R Collard

A Message from Lord Pickles and Lord Blunkett, followed by R Collard'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 R Collard 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
17R COLLARD |
BEST PRACTICE REPRESENTATIVE 2019
Founder and CEO Robert Collard
An R Collard 150-tonne
heavy haulage low loader
When he isn’t flying around a British Touring Car
Championship track in a race-spec BMW or working
with the same company as a brand ambassador,
Robert Collard heads up R Collard Ltd, a leading Hampshire-
based demolition, enabling and waste recycling company with a
turnover of £35 million, fixed assets in excess of £20 million and
with a continuing annual spend of £5 million of reinvestment in
the latest equipment and technology. As founder and CEO, he
celebrates the firm’s 25th anniversary this year. Robert is also
chairman of the London and Southern Counties region of the
NFDC – the National Federation of Demolition Contractors.
We operate nationally to deliver a variety of services to main contractors, property
developers, local authorities and a number of other clients and stakeholders. These
include demolition, working from initial consultancy and investigation through to
asbestos removal and soft stripping before levelling the site. To ensure we remain
safe, compliant and efficient in a highly regulated industry sector, we also focus on
site remediation and waste management and employ an environmentally aware
workforce.
High-quality staff delivering high-quality work
Our success is driven by our people. At R Collard Ltd, we have over 300 staff who
are trained and dedicated to meet and exceed industry standards thanks to their
FACTS ABOUT
R COLLARD
»Founder and CEO:
RobertCollard
»Established in 1995
»Based in Eversley, Hampshire
»Services: Demolition,
recycling, waste management,
aggregates, earthworks, skip
hire
»No. of employees: 300
»Won the Considerate
Constructor Gold Site Team
Award for demolishing
Frenchay Hospital
»FORS Gold-accredited
R Collard
THE PARLIAMENTARY REVIEW
Highlighting best practice
18 | R COLLARD
work with the National Demolition
Training Group. The demonstrable
results of such a commitment are best
made clear by our exemplary safety
record, which sees thousands of
man hours go by without reportable
incidents, and our environmental
record, which sees hundreds of
thousands of tonnes of demolition
waste sustainably recycled per annum.
Our senior management team are
all qualified to the highest degree
in all aspects of demolition, health
and safety and environmental
management. We are committed to
ensuring that our employees, our
clients and the general public remain
safe and unaffected by our expert
work across the country.
We are an active member of the
NFDC, and as such, are committed to
their and the European Demolition
Association’s code of practice. Our
operations are continually and
independently verified according to
their site audit schemes.
This demonstrable excellence
has been awarded with a series
of accreditations, including ISO
certifications 14001, 9001 and OHSAS
18001 for quality, environment and
health and safety respectively. In
2017, we were awarded the Gold
Certificate for Excellence by the
Considerate Constructors Scheme,
listed 69th in
The Sunday Times
Profit
Track 100 and 39th in the Demolition
and Recycling Industry List of top
demolition companies in the world.
In the same year, we also received
Thames Valley Business Magazine
Awards’ Dynamic Business of the Year.
Last year, we won Demolition Contract
of the Year at the British Demolition
Awards for the demolition of the
former GSK building at Greenford.
We are also members of the Road
Haulage Association and have
Fleet Operator Recognition Scheme
Goldaccreditation.
Sustainability – a zero-to-
landfill commitment
Our recycling and waste management
systems operate to some of the
highest standards in the industry
and maximise recycling opportunities
to minimise the environmental
impact of our operations. They
segregate, process and recycle waste
materials appropriately. We are also
appropriately licensed to handle, store
and dispose of hazardous materials
likeasbestos.
A big part of this dedication to
being sustainable are the six waste
recycling centres we operate across
Hampshire, Surrey and Berkshire which
allow for operational excellence and
responsibility across the country.
At our main Eversley Headquarters
we have a unique and state-of-the-
art materials recovery facility which
recycles 250,000 tonnes per annum.
Here, our plant makes use of advanced
sizing, density separation, magnetic
separation and hand sorting so we can
reclaim as much material as possible
from the waste it receives.
Thanks to our commitment and
this truly innovative system, we
process more than 750,000 tonnes
of materials each year across our six
recyclingcentres.
Demolition of the former
GSK head office in
Greenford
We operate
nationally to
deliver a variety
of services to
main
contractors,
property
developers, local
authorities and
a number of
other clients
19R COLLARD |
BEST PRACTICE REPRESENTATIVE 2019
Rob’s BTCC race win
Bridging the skills gap
A serious contributing factor to our
employees’ excellence is their loyalty.
We believe in promoting from within,
and providing an apt platform for our
employees to realise their potential.
Part of the reason we never go
backwards is thanks to this growth,
and the constantly changing shape of
our workforce.
This is, however, not always an easy
thing to ensure. Though we love to
promote from within, sometimes
you have to look outside to bring
in the right talent, and there is a
demonstrable skills gap in the industry
– for most of what we offer. As part
of our dedication to constantly raising
standards and pushing forward, we do
try to encourage school and college
leavers to consider a career at R Collard
Ltd, but this is easier said than done.
The apprenticeship levy is a good start,
but it doesn’t exactly make young
people want to join the industry. My
sons work here, which is fantastic,
but they are very much in the minority
with regard to their age. The work
we do is exciting and rewarding,
but for the future, we really want to
see the government look at putting
more schemes in place to encourage
participation and more opportunities
at a younger age. It’s not just our
company that I’m concerned about,
either – but the future of the entire
demolition and waste industries could
really be at risk if we don’t start trying
to change things soon.
Constant improvement
We are successful, productive and
sustainable – so, all I really want from
the future is more of the same. We
have built our reputation by spotting
opportunities and staying ahead of
the curve with constant reinvestment
in staff and equipment. I personally
believe that success comes from people
who are born with a belief that they
can achieve – so we are constantly
looking to improve and bring the right
people not only into the company, but
into the industry as a whole.
With an impressive fleet of over 100
trucks and trailers, over 100 items
of heavy plant and equipment and a
workforce of over 300 people, I can
really only see ongoing growth in our
industry; as we move into the future,
we will continue to look for new
opportunities.
The
apprenticeship
levy is a good
start, but it
doesn’t
exactly make
young people
want to join
the industry
2018 BTCC Donington

The Parliamentary Review Publication, in which this article originally appeared, contained the following foreword from the prime minister.

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

By The Rt Hon Theresa May MP

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