Burroughs

A Message from Lord Pickles and Lord Blunkett, followed by Burroughs'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 Burroughs 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, MP
Pickles signature Rt Hon The Lord Eric Pickles, MP

www.burroughs.co.uk

THE PARLIAMENTARY REVIEW
Highlighting best practice
THE PARLIAMENTARY REVIEW
Highlighting best practice
22 | BURROUGHS
Managing Director PiersBurroughs
The award-winning Eastham Bridge –
reconnecting local communities in 11 months
Burroughs are an independent civil and structural engineering
and project management consultancy with a strong client
and staff focus. Their projects are broad in scope and scale,
with an established presence in airports; highways, including
bridges; water and drainage infrastructure; renewable energy;
project and cost management; industrial and commercial
buildings; and a more recent move to railway systems. The
quality of these projects has won them considerable recognition
in the form of awards. This success has come through their
determination to deliver for clients while also creating a highly
supportive workplace. Managing Director Piers Burroughs tells
The Parliamentary Review
more about the business.
Burroughs was created with the sole aim of delivering for our clients, with the
ethos established at the outset of providing quality, integrity and experience. To
deliver this aim, it was important to establish the right environment to attract the
right staff and allow them to develop and excel. Above all else, we pride ourselves
on our team and on understanding our clients’ aims and requirements – in this way
we provide the right resource to manage the delivery of a client’s project within
time and to budget. We have been performing these tasks for over 30 years and
are well equipped to provide the right focus to deal with nearly any situation.
The path we took
Burroughs began in 1988 with the goal of providing civil and structural engineering
consultancy services, developing a reputation for both practical and innovative
FACTS ABOUT
BURROUGHS
»Managing Director:
PiersBurroughs
»Founded in 1988
»Located in Cardiff
»Services: Structural
engineering and project
management consultancy
»No. of employees: 35
»20 per cent of workforce
supported on day release
academic studies – providing
Level 3 to Level 7, which
translates as, for example,
BTEC to MSc
»Operates an ICE-approved
graduate training scheme
»www.burroughs.co.uk
Burroughs
23BURROUGHS |
CONSTRUCTION & ENGINEERING
designs, as well as the ability to
engineer solutions for more complex
schemes. The scope of service very
soon developed to encompass project
and cost management as we developed
our skills, and our clients appreciated
how we could complement them by
delivering to a wider brief.
This development stemmed from
our broader and more fundamental
ambition of ensuring that quality and
delivery for our clients sits at the very
heart of everything we do. Indeed, we
are always seeking to go the extra mile
for our clients, and this linked with our
drive to understand our client’s needs
and the result of our ethos of quality,
integrity and experience regularly
results in repeat custom.
Our achievements have not gone
unnoticed:
»Our work on Ballure Bridge won
us Project of the Year (under 50
million euros) at the annual Light
Rail Awards 2015, as well as the ICE
North West Civil Engineering Award
for Medium Projects 2016.
»Our Radyr Weir Hydro Power
Scheme won us the George Gibby
Award for projects over £3 million at
the ICE Wales Cymru Awards 2017.
»The work we did for Eastham Bridge
won us the ICE West Midlands Team
Achievement Award in 2018 and
the CIHT Gwreiddiau Cymru Wales
Origins (Designed in Wales) Award
2018 at the annual CIHT Cymru
Wales Awards.
Improvement, both inside and
out
To be successful is to pursue
innovation and development, both for
the company and for our staff. We
see these aims as fundamental and
see ourselves as leaders. We strive to
remain at the forefront of our industry.
In an age which is always producing
change, our aim is to lead this process.
AI is with us, production design is in
3D, communication is entirely digital
– pushing the boundaries is not a
risk but our aim. Developing our staff
to their potential leads to delivery
being at the forefront for our clients,
exceeding their expectations.
Our local community is also important
to us, which is why we develop
relationships with schools, colleges,
universities and their students in
order to provide work experience,
apprenticeships and job opportunities.
I feel that providing a good and vibrant
place to work enhances the work-life
experience, improves relationships
and communication within the team
and results in aspirational and better
solutions. In creating the right team,
we need the range of skills offered
by apprentices, technicians, graduate
and chartered engineers, graduate and
chartered surveyors.
Developing skills and encouraging
personal development is part of our
success. We have created the space so
that our team work together to share
responsibilities across our skill sets
to monitor and encourage learning.
If the potential is there, we ensure it
is exploited. Annually, I meet all our
team in development to review and,
with their training mentor, chart the
progress made and development
achieved – recording the outcome and
encouraging the next steps.
Southern Link Road,
Phase 4 – relieving
highway congestion
around Worcester
We pride
ourselves on
our team and
on
understanding
our clients’
aims and
requirements
“
“
BEST PRACTICE REPRESENTATIVE 2019
THE PARLIAMENTARY REVIEW
Highlighting best practice
22 | BURROUGHS
Managing Director PiersBurroughs
The award-winning Eastham Bridge –
reconnecting local communities in 11 months
Burroughs are an independent civil and structural engineering
and project management consultancy with a strong client
and staff focus. Their projects are broad in scope and scale,
with an established presence in airports; highways, including
bridges; water and drainage infrastructure; renewable energy;
project and cost management; industrial and commercial
buildings; and a more recent move to railway systems. The
quality of these projects has won them considerable recognition
in the form of awards. This success has come through their
determination to deliver for clients while also creating a highly
supportive workplace. Managing Director Piers Burroughs tells
The Parliamentary Review
more about the business.
Burroughs was created with the sole aim of delivering for our clients, with the
ethos established at the outset of providing quality, integrity and experience. To
deliver this aim, it was important to establish the right environment to attract the
right staff and allow them to develop and excel. Above all else, we pride ourselves
on our team and on understanding our clients’ aims and requirements – in this way
we provide the right resource to manage the delivery of a client’s project within
time and to budget. We have been performing these tasks for over 30 years and
are well equipped to provide the right focus to deal with nearly any situation.
The path we took
Burroughs began in 1988 with the goal of providing civil and structural engineering
consultancy services, developing a reputation for both practical and innovative
FACTS ABOUT
BURROUGHS
»Managing Director:
PiersBurroughs
»Founded in 1988
»Located in Cardiff
»Services: Structural
engineering and project
management consultancy
»No. of employees: 35
»20 per cent of workforce
supported on day release
academic studies – providing
Level 3 to Level 7, which
translates as, for example,
BTEC to MSc
»Operates an ICE-approved
graduate training scheme
»www.burroughs.co.uk
Burroughs
23BURROUGHS |
CONSTRUCTION & ENGINEERING
designs, as well as the ability to
engineer solutions for more complex
schemes. The scope of service very
soon developed to encompass project
and cost management as we developed
our skills, and our clients appreciated
how we could complement them by
delivering to a wider brief.
This development stemmed from
our broader and more fundamental
ambition of ensuring that quality and
delivery for our clients sits at the very
heart of everything we do. Indeed, we
are always seeking to go the extra mile
for our clients, and this linked with our
drive to understand our client’s needs
and the result of our ethos of quality,
integrity and experience regularly
results in repeat custom.
Our achievements have not gone
unnoticed:
»Our work on Ballure Bridge won
us Project of the Year (under 50
million euros) at the annual Light
Rail Awards 2015, as well as the ICE
North West Civil Engineering Award
for Medium Projects 2016.
»Our Radyr Weir Hydro Power
Scheme won us the George Gibby
Award for projects over £3 million at
the ICE Wales Cymru Awards 2017.
»The work we did for Eastham Bridge
won us the ICE West Midlands Team
Achievement Award in 2018 and
the CIHT Gwreiddiau Cymru Wales
Origins (Designed in Wales) Award
2018 at the annual CIHT Cymru
Wales Awards.
Improvement, both inside and
out
To be successful is to pursue
innovation and development, both for
the company and for our staff. We
see these aims as fundamental and
see ourselves as leaders. We strive to
remain at the forefront of our industry.
In an age which is always producing
change, our aim is to lead this process.
AI is with us, production design is in
3D, communication is entirely digital
– pushing the boundaries is not a
risk but our aim. Developing our staff
to their potential leads to delivery
being at the forefront for our clients,
exceeding their expectations.
Our local community is also important
to us, which is why we develop
relationships with schools, colleges,
universities and their students in
order to provide work experience,
apprenticeships and job opportunities.
I feel that providing a good and vibrant
place to work enhances the work-life
experience, improves relationships
and communication within the team
and results in aspirational and better
solutions. In creating the right team,
we need the range of skills offered
by apprentices, technicians, graduate
and chartered engineers, graduate and
chartered surveyors.
Developing skills and encouraging
personal development is part of our
success. We have created the space so
that our team work together to share
responsibilities across our skill sets
to monitor and encourage learning.
If the potential is there, we ensure it
is exploited. Annually, I meet all our
team in development to review and,
with their training mentor, chart the
progress made and development
achieved – recording the outcome and
encouraging the next steps.
Southern Link Road,
Phase 4 – relieving
highway congestion
around Worcester
We pride
ourselves on
our team and
on
understanding
our clients’
aims and
requirements
“
“
THE PARLIAMENTARY REVIEW
Highlighting best practice
THE PARLIAMENTARY REVIEW
Highlighting best practice
24 | BURROUGHS
Our accreditations and individual
memberships comprise: Association of
Consulting Engineers; Achilles; Airport
Operators Association; Association
of Project Safety; British Standards
Institution; Cyber Essentials; Institution
of Civil Engineers; Institution of
Structural Engineers; Royal Institution
of Chartered Surveyors; Chartered
Institution of Water and Environmental
Management; Railway Industry
Supplier Qualification Scheme. In
addition to all this, we hold ISO 9001
and ISO 14001.
Working through the
challenges
A particularly tough task for us is
broadening the scope of what we
do to achieve appointments for
important framework agreements
both within the Welsh Government
and outside. We strive to demonstrate
the important skills we hold against
much larger consultant groups, and we
often do this successfully with the help
of assistance processes and by taking
care to provide the right resources
to deliver a quality submission that
answers the questions. It’s not a simple
task; indeed, it’s a relatively expensive
process for us to implement. However,
as we become successful, it is evident
that there are opportunities for SMEs
with the right skill set to succeed as
public clients ensure that opportunities
are available.
We have continued to develop from
strength to strength, working with
the challenges. The model to which
we owe this success has not changed:
employ our ethos of quality, integrity
and experience; understand our clients’
needs; employ the right team; and
meet our clients’ aims in respect of
delivery and budget.
Moving forward, we will also continue
to distinguish ourselves by leading
from the front and embracing
changes in technology, delivery and
communication, adding value where
possible for our clients.
Ultimately, it’s about working closely
with the client to maximise results and
going the extra mile. Not only does the
client appreciate this, but it is also an
intrinsic part of our company. Likewise,
we are not seeking to grow at all costs;
rather, we want to continue along a
sustainable growth trajectory and to
train our people accordingly. We are
in this business because we love it, not
just to make money. For as long as this
remains the case, I am optimistic that
the future has bright things in store
forus.
In an age
which is always
producing
change, our
aim is to lead
this process
“
“
The award-winning Radyr
Weir Hydro Scheme
– environmentally
sustainable green energy
25CAMBRIDGEHOK |
CONSTRUCTION & ENGINEERING
Managing Director John Holland
A large-scale commercial
glasshouse with LED lighting
CambridgeHOK is a forward-thinking engineering company
that specialises in turnkey projects, from automated
vertical farming solutions to combined heat and
power and district heating networks. Established in 1956, it
has continued to grow and develop its technical expertise,
experience and capability in order to provide a complete
solution including advice, design, construction and installation.
Managing Director John Holland tells the
Review
more.
At CambridgeHOK, our philosophy is centred on close collaboration with our
clients, with the aim of achieving results that meet their end goals. As part of this
process, we leave no stone unturned and explore all possible options, while also
keeping the client’s budget constraints in focus at all times. We provide complete
turnkey solutions, with each aspect of a project completed by our in-house teams.
We share a passion for creating cost-effective original solutions and always strive
for innovation in our design and technology.
From our purpose-built manufacturing facilities in East Yorkshire, we deliver on our
reputation as one of the UK’s leading producers of commercial glasshouses, while
leading the way in vertical farming and renewable energy solutions. We are involved
from the pre-planning stage and project conceptualisation, specification and pricing,
all the way through to detailed design, construction, commissioning and handover.
Evolving into a modern, complete service provider
Founded in 1956 as Cambridge Glasshouse Company Ltd, we were one of the
first companies to start manufacturing glasshouses from aluminium. They were
FACTS ABOUT
CAMBRIDGEHOK
»Managing Director:
JohnHolland
»Founded in 1956
»Based in Brough, East
Yorkshire
»Services: Horticultural,
research, commercial and
industrial construction
»No. of employees: 65
»www.cambridgehok.co.uk
CambridgeHOK

www.burroughs.co.uk

This article was sponsored by Burroughs. 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