EMD Group

A Message from Lord Pickles and Lord Blunkett, followed by EMD Group'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 EMD Group 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.emd-group.co.uk

THE PARLIAMENTARY REVIEW
Highlighting best practice
THE PARLIAMENTARY REVIEW
Highlighting best practice
28 | EMD GROUP
CEO Domenico Meliti
EMD’s operations are nationwide,
but focus on London
EMD is a multidisciplinary construction company based in
Dartford, operating nationwide, with a focus on London.
Its main goal is delivering projects with creativity and
innovation, working with meticulous planning and advanced
expertise. It also works for both private and public businesses,
applying when possible its innovative ideas. CEO Domenico
Meliti elaborates on how the company has achieved success
through developing relationships with clients built upon open,
transparent communication and a long-term perspective.
Thanks to our unique approach, our first ten years in the industry have been
a constant growth. We have faced a number of challenges along the way,
but we have always reacted quickly and deliberately before continuing on our
path. Last year was no exception – a few problems arose, and we adapted our
methodaccordingly.
We work for both private and public businesses, putting our expertise at the
clients’ service so as to deliver exactly what they expect. In order to accomplish
this, we apply our creativity and innovative thinking to all our projects. We are
proud to offer excellence in all that we do, and we encourage all our employees to
do so too. All our clients deserve excellence in each and every aspect, and we are
confident we can deliver it. We endeavour to build a solid, long-term relationship
with our clients, opening an honest line of communication and building trust
withtransparency.
FACTS ABOUT
EMD GROUP
»CEO: Domenico Meliti
»Founded in 2009
»Based in Dartford, Kent
»Services: Building and design
»No. of employees: 120
EMD Group
29EMD GROUP |
CONSTRUCTION & ENGINEERING
The effects of an uncertain
future
In the last couple of years, the politics
in the UK has been quite animated
because of urgent issues such as Brexit,
which are tearing the country apart. The
most obvious consequence is that the
future of Britain is undermined by the
fact that those very choices may deeply
and permanently change thiscountry.
In such a situation, people look for
answers from their representatives in
the Houses of Parliament; however,
these answers are not easy to give on
such a complex matter; in an unstable
political situation such as ours, risks to
the economy arise, and some sectors
suffer more than others.
This is the case for EMD Group, whose
yearly growth stopped for the first
time in ten years, in spite of recording
a yearly growth of 400 per cent at its
highest in the past. Not only has our
growth stopped, but prices of materials
and general costs such as transport
and fees have increased by 15 per cent
on average. This increase initially fell on
our British clients, who realised prices
were changing, but then it ended up
falling on us, because some clients
refused our commercial proposals, and
we had to act accordingly.
Thinking about ways to increase our
productivity, we found we could
optimise execution times of our most
common and repetitive tasks, so we
established different sets of site routines
and scheduled some in-house training
sessions where we provided instructions
to all our site workers on how to carry
out those tasks effectively and safely.
Thanks to this simple optimisation, we
managed to increase our productivity
from ten to 18 per cent, allowing us
to save a considerable amount of time,
deploy our staff more effectively and
undertake more projects.
Lack of skilled professionals
An important challenge we face
is finding skilled, qualified labour.
While site workers can be trained, a
construction company needs skilled
architects, designers and engineers in
order to deliver a good service and be
a successful firm. The lack of skilled
labour is one of the biggest problems in
the construction industry, and it is not
felt just by us, but is a common issue.
The latest CITB report shows that one
of the main reasons why 39 per cent
of British construction companies hire
foreign workers is a result of a shortage
of skills, which proves that the industry
prefers competence overnationality.
EMD work with public
and private companies
alike
In the last
couple of years,
the politics in
the UK has been
quite animated
because of
urgent issues
such as Brexit
BEST PRACTICE REPRESENTATIVE 2019
THE PARLIAMENTARY REVIEW
Highlighting best practice
28 | EMD GROUP
CEO Domenico Meliti
EMD’s operations are nationwide,
but focus on London
EMD is a multidisciplinary construction company based in
Dartford, operating nationwide, with a focus on London.
Its main goal is delivering projects with creativity and
innovation, working with meticulous planning and advanced
expertise. It also works for both private and public businesses,
applying when possible its innovative ideas. CEO Domenico
Meliti elaborates on how the company has achieved success
through developing relationships with clients built upon open,
transparent communication and a long-term perspective.
Thanks to our unique approach, our first ten years in the industry have been
a constant growth. We have faced a number of challenges along the way,
but we have always reacted quickly and deliberately before continuing on our
path. Last year was no exception – a few problems arose, and we adapted our
methodaccordingly.
We work for both private and public businesses, putting our expertise at the
clients’ service so as to deliver exactly what they expect. In order to accomplish
this, we apply our creativity and innovative thinking to all our projects. We are
proud to offer excellence in all that we do, and we encourage all our employees to
do so too. All our clients deserve excellence in each and every aspect, and we are
confident we can deliver it. We endeavour to build a solid, long-term relationship
with our clients, opening an honest line of communication and building trust
withtransparency.
FACTS ABOUT
EMD GROUP
»CEO: Domenico Meliti
»Founded in 2009
»Based in Dartford, Kent
»Services: Building and design
»No. of employees: 120
EMD Group
29EMD GROUP |
CONSTRUCTION & ENGINEERING
The effects of an uncertain
future
In the last couple of years, the politics
in the UK has been quite animated
because of urgent issues such as Brexit,
which are tearing the country apart. The
most obvious consequence is that the
future of Britain is undermined by the
fact that those very choices may deeply
and permanently change thiscountry.
In such a situation, people look for
answers from their representatives in
the Houses of Parliament; however,
these answers are not easy to give on
such a complex matter; in an unstable
political situation such as ours, risks to
the economy arise, and some sectors
suffer more than others.
This is the case for EMD Group, whose
yearly growth stopped for the first
time in ten years, in spite of recording
a yearly growth of 400 per cent at its
highest in the past. Not only has our
growth stopped, but prices of materials
and general costs such as transport
and fees have increased by 15 per cent
on average. This increase initially fell on
our British clients, who realised prices
were changing, but then it ended up
falling on us, because some clients
refused our commercial proposals, and
we had to act accordingly.
Thinking about ways to increase our
productivity, we found we could
optimise execution times of our most
common and repetitive tasks, so we
established different sets of site routines
and scheduled some in-house training
sessions where we provided instructions
to all our site workers on how to carry
out those tasks effectively and safely.
Thanks to this simple optimisation, we
managed to increase our productivity
from ten to 18 per cent, allowing us
to save a considerable amount of time,
deploy our staff more effectively and
undertake more projects.
Lack of skilled professionals
An important challenge we face
is finding skilled, qualified labour.
While site workers can be trained, a
construction company needs skilled
architects, designers and engineers in
order to deliver a good service and be
a successful firm. The lack of skilled
labour is one of the biggest problems in
the construction industry, and it is not
felt just by us, but is a common issue.
The latest CITB report shows that one
of the main reasons why 39 per cent
of British construction companies hire
foreign workers is a result of a shortage
of skills, which proves that the industry
prefers competence overnationality.
EMD work with public
and private companies
alike
In the last
couple of years,
the politics in
the UK has been
quite animated
because of
urgent issues
such as Brexit
THE PARLIAMENTARY REVIEW
Highlighting best practice
THE PARLIAMENTARY REVIEW
Highlighting best practice
30 | EMD GROUP
We think this problem cannot be
solved by construction companies
themselves, but assistance from the
Department for Education could be
the key to match supply with demand.
The shortage of skills, however, is not
the only issue the construction industry
encounters in terms of labour – and
EMD is no exception in this sense – as
we are talking about one of the values
that contributed to its success since
thebeginning.
Work ethic
We found that an inadequate work
ethic is another challenge that is
quite common in construction, and
this contributes to the large level of
employment of migrant workforce in
the sector; 26 per cent of employers
believe foreign workers have a better
work ethic than British workers. We
do not have the appropriate tools to
tell whether this is true or not, but
it certainly is an issue we deal with
every day, regardless of the origins
ofemployees.
In order to see improvements in terms
of work ethic, we are planning to
implement new benefits, promote
a friendly atmosphere, undertake
monitoring and organise events, and to
take action against any discriminatory
behaviour. Feedback from employees
is important, and we listen to them
regularly to address any issues.
Financial support
Receiving financial support is critical
for any construction company, but
we have found it difficult to obtain
this kind of support from banks
and financial institutions. In spite of
offering a fair and adequate collateral
and having seen constant growth in
the past years, banks would not risk
offering us the liquidity we needed to
develop projects and our company.
This is a challenge we cannot control,
and all we can do is hope things will
change, although we understand the
cause of such a low-risk policy might
have its origins in what we mentioned
above: uncertainty about the future of
the country.
When the situation settles after Brexit,
and the future scenario is clearer, we
are sure more challenges will arise, and
a careful assessment of our options
will be necessary in order to ascertain
how we can progress in the market.
We do not believe it is possible to
make a reliable forecast, nor can
we set our goals. Our hope for the
future is to obtain more support from
publicinstitutions.
An important
challenge we
face is finding
skilled,
qualified
labour
»CLOSING THE SKILLS
»Specialised apprentice courses: we think an apprenticeship course
could help young professionals to understand how the business
works, like a warm-up run
»Traineeships: the current education system lacks a practical
approach, with the consequence that young workers do not always
have the chance to prove themselves or to be tested on the job in
terms of what they have learned in their years of education
»Funds for companies that offer training: companies can still provide
specialised training, but costs are not sustainable; a contribution
from the government could be a fair compromise.
EMD is a multidisciplinary
construction company
31BUILDING CRAFTSMEN (DUMFRIES) LIMITED |
CONSTRUCTION & ENGINEERING
Managing Director William
“Billy”Hewitson
Actual affordable housing
for sale
Committed to supporting the local areas in which they
operate, Building Craftsmen Dumfries aim to work with
local subcontractors and keep the money they earn in
the regions where they work. The business is split between
contracting, house construction and clinical services. To address
the housing shortage, they focus on constructing affordable
housing and are being supported by the Scottish government
to build 120 homes for sale over the next two years. The
business appreciates the importance of early engagement with
local academic partnerships to create early awareness and the
importance of skilled practices in the UK. Managing Director
William “Billy” Hewitson tells
The Parliamentary Review
more.
The company was created in its present form in 1988 and remains an independent
family business, led by myself, my brother Neil and previously my late father David.
We focus on contracting and construction throughout the UK. We originally
focused on contract maintenance; since then, we have branched out to complete
works on behalf of the NHS and local authorities. We still complete contracting
work alongside this and have built up a strong workforce to support our efforts.
Currently, contracting makes up 50 per cent of our projects, housing makes up 30
per cent and the rest is made up by commercial projects.
The business is divided into three focus areas: construction, housing and clinical
services. This focus emerged after the financial crash in 2008, as niche areas did not
seem to be suffering in the same way as the wider market. We became engaged
in a variety of projects, and this brought significant benefits to the company.
FACTS ABOUT
BUILDING CRAFTSMEN
DUMFRIES
»Managing Director: William
“Billy”Hewitson
»Established in 1975
»Based in Dumfries and
Somerset but covering the
whole of the UK
»Services: Construction,
contracting and NHS services
»No. of employees: 75 to 10 0
»www.buildingcraftsmen.com
Building Craftsmen
(Dumfries) Limited

www.emd-group.co.uk

This article was sponsored by EMD Group. 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