LESSONS FOR THE FUTURE
Identifying problems early on is something that McKelvey gets behind. He says key learnings from the past few years has shown him the need for “a proactive approach rather than reactive” so as to be ahead of obstacles rather than behind them. Tied to the above, Griffiths’ key learning is that when it comes to bidding on new work, he wants to see clients offer “at least yearly reviews of cost in the tender documentation and consider options to look at rates above the CPI Index” in light of the recent disruptive global events. Otherwise, he adds, “The contractor has to build in more risk to his costs, which is not beneficial to the client who will also ultimately pay more for the services. Working collaboratively is, therefore, essential so both parties have confidence in the agreement.” By being attentive enough to learn lessons from the past, businesses can better direct their future energies. McKelvey will focus on “retaining our valued clients and maintaining our high standard of customer service”, whilst also keeping up with the business’ current workload and trying to win “similar prestigious projects”. “Our success,” he says, “is down to our dedicated team, therefore we are prioritising methods to maintain employee satisfaction.” Griffiths plans to prioritise his workforce’s ability to “deliver green and sustainable installations as we need to grow with the market demand”. That means upskilling his team to be able to handle the increasing call for these types of projects. Running a construction company successfully for multiple decades is not an easy task. The significant number of severe challenges – particularly in the recent past – don’t make operating a business any more straightforward. Being able to tighten up, plan ahead and honestly assess your strengths and weaknesses are all going to be key to enjoying a long, happy life in the construction business.
Be a sustainable, local business A major focus for Pave Aways has been on creating a sustainable business – and that starts with honesty and integrity because these characteristics ensure a positive reputation over the long term, says Managing Director Steven Owen. The next step is defining the limits of where the company takes on work. “We predominantly stay around 40-50 miles from our office, so we have created an environment where our employees know that, worst- case scenario, they're only going to be an hour away from home. And even when that's the case, it's not going to be for a long time – the odd couple of weeks.” Working close to home is also smart given the range of the company’s electric vehicles. “We have half a dozen EVs. The range on the vans is 173 miles and you don’t want to be charging them every night. So if the boys only have to travel 25 miles it just helps with everything. The harder we can go and the closer we can come the more sustainable we get – until the circle keeps coming around. Each time we go around the circle we come in closer and closer. We're bringing our suppliers closer. “If you want to be my subcontractor I want you to be local, employ local people, share vehicles, go into schools into colleges to train young people. You're going do that because you know you're going to get my business. You’re incentivised and the more we can make it consistent the more we can target reducing waste and travel costs. And the more we can improve work opportunities and confidence in the local community.”
on. “We identified our current skill levels within the company, highlighting skill gaps. From this we devised personal learning plans to upskill staff with the required qualifications and skills.” Lessons for 2024 All of the recent global political and economic uncertainty has underscored
the need to make swift business decisions. For Owen, that means
reconsidering flexible working. Whilst he enjoys the benefits of remote working, he says the company has been more reactive and not quick enough resolving problems. It's imperative, he argues, to be physically present as a group to make better-informed decisions faster. “We’ve got more face-to-face meetings, more direct meetings about where we're going and how we're dealing with problems, because it's not a problem until someone sees it. So let's find it, get it out. Talk about it. And let's be really proactive in our decision- making. If you delay, it is very expensive”
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