Partnering Ethos

The Rethinking construction agenda introduced the idea of long-term relationships and partnering to the construction industry in order to generate greater continuity in workload and to allow for sustained improvements in quality and efficiency.

These principles of partnering have been adopted by Conlon Construction over the past six years with the company introducing changing methods of work to provide a wider service which enhances reliability in terms of quality and timescale. Our overall aim is to achieve the targets embraced by Constructing Excellence and one of our directors is a member of the steering commitee for the Lancashire Constructing Excellence club.

Our company culture has been strengthened by increasing our staff awareness to clients' needs and allowing an understanding of the wider project requirements. Our accreditation as "Investors in People" in 2002 was one of our first steps taken under the Rethinking Construction agenda and investment in our procedures has led to improvements in: training; working methods and Health & Safety; leading to a more effective, efficient and well-motivated workforce.

The introduction of our supply chain arrangements for suppliers and sub-contractors has produced tangible benefits in price and service. Our sub-contract supply chain has developed through mechanical , electrical, steelwork, roffing and window trade packages which have been used on projects for over six years and these arrangements have contributed significant benefits to the design/pre-contract process.

Teamwork is an important aspect of all our projects and we actively encourage the bringing together of each project team to firmly establish the overall aims and objectives of the project at an early stage. By conducting business in an open and honest way, conflict issues have been reduced and communication throughout the company has been improved.

Improved mangement and communication methods bring added value to projects enabling staff in both the contractor's and client's offices to concentrate on the critical elements of design and planning. This better use of resources can lead to significant improvement to client's value issues in a project.

Longer term value to a client can be improved by preparing detailed brief documents for theproject team which address maintenance and sustainability issues. These can be a balance of capital costs and longer term running costs and allow logical selection of design/specification issues at the correct stage of design.

Negotiated and partnered work now acccounts for approximately 50% of our current turnover, a figure which we seek to increase through the establishment of further partnering framework agreements.

We would be pleased to expand on our partnering proposals for specific projects.