Total Project Intergration

A Message from Lord Pickles and Lord Blunkett, followed by Total Project Intergration'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 Total Project Intergration 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

Managing Director JaneHewitt
Office development for Standard
Life in Weybridge Business Park
Founded on core values of honesty, transparency, integrity
and a continued pursuit of excellence, Total Project
Integration is a privately-owned project management and
cost consultancy. From their headquarters in Weybridge, they
serve public and private clients across the residential, commercial,
regeneration, infrastructure and education construction sectors
up and down the country. Managing Director Jane Hewitt was
appointed ten years ago, and the company’s turnover has since
grown by 300 per cent. She discusses how their values still
permeate throughout the work it does today and the complex
issues facing the British constructionindustry.
Our mission statement states that we should act in our client’s best interests at
all times, and while our existing client base is a top priority, we do not rest on
our laurels with regards to new business. We set out to be market leaders in
developing a working environment which embraces conflict without judgment and
personalisation, as we recognise that collaboration and effective teamwork strongly
counteract the blame agenda, which is sadly endemic within construction. There is
a need to nurture, support and celebrate the construction industry.
We have delivered project and cost management consultancy services to the
property and construction industry across the UK for over 30 years. Our success has
come as the result of successfully completing complex projects spanning sectors
from residential, infrastructure and regeneration to commercial and education.
The reason we get business is because we add value – we pride ourselves in
understanding our clients’ needs and how the industry operates.
»Managing Director:
»Established in 1984
»Based in Weybridge, Surrey,
with offices in London and
»Services: Project and cost
management consultancy
»No. of employees: 21
»Annual turnover: £2.5 million
»Investors In People Gold 2018
Employer of the Year
»ISO 9001, 14001 and OHSAS
18001 accredited
Total Project Integration
Highlighting best practice
We were awarded Investors in People
Gold in 2015, have since reached
Champion status with them. In
recognition of our best practice and
our longstanding commitment to
investment, we were recognised as
IiP’s Gold Employers of the Year in
2018. The award was presented at
their annual gala dinner in November
last year, held at the Roundhouse in
Camden. We are looking to achieve a
similar result with our ISO 9001, 14001
and OHSAS 18001 accreditations,
which we believe clearly demonstrate
our commitment to excellence.
Skills shortages and the
necessary industry review
Skills shortages within the UK
construction industry have been well
publicised. As a result, diminishing
service quality and pressure on reliable
supply chains have hiked up prices and
driven up fees.
The availability of skilled workers has
been steadily moving downwards since
the last recession. Redundant staff
sought alternative employment due to a
lack of opportunities within construction
and shifted to sectors which promoted
greater financial stability. These are
the same individuals who would have
otherwise passed their knowledge down
to the next generation.
I believe a full industry review is
required. The solutions proposed by
various stakeholders from training
providers to professional governing
bodies maintain that the only way
forward is a truly collaborative
approach across the sector.
We are making sure that we do our
part for the industry. To cope with
an industry-wide skills shortage,
we have a Total Project Integration
academy, which sponsors our
younger employees through formal
professional training and also pairs
them up with a senior mentor. They
then work closely to jointly roll out
projects while the mentor oversees
the day-to-day activity of younger
employees and helps them to develop
their project-specific skills.
We provide opportunities for lifelong
development, by way of developing
coaching and mentoring skills to
provide greater satisfaction at work by
sharing hard-earned expertise.
Difficulties with loyalty and
supply chains – how do we help?
There also now seems to be a
growing trend with loyalty as a
whole. Operatives and supply chains
are becoming more focused on the
commercial elements, purely because
they are in demand and they can chose
between which projects and sites they
work on. This in turn would suggest a
power shift between main contractors
and their supply chains. This then
creates overall programme uncertainty.
Managing overall expectations is
now becoming an industry challenge.
It’s less of an issue with contractors
themselves and more so with the
state of education and training in the
sector; we need to teach people how
to manage sites and supply chains
effectively if the industry is to thrive.
Conversely, this loyalty seems to be
minimal throughout when contractors
need to look elsewhere for additional
revenue as a result of these uncertainties
and difficulties. We feel this conflict is
caused by the blame culture of the “old”
industry, and as a project management
Project Manager George
Skinner with Jane
Not only has
Jane provided
a clear
pathway into a
career, she has
provided me
with self-belief,
a personal
aspiration and
a clear
route to
achieve my
George Skinner
Project Manager
consultancy, we want to bring supply
chains and contractors together to
create a collaborative approach. One
of the best ways to achieve this, we
found, is throughtraining.
Educate everyone and
With a lack of available trades and
quality, we’re seeing many contractors
struggle to finalise on projects in a timely
fashion. This is requiring us to more
closely manage close-out phases and
ensure directly that the overall quality of
the finished product is not diminished as
per the client’s expectations.
The CITB levy may mitigate this issue
if funds are made available to train
the next generation of workers. These
funds should be spent on facilities and
both developing and creating training
providers. We work and have worked
with many organisations who are happy
with the levy process and believe this
should be more widely promoted to
ensure a greater flow of new talent.
As a business, we provide an exceptional
level of commitment to developing our
employees – currently ten per cent of
our annual turnover. We believe this has
had a significant impact on employee
engagement; a Thomas International
survey found this figure to be above 80
per cent over the last three years.
Leaving the single market
A growing concern for the business
remains the possibility of a loss of a
further 200,000 EU workers as a direct
result of leaving the single market –
eight per cent of the current workforce.
This will come in addition to the 60,000
that have already migrated to projects
in mainland Europe. It is thus essential
that the industry stops relying on a
migrant labour workforce and it’s the
government’s responsibility to mitigate
this problem.
We also believe that the lack of free
movement of labour would have a
detrimental effect on the government’s
ability to deliver their commitment
to national infrastructure housing
development, unless the skills gap is
bridged through targeted training and
development of the existing workforce.
Our partners have additionally begun
to take a far more pragmatic approach
to initiating developments, which has
slowed output noticeably. Clients who
self-fund do seem less fazed by Brexit,
but corporate funders are far more
hesitant to press the button.
Closing thoughts
We feel passionately about the
fact that the sector needs to raise
its profile and drive a much more
positive image to attract millennials
and those behind them. There is
work to be done with regard to the
careers advice and guidance provided
throughout education. I see a lack of
understanding of the opportunities at
a professional level as a clear issue.
I see myself as something of an
ambassador for the provision
and improvement of training and
development within the construction
and property sectors. We at Total
Project Integration want to spearhead
this with our own industry-leading
project management excellence. We
have our own academy, we have
our own standards and we have our
own processes to share with others;
throughout any issues or adversity we
face, we’re determined to be an SME
that thinks like a PLC.
any issues or
adversity we
face, we’re
determined to
be an SME
that thinks like
Academy team, Total
Project Integration

This article was sponsored by Total Project Intergration. 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