Our commercial support includes;
- Business case preparation
- Contract selection
- Risk workshops
- Subcontracting strategy
- KPI selection & monitoring
- Change control
- End cost forecasting
- Interim reporting
- Final account preparation
- Settlement negotiations
Through our commercial management McMillan Associates provides the overall management of a contract from inception to final account and If required, on-going monitoring throughout the operation phase.
As a matter of course, our commercial managers provide regular reports detailing progress and highlighting any developing concerns, together with appropriate mitigation suggestions. We provide full support to clients in their relationships with third parties by producing regular reports tailored to the demands of interested parties, ‘worst case scenarios’ for insurance companies and commentaries on ‘Good Industry Practice’ (GIP) for funders or legal advisors.
At a more local level we assist contractors and subcontractors to gain a comprehensive understanding of the implications of contract terms and the full requirements of pricing documents.
Health and Safety across all sectors of the industry
Apart from every company’s moral duty to ensure that the health and safety of all personnel is paramount, there is the added motivation of efficiency; it is an established fact that the companies with the best health and safety records are also the most efficient.
Essential principles of construction health and safety are covered by various statutes, such as the Health and Safety at Work Act and the requirements of the CDM Regulations. For the most efficient and – consequently – prosperous companies, these are only the starting point.
Safe sites are more efficient with less down time. When accidents occur, work stops. Workmates discuss the event. There is concern for the welfare of the injured and the impact on his or her family. Colleagues, witnesses, and project management spend time on reports and analysis – time that would have been better spent avoiding the accident.
Managing health and safety in construction
Health and safety is not something that can wait until work begins. It is necessary for it to be taken into consideration at the time of programme planning and throughout the procurement process. Basic site layout, material deliveries and provision of welfare facilities must be part of the first stages of planning.
Construction companies with the best formal health policy are amongst industry leaders. Invariably, the director responsible for health and safety sits on the board with the same authority as those responsible for construction or procurement.
Health or safety – which is more important?
It is essential that both elements of health and safety are given equal consideration. It is too easy to ensure that the hard elements of safety (such as PPE, safe walkways, and scaffolding design) are considered whilst overlooking the less obvious health aspects. In fact, stress and resultant problems create more casualties in the construction industry than site-based accidents.
The best companies monitor all elements of H&S through the use of tools such as;
- Regular health checks for all employees
- Leaver reviews
- Continuous staff appraisals
- Absentee causation reviews
- Programmed tool box talks
- RIDDOR reporting & near miss analysis
RIDDOR – Reporting of Injuries, Diseases and Dangerous Occurrences Regulations
Requires reporting of incidents and near misses and applies to all personnel including subcontractors and regular visitors.
Whole-life cost analysis
Currently, much attention is given to the need to meet each of these principles. In particular, environmental legislation has driven the requirement to demonstrate sustainability. The drive to achieve greater sustainability covers all elements of a project from initial design to on-going operation, which in turn leads to consideration of reliability and maintainability.
McMillan Associate’s history of working on projects as varied as specialist renovations to iconic PPP/PFI contracts places us at the forefront of good procurement practice and whole-life cost analysis. Our involvement with long term concession agreements has shown the need to make valued judgements to provide the optimum balance of whole life costs, which include repair costs, running costs as well as initial costs and quality.
On projects where the installation phase occupies a relatively small percentage of the overall franchise period, reliability and maintainability become major elements of whole –life costs. When construction time is limited, availability can become the driving force. This is something that must be addressed at design and planning stages. In particular to ensure that long lead items are kept to a minimum.