patient care.

I believe that Britain can look to the future with confidence. We are leaving the EU and setting a new course for prosperity as a global trading nation. We have a Modern Industrial Strategy that is strengthening the foundations of our economy and helping us to seize the opportunities of the future. We are investing in the public services we all rely on and helping them to grow and improve. Building on our country’s great strengths – our world-class universities and researchers, our excellent services sector, our cutting edge manufacturers, our vibrant creative industries, our dedicated public servants – we can look towards a new decade that is ripe with possibility. The government I lead is doing all it can to make that brighter future a reality for everyone in our country. 

British politics provides ample material for analysis in the pages of The Parliamentary Review 
The Rt Hon Theresa May MP
Prime Minister