Henderson & Taylor

A Message from Lord Pickles and Lord Blunkett, followed by Henderson & Taylor'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 Henderson & Taylor 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.henderson-taylor.co.uk

BEST PRACTICE REPRESENTATIVE 2019
THE PARLIAMENTARY REVIEW
Highlighting best practice
18 | KIELY BROS
overpriced rental costs. We have
worked with our aggregate suppliers
to identify alternative available storage
space within their organisations in
the specific counties. Relaxation of
planning restrictions for the temporary
storage of the recycled aggregate and
virgin aggregate for use on our works
in the authority boundary needs to
become part of each contract.
Traffic Management Act
The TMA was introduced to place a
duty on local authorities to make sure
traffic moves freely and quickly on
their roads and gives powers to reduce
traffic congestion in towns and cities.
In complying with the requirements of
the act, local authorities have created
network managers or permitting
departments that apply varying levels
of control and restrictions on when
and where we can work and restrict
our ability to work more every year.
Our surface treatments are a simple
quick process that means we can
work on up to seven different sites
in a single day, with sites being
completed within one hour. From
our perspective, this has simply
introduced a whole new tier of cost
for managing this process on both
sides, which is ultimately paid for by
each localauthority.
Despite the short time frame of our
works, we are still required to close
roads, as we are treating the whole
road width and length. To comply with
the act, we have to submit proposed
programmes to network management
teams at least three months in
advance of the works (in practice,
this is usually six months), to allow us
to continually change sites when the
proposed dates get refused because
of the potential network impact. There
is also wide variation in application
or interpretation of the act along
countylines.
To solve this, we persistently request
early notification of the following year’s
proposed programme, and our longer-
term clients have worked with us to
facilitate the same, allowing inspection,
design and programme proposals to be
submitted in good time. We also ask
our workforce to work early or late,
weekends and nights, to overcome the
network management restrictions.
However, we would like to see an
amendment to the act to remove the
requirement from rural sites other
than A and certain B roads, with each
authority developing a list of key
routes and classifying urban and rural
roads to determine which will require
network management approval.
Public abuse of highway
maintenance operatives
The level of abuse aimed at members
of the highway maintenance industry
is unacceptable and growing. We
are a public service industry and
should be offered more protection.
At present, too many of our staff face
abuse – both physical and verbal –
from the public. To mitigate this, we
complete extensive training to help
the highway maintenance community
maintain professionalism and deal with
aggressive and unruly members of the
public. In our opinion, the increasing
level of abuse is unacceptable, and
we’d like to see more support in
thisarea.
At present,
too many of
our staff face
abuse – both
physical and
verbal – from
the public
Kiely’s main gangs can
surface dress up to six
miles of road in one day
19HENDERSON & TAYLOR |
CONSTRUCTION & ENGINEERING
John Lynch, Managing Director
Construction of berth 1 and 2
for London Gateway super-port
Henderson & Taylor Public Works Ltd was incorporated
in 1964 and acquired by its current owners, John and
Michelle Lynch, in 2000. John and Michelle brought their
existing business interests and construction expertise to the
table 19 years ago and have since grown Henderson & Taylor
from modest beginnings to become a strong, regional civil
engineering and construction business. From their offices in
Thurrock, Bromsgrove, Cambridge and Hertford, they employ
over 150 personnel and predict turnover to be £30 million in
2019/20. John tells the
Review
about Henderson & Taylor’s
position in the construction sector.
We have strategically positioned ourselves as a specialist highways term
maintenance contractor with long-term contracts throughout Essex and
Hertfordshire and a secured order book of over £60 million.
Our culture and philosophy have always been customer-focused, and this has paid
off – we have achieved preferred contractor status with most of our clients. Having
proved our credentials on numerous occasions, we now have a full order book and
much of it is repeat business.
The construction industry is fiercely competitive and continually subject to change.
Government uses the industry as one of its tools to control the economy, pumping
cash in to accelerate growth, or restricting spending when required. The major
international construction companies have grown, acquiring smaller competitors
and effectively establishing themselves as quasi-governmental bodies.
FACTS ABOUT
HENDERSON & TAYLOR
»Managing Director:
JohnLynch
»Established in 1964
»Based in Thurrock, Essex
»Services: Highways and
structures civil engineering
»No. of employees: Over 150
»Turnover: £20 million
Henderson & Taylor
THE PARLIAMENTARY REVIEW
Highlighting best practice
THE PARLIAMENTARY REVIEW
Highlighting best practice
20 | HENDERSON & TAYLOR
Private companies now manage nearly
all council services as well as most
utilities. Therefore, for an SME like ours
to survive and prosper, we have had to
carefully position ourselves and provide
construction functions in areas where
service really matters.
A unique management style
We have promoted a “guerrilla
management” style, whereby we
minimise meetings and minute taking
to reduce action lists to an absolute
minimum.
We don’t wait for the next board
meeting to discuss matters with all
parties, instead choosing to have
confidence in our senior managers’
ability to make the right decisions.
Thurrock – a perfect and well-
connected base
The South East is the powerhouse
of the UK economy. Our main depot
is situated in Thurrock, three miles
outside the M25 and right at the heart
of the most prosperous sector of the
UK economy. Our 26-acre depot also
has recycling facilities for our own
waste materials, and we recycle 98 per
cent of all of our waste.
By not having our lorries take waste
materials to landfill, we have cut lorry
movements in Thurrock by 8,000
miles per year. Plus, by recycling the
material, we save 10,000 tonnes of
virgin stone in favour of recycled stone.
These cost savings are passed onto our
client by way of reduced prices.
Our Thurrock depot is also only
four miles from the new London
Gateway Port. This new, multibillion-
pound port has generated enormous
volumes of construction work and,
again, our collaborative approach
to contracting has appealed to the
owners, Dubai Ports. We were one
of the first contractors on-site six
years ago, and to this day, remain a
favouredcontractor.
From multimillion-pound structural
concrete, infrastructure and telecoms
projects to replacing damaged jetty
ladders into the Thames, we have carried
out any task requested by ourclient.
The proposed new twin-bore road
tunnel is scheduled to come through
Thurrock prior to rejoining the M25 near
Junction 29. This will be a $6 billion
project right on our doorstep which
passes within a mile of our depot. The
lower Thames Estuary is scheduled for
exponential growth over the next 30
years, and we intend to capitalise on
this significant geographicadvantage.
An advantageous industry
position
Our management team know that
we can’t stand still. A full order
book provides us with comfort but
not complacency. We are already
supplementing our skilled local
workforce with growing numbers of
skilled operatives, and because we offer
excellent training, pay and working
conditions, we are an attractive
company for European labour.
Similarly, we have recruited excellent
European engineers, some of whom
DP World, London
Gateway, Essex
New road
construction, Shell
Oils, Essex
Our culture
and philosophy
have always
been
customer-
focused
21HENDERSON & TAYLOR |
CONSTRUCTION & ENGINEERING
have been with us for over ten years
already. Our most exciting incentive is
the fact that there are no glass ceilings
at the company. Our management
team know that if they’re good enough
they’ll get on the board of directors.
We have now increased our
management team with a surfacing
director and a commercial director,
both in recognition of our continued
expansion and the potential for growth
in the region.
It has never been our intention to
compete against the major construction
companies, but rather to work alongside
them in more specialist niche markets.
The major advantage we provide is
that of our own workforce, which
actually carry out the work themselves
– in contrast to the major construction
companies, who subcontract all of
their work. Unfortunately, this is also
a major weakness in some regards; if
the market has a serious and sudden
downturn, we would have to react
extremely quickly to rapidly downsize.
The Dartford Crossing problem
Because we have work in both Essex
and Kent, our vehicles use the Dartford
Crossing on a daily basis, and it is
one of the worst bottlenecks in the
country. It costs the UK economy tens
of millions of pounds in unproductive
wasted vehicle time.
Rather than complain about it,
however, I formed a consortium of
professionals to design, fund and
propose a new twin-bore road and rail
tunnel between Junction 1 on the M2
in Kent and just west of Canvey Island
onto the A130.
Extensive research had identified that
this major $7 billion infrastructure
proposal fell within China’s Belt and
Road Initiative, and as such, their
government were prepared to fund the
scheme. We took the proposal through
local MPs and various lords with the
Chinese minister for commerce. This
would be the first north–south crossing
of the lower Thames on the east coast
which wasn’t a London-based major
infrastructure scheme.
A need to focus on our
country’s roads
Things are good. We are expanding
into Network Rail works in Essex, our
surfacing division goes live in May
and our recruitment and training
programmes continue to thrive. We are
geographically positioned in the most
vibrant part of the UK and working
in a crucial sector of the economy,
highways maintenance, which has
been underfunded since 1979.
We believe that funding for
infrastructure will have to embrace toll
roads sooner rather than later and that
our connections with external investors
could provide a significant commercial
advantage in the future. Strong, well-
maintained infrastructure is absolutely
crucial for a thriving economy.
The government has already accepted
that industry does a better job of
running their counties, councils,
utilities, rail, airfields, ports and military.
When will they accept that this is also
the case with the road network?
Strong, well-
maintained
infrastructure
is absolutely
crucial for a
thriving
economy
Left: Hertford town
centre public realm
improvement
Right: Maidstone town
centre public realm
improvement
BEST PRACTICE REPRESENTATIVE 2019
THE PARLIAMENTARY REVIEW
Highlighting best practice
20 | HENDERSON & TAYLOR
Private companies now manage nearly
all council services as well as most
utilities. Therefore, for an SME like ours
to survive and prosper, we have had to
carefully position ourselves and provide
construction functions in areas where
service really matters.
A unique management style
We have promoted a “guerrilla
management” style, whereby we
minimise meetings and minute taking
to reduce action lists to an absolute
minimum.
We don’t wait for the next board
meeting to discuss matters with all
parties, instead choosing to have
confidence in our senior managers’
ability to make the right decisions.
Thurrock – a perfect and well-
connected base
The South East is the powerhouse
of the UK economy. Our main depot
is situated in Thurrock, three miles
outside the M25 and right at the heart
of the most prosperous sector of the
UK economy. Our 26-acre depot also
has recycling facilities for our own
waste materials, and we recycle 98 per
cent of all of our waste.
By not having our lorries take waste
materials to landfill, we have cut lorry
movements in Thurrock by 8,000
miles per year. Plus, by recycling the
material, we save 10,000 tonnes of
virgin stone in favour of recycled stone.
These cost savings are passed onto our
client by way of reduced prices.
Our Thurrock depot is also only
four miles from the new London
Gateway Port. This new, multibillion-
pound port has generated enormous
volumes of construction work and,
again, our collaborative approach
to contracting has appealed to the
owners, Dubai Ports. We were one
of the first contractors on-site six
years ago, and to this day, remain a
favouredcontractor.
From multimillion-pound structural
concrete, infrastructure and telecoms
projects to replacing damaged jetty
ladders into the Thames, we have carried
out any task requested by ourclient.
The proposed new twin-bore road
tunnel is scheduled to come through
Thurrock prior to rejoining the M25 near
Junction 29. This will be a $6 billion
project right on our doorstep which
passes within a mile of our depot. The
lower Thames Estuary is scheduled for
exponential growth over the next 30
years, and we intend to capitalise on
this significant geographicadvantage.
An advantageous industry
position
Our management team know that
we can’t stand still. A full order
book provides us with comfort but
not complacency. We are already
supplementing our skilled local
workforce with growing numbers of
skilled operatives, and because we offer
excellent training, pay and working
conditions, we are an attractive
company for European labour.
Similarly, we have recruited excellent
European engineers, some of whom
DP World, London
Gateway, Essex
New road
construction, Shell
Oils, Essex
Our culture
and philosophy
have always
been
customer-
focused
21HENDERSON & TAYLOR |
CONSTRUCTION & ENGINEERING
have been with us for over ten years
already. Our most exciting incentive is
the fact that there are no glass ceilings
at the company. Our management
team know that if they’re good enough
they’ll get on the board of directors.
We have now increased our
management team with a surfacing
director and a commercial director,
both in recognition of our continued
expansion and the potential for growth
in the region.
It has never been our intention to
compete against the major construction
companies, but rather to work alongside
them in more specialist niche markets.
The major advantage we provide is
that of our own workforce, which
actually carry out the work themselves
– in contrast to the major construction
companies, who subcontract all of
their work. Unfortunately, this is also
a major weakness in some regards; if
the market has a serious and sudden
downturn, we would have to react
extremely quickly to rapidly downsize.
The Dartford Crossing problem
Because we have work in both Essex
and Kent, our vehicles use the Dartford
Crossing on a daily basis, and it is
one of the worst bottlenecks in the
country. It costs the UK economy tens
of millions of pounds in unproductive
wasted vehicle time.
Rather than complain about it,
however, I formed a consortium of
professionals to design, fund and
propose a new twin-bore road and rail
tunnel between Junction 1 on the M2
in Kent and just west of Canvey Island
onto the A130.
Extensive research had identified that
this major $7 billion infrastructure
proposal fell within China’s Belt and
Road Initiative, and as such, their
government were prepared to fund the
scheme. We took the proposal through
local MPs and various lords with the
Chinese minister for commerce. This
would be the first north–south crossing
of the lower Thames on the east coast
which wasn’t a London-based major
infrastructure scheme.
A need to focus on our
country’s roads
Things are good. We are expanding
into Network Rail works in Essex, our
surfacing division goes live in May
and our recruitment and training
programmes continue to thrive. We are
geographically positioned in the most
vibrant part of the UK and working
in a crucial sector of the economy,
highways maintenance, which has
been underfunded since 1979.
We believe that funding for
infrastructure will have to embrace toll
roads sooner rather than later and that
our connections with external investors
could provide a significant commercial
advantage in the future. Strong, well-
maintained infrastructure is absolutely
crucial for a thriving economy.
The government has already accepted
that industry does a better job of
running their counties, councils,
utilities, rail, airfields, ports and military.
When will they accept that this is also
the case with the road network?
Strong, well-
maintained
infrastructure
is absolutely
crucial for a
thriving
economy
Left: Hertford town
centre public realm
improvement
Right: Maidstone town
centre public realm
improvement

www.henderson-taylor.co.uk

This article was sponsored by Henderson & Taylor. 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