Wellington Hotel - 3rd January 2018 v5_CT_pdf

DELIVERING VALUE 

The Wellington Hotel 

Covent Garden, London 

Project Management & 

Contract Administrator Services 

January 2018 

Project Management 

1 Ryden Project Management


Contents 

1.00 Executive Summary 

2.00 Introduction 

3.00 Proposed Solution 

3.01 The team proposal, with team organogram 

3.02 CV’s 

3,03 Fee schedule (reflecting the time of each individual involved (including monthly drawdowns) 

3.04 Schedule of day rates for each discipline 

3.05 Confirmation of agreement to legal appointment 

3.06 Copies of Certificates of Insurance 

3.07 Supplementary Information 

4.00 Service Requirements and Evaluation Criteria 

4.01 Case studies to reflect relevant experience 

4.02 Façade Retentions 

4.03 Listed Building Refurbishments 

4.04 Bespoke Hotels (including working with hotel operators) 

4.05 City Centre Sites 

4.06 Civils works including piling, secant walls, underpinning, demolition and earthworks in restricted sites 

4.07 Traditional procurement, single stage 

5.00 Pricing 

6.00 References 

Appendices 

Appendix A : Fee Schedule 

Appendix B : Ryden LLP Members Report and Consolidated Financial Statements for both year ending April 16 

and 17 

Appendix C : Health and Safety Information 

Appendix D : Sustainability (Environmental Standards) 

Appendix E : Fairness, Equality at work and the Living Wage (Diversity and Inclusion) 

Appendix F : Client Survey Results 


1.00 Executive Summary 

Ryden Project Management are delighted to submit our response to the Invitation to Tender for The Wellington 

Hotel. 

We refer to The Wellington Hotel Invitation To Tender document (ITT), December 2017. We have structured our 

proposal strictly in accordance with the requirements of Section 3, Proposals, of the ITT. We also note the 

Evaluation Criteria included in section 3.4 of the ITT. In order to demonstrate compliance with section 3.4, the 

Evaluation Criteria, please refer to Section 4.00 of our proposal where we have summarised how we have ensured 

our compliance. 

Whilst this is a Ryden LLP bid, we are proposing to work in a ‘joint venture’ with Quantem Consulting LLP. (This is 

also with reference to section 4.1, Terms and Conditions of the ITT document) 

We are currently working with Quantem on other projects/opportunities. 

We feel that this team proposal enables us to provide a strong Project Management/Contract Administrator offer for 

the duration of the project, through to 2021. 

We have therefore assembled a strong Ryden/Quantem Project Management/Contract Administrator team. All of our 

proposed team are senior personnel and have extensive hotel sector experience. 

A summary of our team is as follows. However, please also refer to section 3.01-3.02 of our proposal for additional 

information : 

Our project management lead is Jon Wills, Partner. Jon has excellent complimentary experience to lead the 

project. 

On the Enabling Works Contract Jon will be supported by Andrew Cliff. Andrew has an extensive hotel sector 

track record and has particular technical expertise which we feel enhances our offer. 

The Contract Administration will be managed by Fred Samaha. Fred has aligned CA and hotel sector 

experience. 

Jon and Fred will be supported on the project by Charlotte Pinfold. 

John Barbour will support our team and our client engagement with the Capco team. 

In addition, we have carefully considered the scope of the project and in particular the strategic programme, issued 

with the Invitation to Tender. 

In order to structure both our resourcing and the approach to our bid we have considered the project as 5 distinct 

workstream’s as follows : 

Workstream No1 – Stage 4 design process and tender 

Workstream No2 – Enabling Contract works 

Workstream No3 – Main Contract Works 

Workstream No4 – Fittings, Furnishings and Equipment 

Workstream No5 – F&B and Members Club Fit out 

We have referenced these workstream’s in both our team proposal/organogram and fee schedule. 

We hope our proposal is of interest and appreciate the opportunity to submit a bid for The Wellington Hotel 

development. 

………………………………………………………….. 

Craig Tennant 

Ryden Project Management (Ryden LLP) 

…………………………………………………………… 

John Barbour 

Quantem Consulting LLP 


2.00 Introduction 

Organisation and Ownership 

Ryden Project Management are part of Ryden LLP. 

Ryden LLP are a Limited Liability Partnership and was 

established in 1959. We are multi award winning and 

one of the largest independent commercial property 

consultancy firms. We have 35 partners and c. 110 staff 

across seven offices in London, Manchester, Leeds, 

Edinburgh, Glasgow, Aberdeen and Dundee. 

Our primary business is advising on commercial, 

residential, licensed and leisure, planning and 

development and land and property assets. As well as 

business property we advise on public sector property. 

Property owners, occupiers, developers and investors 

come to us for a complete consultancy service backed 

by local knowledge that sets us apart from the 

competition. 

The structure of the firm is based on six Practice 

Groups which operate as cross-department teams: 

We pride ourselves on being a market leader and in the 

last year we have won 25 industry awards endorsing 

the quality of our advice and ability of our staff. Most 

recent accolades include : 

 

EGi's Most Active Agent in Scotland for the 15th 

time, plus the office, industrial and investment 

sectoral titles in Scotland 

Industrial Agency Team of the Year at the 2017 

 

 

Scottish Property Awards 

CoStar's Top Agent in Scotland in 2016 (topping 

10 league tables) 

Research Excellence by a Planning Consultancy 

– RTPI Awards 2016 

 

 

 

 

 

 

Agency & Development 

Investment & Finance 

Valuation, Lease Advisory & Rating 

Project Management & Building Consultancy 

Property Management 

Planning & Research 

We transacted over 3m sq ft of space across 472 deals and completed 51 investment transactions in Scotland in 

2016. This equates to 20% of all commercial property deals across the country 

(source: CoStar). 

Ryden is an ISO 9001:2015 accredited service provider, aiming to ensure the competitiveness, prosperity and 

profitability of its business by: 

 

 

Constantly exceeding the expectations of clients 

Maximising the potential performance of individuals at all levels 

For more information on Ryden visit our web site www.ryden.co.uk 



Organisation and Ownership cont… 

Quantem are a medium size practice of 70 staff with offices in London and Birmingham. 

Quantem Consulting LLP provides the highest calibre of professional construction management services to clients 

and developers in the property and construction sectors. Success is based upon reputation and our experience and 

capabilities are backed by client recommendation. 

In the last 5 years Quantem have been selected as finalists for the Consultant of the Year (up to 100 staff) by 

Building Magazine on four occasions and won the award in 2013. Supported by our clients, the award was in 

recognition of the commitment to our staff, innovative approach to projects, CSR’s and delivery of a best in class 

service. 

Our experience of diverse and complex developments together with our honest and reliable approach means all 

aspects of a commission will be considered in a commercial and value based manner. We aim to deliver a service 

that our clients trust and depend upon. 

The successful outcome of any project depends upon its people. We maintain a flat structure with a high level of 

partner involvement throughout a project from inception to completion. 

Our individuals have a strong commercial background and ensure that best value options are identified and 

communicated to our Client’s. Our reporting processes provide clear and concise advice to the client at agreed 

stages and allow the design and construction to proceed in an efficient and proactive manner. 

We have an extensive blue chip client portfolio which we feel clearly demonstrates our delivery capability and 

experience on a range of projects. 

Our key differentiators are : 

 

 

 

 

 

 

Enthusiastic approach 

Proactive approach to project delivery and cost management 

Guaranteed involvement of principals 

Experience of working on a range of projects 

Strong commercial awareness 

Collaborative team approach to delivery 

Our established team of experienced principals combine with a blend of strong management skills, commitment, 

leadership, effective communication and sound development experience. We are well placed to address the 

challenges of The Wellington Hotel project. 


Financial standing, including a summary of the last two year’s performance 

of the company 

We have included the Ryden LLP Members Report and Consolidated Financial Statements for both year ending 

April 16 and 17, in support of our proposal. 

Please refer to Appendix B. 

In terms of a summary of performance, the Ryden LLP turnover and profits are follows : 

2016 2017 

Turnover (£) 12,038,507 11,592,905 

Profit (£) 4,065,340 3,973,633 

In terms of 2017/18, the current accounting data suggests that the year-end position will be ahead of 2016 and 

2017 for both turnover and profit. 

The business also has strong work in progress and current assets. 


Services 

Ryden LLP is structured into six Practice Groups as follows : 

 

 

 

 

 

 

Agency and Development 

Investment & Finance 

Valuation, Lease Advisory and Rating 

Project Management & Building Consultancy 

Property Management 

Planning & Research 


Ryden has invested in our project management team by bringing in specialists who have exceptional experience 

of developing some of our best new buildings. 

Our highly motivated project management team has a blend of experience, all with varying skilled backgrounds 

and sector expertise. Many of our team have worked together over many years and this team working ethic is a 

key part of our approach for Client's. 

We are regularly engaged by our client's early in the development process. This is often to assist in supporting 

development deal's such as engaging in agreement for lease's, lease's and commercial/legal documents 

generally. 

Our early inputs can often shape the future direction and strategy of property projects. 

Leadership, ownership, dedication and real 'added value' are our core aims and principles. Our PM approach is to 

create the project strategy and we will lead and support development for our Client's. 

We strive to ensure that we provide tangible added value in all that we do. We are all judged by our results and 

we will go above and beyond your expectations 

Our focus has been on ambitiously growing our services to include individuals who will lead your project, bring 

you creative solutions and maximise the outcome. 

The Quantem team also provides the following services in addition to project management/contract 

administration : 

 

 

 

 

 

Cost Planning 

Cost Management 

Value and Risk Management 

Procurement Strategy and Management 

Principal Designer 


Markets 

As a wider business Ryden operate in the majority of real estate markets. 

In terms of our Project Management team, both Ryden and Quantem are currently engaged in the role of Project 

Manager and Contract Administrator on projects in the following core sectors/markets : 

 

 

 

 

 

 

 

 

 

 

 

 

 

Masterplanning 

Infrastructure 

Public realm/city parks 

Mixed use 

Commercial/New offices 

Commercial/Refurbishment 

Commercial/Fit out 

Hotel – New and refurbishment 

Culture and Sport 

Residential – New 

Residential/PRS - New 

Manufacturing – New 

Public Sector - Disposals 

Please refer to the Section 4.01 of our proposal, Relevant Experience, where we have provided information on our 

hotel sector experience. 


Relevant Experience 

Ryden and Quantem have been engaged by a range of hotel sector clients on their UK portfolio’s. This has resulted 

in the Ryden/Quantem team undertaking numerous projects for these Clients. 

Our team portfolio Clients include : 

 

 

 

 

 

 

 

 

Q Hotels 

Guoman 

Thistle 

GLH Hotel Group 

Triangle Developments 

Hilton Hotels and Resorts 

Accor Hotels 

Marriott International 

We have included a number of case studies in Section 4.01. 

In terms of 4* and 5* London and city centre hotels we are, of have, recently been engaged on the following hotel 

projects : 

 

 

 

 

 

 

 

 

 

The Royal Horseguards Hotel, Westminster, London 

Charing Cross Hotel, The Strand, London 

The Cumberland Hotel, Great Cumberland Place, London 

The Grosvenor Hotel, Buckingham Palace Road, London 

Yotel, Clerkenwell Road, London 

Ibis Styles Hotel, Ealing 

Citadines Aparthotel, Trafalger Square, London 

Citadines Aparthotel, South Kensington, London 

Citadines Aparthotel Holborn, London 

The projects noted above are either new build or have all required a significant level of refurbishment. This 

including extensive external elevation repairs, roof repairs and general fabric. Also, internal repairs and fit out. 

The role on these project was PM/EA and /or PM/Building Consultancy.. 

Please refer to Section 4.01 of this proposal for additional information/case studies on our hotel portfolio projects. 


3.00 Proposed Solution 

This section of the proposal includes the following inputs. 

The team proposal, with team organogram 

CV’s 

((Projects experience pertinent to The Wellington (Please refer to section 4.00)) 

Fee schedule (reflecting the time of each individual involved (including monthly drawdowns 

Schedule of day rates for each discipline 

Confirmation of agreement to legal appointment 

Copies of Certificates of Insurance 

We have proposed an experienced team to lead and manage the project and to ensure that we work closely 

with the Capco Project Manager, Graham Bennet. 

Our team personnel have a blend of experience and together provide a strong Ryden/Quantem offer with 

technical, management and leadership skills. 

Our approach has been to provide a dedicated Project Manager to lead the project, Jon Wills, with a similarly 

dedicated Contract Administrator, Fred Samaha. Both Jon and Fred will be supported by Charlotte Pinfold. 

Andrew Cliff will add specific technical project management support to the Enabling Works Contract with John 

Barbour supporting the team and maintaining Client engagement. 

In order to articulate the structure of our team, we have included a team structure and further information on our 

roles and responsibilities. 

We feel that this offer provides an excellent blend of experience as well as a sensible and efficient proposition 

for Capco. 

Please also refer to the CV’s included in this section of the proposal as well as our project experience/case 

studies. The majority of the hotel projects included have been undertaken by our team. 

We would also highlight that we have proposed structuring the project into 5 distinct workstream’s. This is to 

ensure that there is clarity on the scope of each workstream as well as the respective budget and interfaces. 

We feel that this will enable us to ensure that there is the necessary co-ordination across the project as well as 

ensuring that, as a team, we resource and structure the project accordingly. 

We would wish to ensure that the wider team also adopt this structure and strategy. We will work with Capco at 

an early stage and develop the strategic programme in order that the key interfaces and dependencies are 

articulated and understood by the full project team. 


Ryden/Quantem—PM/CA Interfaces 

3.01 Team proposal with team organogram (Project Structure) 

Capital and Counties CG 

Limited 

(Client Team) 

Capco Project Manager 

Graham Bennet 

Workstreams 

Consultees/Liaison 

1 - Design/Procurement 

2 - Enabling Works 

Contract 

3 - Main Contract (Shell 

and Core) 

4 - Fittings, Furnishings 

and Equipment 

5 - F+B, Members Club 

Fit Out 

Project Manager / Contract 

Administrator 

Ryden / Quantem 

Project Team 

(and Supporting 

Consultants) 

Enabling Works Contract 

Ryden/Quantem—PM/CA Interfaces 

Planning (Gerald Eve) 

Legal Advisors - 

Pinsent Masons 

JV/Dev. Agreement - 

Supporting Capco 

BD Hotels/Operator 

Liaison - 

Supporting Capco 

Main Contract 

(Shell and Core) 

F,F&E 


3.01 Team proposal with team organogram (Roles and Responsibilities) 

Andrew Cliff 

Jon Wills 

Charlotte Pinfold 

Technical Support, 

Project Management - 

Project Support 

(Enabling Works) 

Lead 

Technical Support 

Contract Management 

(support) 

Project Delivery and 

Leadership 

Statutory Approvals 

(Manage process) 

John Barber 

Client Relationship 

Client / PM/CA 

Meetings 

Project Strategy 

PM/CA Team Support 

Liaison with Capco 

Client Team and 

Capco PM 

BD Hotels Liaison 

(supporting Capco) 

Manage Project Team 

Project Delivery and 

Leadership 

Client Reporting and 

Briefing 

Financial Management 

Contract Management 

Design Management 

Contractor 

Engagement 

Fred Samaha 

Contract Administrator 

Lead 

Reporting 

Procurement 

Contract Management/ 

Diligence 

Contractor 

Management and 

Liaison 


and Contract 

Administration Support 

Manage meetings 

calendar, minutes and 

agendas 

Client Reporting and 

Briefing 

Financial Management 

Project Data Room— 

Set up and manage 

PM/CA Diligence 

(manage Ryden/ 

Quantem scope of 

services delivery) 

Project Support and Admin 

Quality Control— 

Manage (Inspections 

and Testing process) 

Completion and 

Handover diligence 

and protocols 


3.01 Team proposal with team organogram (Project Management / Contract 

Administrator Roles) 

Andrew 

John 

Jon 

Fred 

Charlotte 

PM 

Admin 

Cliff 

Barbour 

Wills 

Samaha 

Pinfold 

Support 

Support 

Client 

Relationship 

Contract 

Administration 

Project 

Management 

- 

Enablement 

Project 

Management 

- 

Shell and Core 

Project 

Management 

- 

Fit Out and 

F,F&E 


3.02 CV’s — Project Management Team 

Andrew Cliff 

Partner 

DipSurv FRICS 

Andrew has over 30 years Project Management and Building Surveying experience with expertise in the 

majority of sectors.. 

Andrew has particular career experience in the hotel sector and has provided project management and due 

diligence advice to Scottish Highland Hotels, Paramount Hotels, Q Hotels Ltd, GLH Hotels and Kew Green 

Hotels over the last 20 years. 

More recently Andrew has been the lead project manager for the construction of a 75,000 ft 2 purpose built 

factory and new headquarters facility in Barnsley, South Yorkshire. 

Relevant Experience: 

 

 

 

 

 

 

 

 

 

Grosvenor Hotel, Victoria Station, London – Project management of major external 

refurbishment works and structural works to elevations. 

Royal Horseguards Hotel, London – Project management proposal and ongoing project advice 

for internal and external refurbishment planned for 2019. 

Charring Cross Hotel, London – Project management of major external refurbishment. 

Cumberland Hotel, Oxford Street, London – Project management. Extensive external repairs 

project to elevations and roofs. 

Majestic Hotel, Harrogate – Project Manager for major external and internal refurbishment 

project, including proposed new 70 bedroomed annex facility. 

Midland Hotel, Manchester – Project management of internal and external refurbishment and 

repair project. 

Amber Business Centre, Alfreton, Derbyshire – Construction of 13 speculative industrial units. 

British Wool, Bradford, West Yorkshire – Extension of existing industrial unit to provide 

additional warehouse accommodation and the formation of new headquarter offices. 

Holiday Inn, Brighton – Project management of external façade treatment and window 

replacement project. 


3.02 CV’s — Project Management Team 

John Barber 

Managing Partner 

John has 30 years experience in the property and construction sector. John is managing partner of 

Quantem Consulting a practice of 70 professionals providing project and cost advice to clients across the 

sectors. 

He has an enthusiastic approach with strong commercial awareness and understanding of the construction 

process. John has a hands on pragmatic approach and is dedicated to ensuring the key opportunities and 

risks for managing cost are identified. 


 

 

 

 

 

 

 

 

 

 

 

 

L’Oscar Hotel, Southampton Row – Triangle 

Travelodge Greenwich – U+I 

Ibis Hotel, Ealing – Frogmore 

Marriott Hotel, Lingfield – Arena Leisure 

Baltimore Wharf – Frogmore Galliard 

Commodity Quay – Prestbury 

Westferry School, Docklands – New Build 

Hilton Hotel - Reading 

Bond Street – Royal London 

Diorama – Crown Estates 

Brighton College Tower – Brighton College 

Twerton Mill Bath - McLaren 


3.02 CV’s— Project Management Team 

Jon Wills 

Partner 

Jon is an experienced professional with a track record of delivering complex projects. He delivered the 

Marriott Hotel, Lingfield as well as a number of projects on Regent Street for the Crown Estate. 

He has an enthusiastic approach and is dedicated to ensuring that the key conditions for success are 

created and managed through the course of a project. 

He has a hands on pragmatic approach to ensure the team remain focused on the delivery of the services 

required. 


The Crown Estate Café Royal Development Manager 

Arena Leisure PLC Lingfield Park Marriott Hotel Client Project Manager 

Hathaway House New Build Residential Project Manager 

The Crown Estate 7 Air Street Project Manager 

The Crown Estate Projects W4 and W5 Development Management 

The Crown Estate Diorama Development Manager 

Derwent London Davidson Building Project Manager and CA 



Fred Samaha 

Partner 

Fred is an experienced Project Manager with a successful record of managing medium and large projects 

across private and public sectors for commercial, educational, retail and mixed-use clients in the 

construction industry. 

Fred has a strong academic background including an MSc in Project Management with Distinction together 

with a dissertation on “ICT and the Evolution of Project Communication” and winner of the RICS Student 

Award 2009 from Reading University. 

Fred is enthusiastic and is known for his hands on approach working closely with clients and design teams. 

His attention to detail and strong commercial awareness coupled with his years of experience allows him to 

bring a uniquely rounded professional experience to all projects on which he is engaged. 

Fred also has extensive experience acting in the role of Contract Administrator and Employer’s Agent. 


 

 

 

 

 

 

 

 

 

L’Oscar Hotel, Southampton Row – Triangle 

Cornerstone – CAT A and CAT B new build headquarters for Elekta in Crawley 

20-23 Greville St for Seaforth Land – Roof and rear extension, CAT A Fit-Out 

12 Arthur St for CIT – Reception refurbishment, Level 2 and 5 CAT A Fit-Out 

Times Square, Retail Park – New build out of town A1 and A13 units 

Henry Wood House for The Office Group – Refurbishment ground to 8th floor 

Albert House for The Office Group – Refurbishment ground to 6th floor 

West Village, Notting Hill for Frogmore – Luxury mews houses and basement car parking 

New Academic Building for London School of Economics – Retained façade / new build 



Charlotte Pinfold 

Senior Surveyor 

BSc (Hons) MRICS 

Charlotte has over 10 years’ experience in the property industry. Charlotte has assisted in the delivery of a 

number of multi-million pound projects within the North of England and managed various projects for a hotel 

client in central London. 

Charlotte is currently leading the Project Management of an external façade treatment and window 

replacement project to a 16-storey hotel and residential building in Brighton. 

Relevant Experience: 

 

 

 

 

 

 

 

Holiday Inn, Brighton – Project management of refurbishment of external façade treatment and 

window replacement project. 

Cumberland Hotel, London – Project management of roof overcoating scheme 

Charing Cross Hotel, London – Project management of urgent repairs to stonework 

Grosvenor Hotel, London — Project management of repairs to stonework 

Cumberland Hotel, London – Project management of brickwork repairs to internal lightwells. 

St James Business Park, Knaresborough, North Yorkshire, new build office development 

British Wool, Bradford, West Yorkshire – New office HQ and extension of existing industrial 

unit to provide additional warehouse accommodation. 


3.03 Fee Schedule 

We have prepared a fee schedule which is included Appendix A 

This schedule provides clarity on the proposed level of involvement of each individual and the monthly drawdown. 

We would add the following information in relation to our proposed fee : 

1. Proposed Fee—The proposed fee amount is £894,700 excluding Vat. 

2. Basis of PM/CA Fee - We have based our fee on the Strategic Programme which was included with the ITT 

documents. 

3. Scope of Services - We have assumed that the PM/CA service requires to be undertaken for the complete 

project. i.e. the 5 workstream’s which are indicated on the Strategic Programme. 

4. Duration of project - The basis of the strategic programme reflects an overall duration of 40 months. This 

being from February 2018 to May 2021. This reflects the duration on which we have based our fee. 

5. F,F&E Procurement and Installation - The programme does not separately identify a ‘front end process’ for 

liaising with the Operator’s Interior Designer. 

The ‘procurement and install’ identifies commencement from May 2020. However, we have assumed that 

there will require to be liaison and interface in advance of this. 

5. We have not included for any travel outwith attending meetings in London and at site. Should there be any 

requirement for reference visits etc, then we would propose that this is agreed as an additional expense. 

6. We have not included for any large volume printing, such as design stage reports. We have assumed that 

the designers/lead consultant will undertake this task. 


3.04 Schedule of day rates for each discipline 

The proposed day rates are as follows : 

Partner 

Associate 

Senior Project Surveyor 

Project Surveyor 

Assistant Surveyor 

£140.00 per hour 





The rates are excluding Vat. 

We refer to the proposed fee which is noted on the fee schedule and included in Appendix A of this proposal. 

We have undertaken a commercial adjustment on the fee schedule, from the rates noted above. 

However, should there be a requirement to utilise day rates, during the duration of the project, then we 

propose that the above rates apply. 


3.05 Confirmation of agreement to legal appointment 

We note the content of Clause 4, Compliance which is included in the ITT document. 

We requested that our legal advisors review the ‘’Agreement’’ document which has been prepared by Pinsent 

Masons. 

The following reflects the initial feedback from our legal advisors. Should we be selected, we would propose 

reviewing the items highlighted with Capco, in order to reach a mutually agreed position. 

1. Payment and Fees (clause 5 and schedule 2) 

a. The payment terms are effectively 60 days after submission of the application for payment 

and clause 5.9 provides the Employer with the right to issue a Pay Less Notice on day 59 i.e. 

one day before Final Date for Payment. 

We note that this appears to differ from the ITT doc, page 6 of 13. 

b. We suggest the final sentence of clause 5.5 is deleted as the Employer already has the 

right to issue a Pay Less Notice and therefore there is no need for this additional provision. 

c. The Employer has a right of set off in clause 5.12 and we suggest that this is deleted. 

d. Note the timescales in clause 5.13 as regards proposing any changes to the fee and 

schedule – we suggest the first occurring wording in brackets in paragraph 1 of this clause is 

deleted. 

e. “or contributed to” on line 3 of clause 5.16 should also be deleted. 

2. Insurance 

a. We suggest deleting “and shall not be subject to any material excess or unusual 

exclusions” in clause 9.3. 

b. We suggest that clause 9.5 is deleted. 

c. The insurance levels in clause 9 require to be reviewed by our insurers. For info, 

PI cover is limited in the aggregate in respect of claims involving pollution and limited in the 

aggregate at £1m in respect of claims involving asbestos. 

3. Tenant Third Party Rights/Collateral Warranties 

a. The number of times that the Tenant Third Party Rights can be assigned should be limited 

(clause 10.4). 

b. The number of Collateral Warranties in favour of third parties that Ryden requires to be limited. 

The definition of Third Parties is very wide. 

4. Assignment/subcontracting 

a. The Employer has a right to assign its benefits and rights under this agreement without 

Ryden’s consent (clause 11.1) but Ryden does not have this right (clause 11.3). We will wish to 

review further. 

b. The Employer may also novate the agreement to any Contractor, Affiliate or Joint Venture 

Entity without Ryden’s consent, or to a third party with the consent of Ryden. On novation, Ryden 

must also execute a deed of collateral warranty in favour of the Employer (clause 11.2). Whilst 

we have accepted this in previous agreements, we simply wish to discuss the likely requirement/ 

coverage of this point. 

c. Ryden has no right to sub-contract any of the services, its duties or obligations (11.5). 

However, note that we are working in a joint venture with Quantem Consulting. 


3.05 Confirmation of agreement to legal appointment cont... 

5. Termination and Suspension 

We would suggest that the right of the Employer to terminate in clause 12.4.2 for default 

should be amended to default of material obligations only. 

Ryden’s only option to terminate the agreement is for failure of the Employer to pay amounts 

due to Ryden, and it may only do so after the payment is at least 56 days late (clause 12.5). 

Note the limitation on the Employer’s liability for termination or suspension under clause 

13.3. We suggest this limitation is linked to clause 12.1 and 12.2 only so that Ryden has 

remedies available should the Employer breach the agreement. We also suggest deleting 

clause 13.6 which limits Ryden’s ability to claim damages in the event of termination or 

suspension. 

6. Confidentiality 

a. Clause 14.1 contains an indemnity for breach of Ryden’s obligations under clause 14. We 

suggest this is deleted. 

b. The confidentiality obligations are in favour of the Employer only – we suggest that this 

clause be mutually beneficial. 

7. Exclusion of liability 

a. This is an exclusion of liability in favour of the Employer. We suggest this is limited to 

indirect or consequential losses only, and a reciprocal exclusion of liability provided in favour of 

Ryden. 

b. We suggest that Ryden seek an overall cap on its liability under this agreement. 

c. We suggest that a net contribution clause is added. 

8. Copyright 

Under clause 8.1 the Employer is provided with various ownership and IP rights in the 

Documents. We suggest this is amended so that copyright remains with Ryden and an 

unconditional, royalty free, non-exclusive, irrevocable licence to copy and use the 

Documents is provided to the Employer for any purpose related to the Project. 

b. We also suggest that clauses 8.2 (various warranties and undertakings relating to IP), 8.4 

(indemnity for IP infringement) and 8.5 (control of claims) are deleted. 



Employers Liability and Public Liability 





Professional Indemnity Insurance 


3.07 Supplementary Information 

Summary of Experience and Strategy 

We have particular experience which is complimentary to The Wellington Hotel project. 

The particular areas which we wish to highlight are : 

 

 

Extensive and current experience of new build and city centre hotel refurbishment projects for both 

developers and operators. 

We have proposed a team, with previous or current hotel sector experience. We have therefore structured 

our bid to support the Capco Project Manager in leading, managing and delivering the project. 

 

Quantem also have a New York office. We therefore feel that we can also support any ’local’ liaison 

which may be required with BD Hotels. 

Our overall strategy and approach is to : 

 

 

 

 

 

 

 

 

Provide strategic direction to the remaining ‘’front end’’ aspects of the project. 

Undertake a proactive approach to project risk. 

Adopt a ’’front end loading’’ approach to the project...….i.e. maximising the early activities and due 

diligence, to mitigate risk and provide comfort to Capco on the robustness of the Contract(s) v the 

project scope. 

In our role as Project Manager and Contract Administrator, provide excellent project communication 

and ensure that all participants are working in the best interests in the project. 

Focus on managing the project team to ensure that they provide an exemplar service. 

Engender teamwork and create tangible value. 

Focus on technical detail throughout the project cycle. 

Maintain a diligent approach to create trust in all that we do. 

We feel that these are key reasons, which we believe are relevant to the Capco Client team, in considering 

the Ryden/Quantem Project Management team to manage and support The Wellington Hotel development. 

Methodology and Approach 

3 Week Plan’ 

We will undertake an intensive initial three week review exercise in order to reach a point of knowledge on 

the project which is consistent with the Client and project team. 

Whilst this is a steep learning curve, our plan is to reach this point quickly such that we will quickly be adding 

value to the project. 

This process will include : 

Project review and audit : In terms of our initial inputs to the project, we will undertake a full review of 

the legal, statutory app/approval and design aspects of the project. We trust that the key data will be included 

in a document management system (DMS). 


3.07 Supplementary Information cont... 

Client Strategy Workshop : The engagement of the external PM/CA is a useful point in the project to 

consider the facilitation of a strategic project workshop. If this is considered appropriate we would welcome 

this being set up such that a clear plan going forward may be agreed. 

However, if this has recently been undertaken then we may simply benefit from a briefing by Capco a copies 

of recent minutes. 

Project Workshop (including team briefing/project structure and roles and responsibilities) : Again, if 

appropriate, we would welcome a workshop being set up with the team to agree the ‘forward strategy’. This 

may be a prudent exercise as we are aware that a number of the consultants have been involved for some 

time. Such an initiative may serve to reposition the project as it moves to the Enabling Contract 

implementation phase and next stage of design for the shell and core. 

Consultant engagement : We will undertake individual ‘’getting to know you’’ meetings with each 

consultant to meet the key members of their team. 

Also to understand their level of progress, review their design and understand their resources. 

Project Management Plan (PMP) : We will develop a communications protocol for the project and a 

detailed Project Management Plan (PMP or PEP). We separately note the content of the Development Brief 

within the draft Agreement. 

Meetings Protocol : In terms of meetings, we will set up a protocol complete with Terms of Reference. 

This will ensure clarity on the type of meetings, their frequency, purpose, the chair and the responsibility for 

the preparation of minutes. 

Friday 0900’’ : We have implemented this initiative on previous similar projects. This is a weekly meeting 

with the Client team/Client PM. 

It may be a dial in and should last no more than 60 minutes. It enables key actions to progress quickly and 

ensures that ongoing initiatives are progressing in order to facilitate the progress of the project. 

We typically prepare a brief minute, project action tracker, programme review and risk schedule. We feel that 

this may be useful initiative to consider. 

Data Room and DMS : We typically set up a project ‘’Data Room’’ for our projects. A Data Room would be 

a useful reference tool for key project data and can be accessed by those selected by the Client team. 

However, if a separate Document Management System (DMS) has been created then we are happy 

managing this if required. We would administer such a DMS system, as is required, for the duration of the 

project. 

Development Agreement/Operators Agreement/Licence : If a document has been prepared we will 

review and will work with Capco to support any ongoing liaison with BD Hotels. 


3.07 Supplementary Information cont... 

Diligence and Governance : We will set up all of the necessary project diligence and governance 

processes to ensure the successful management of the project. 

This will include a detailed master programme, develop the risk management process, cost ledger and PM 

plan. This is a selection of key processes from our Ryden/Quantem PM “toolbox”. 

We aim to ensure that the appropriate level of governance is instilled in projects, whilst ensuring that the 

project can function efficiently and that the consultants can perform to their best abilities. 

Managing Risk and Introducing Initiatives to maximise success : 

We operate a rigorous risk management process. 

However, whilst it is appropriate to undertake formal risk reviews at a prudent frequency, if sensible initiatives 

are also undertaken it will ensure that such proactive management will minimise future problems on the 

project. 

We have already highlighted that we believe in the principle of ‘’Front End Loading’’. 

This ensures that the necessary concentrated effort is undertaken during the design, costing and tendering 

stages to minimise issues occurring during the delivery phase. Given the structure of the project and the 

Operator arrangements, we believe that this is a sensible strategy for this project. 

Cost plan ownership : We believe that it is important that the whole team ‘’own’’ the cost plan. Whilst 

the cost manager generates the document, the complete team require to understand the content, what 

assumptions have been taken and how the outturn cost estimates have been generated. 

This approach prevents any disconnect between the cost manager and the designers. 

Design Stage reports : This is a complex project and there will already have been a significant suite 

of various supporting investigative reports commissioned and design work undertaken. 

However, it is important that there are clear outputs prepared at each design stage or appropriate stages of 

the project. This ensures that there is a clearly understood level of project progress and also alignment with 

the cost plan. 

Tender documents : It is critical that the tender documents are fully co-ordinated. We will promote a 

team workshop whereby all parties may present their respective design inputs/section of the shell and core 

tender. (and the Enabling Works tender should this still be in preparation). 

This ensures that there is a diligent and transparent co-ordination exercise of the overall design as well as 

cost alignment. 


4.00 Service Requirements and Evaluation Criteria 

We have included supporting information in this section of the proposal. 

This includes the following information : 

 

Case studies to reflect relevant experience 

 

Additional information to reflect the Evaluation Criteria. This is in accordance with the ITT, page 7 of 

13, Clause 3.4. In particular we have included information on the following : 

 

 

 

 

 

 

Facade retentions 

Listed building refurbishments 

Bespoke Hotels 

City Centre sites 

Civils works, including piling, secant walls, underpinning, demolition and earthworks in restricted 

sites 

Traditional procurement, single stage 


4.01 Relevant Experience 

Taymouth Castle, Kenmore, Scotland 

CLIENT – Confidential 

VALUE - Confidential 

DATES – 2017—ongoing 

Quantem and Ryden were appointed in 2017 to work with a Client who wishes to purchase the Castle and estate. 

This exercise has been ongoing and is nearing completion. Due to confidentiality requirements we have therefore 

not included further data in the case study at this stage. 

However, in terms of background, Taymouth Castle is a Category A Listed Building which sits within an extensive 

estate on the banks of the River Tay and directly adjacent to the small village of Kenmore, in rural Perthshire. 

In addition to its nationally important listed status, the estate is also designated as a Designed Garden and 

Landscape. 

In addition to project management services we also supported the diligence exercise with the addition of planning 

and building surveying consutancy. 




CLIENT – GLH Hotels Limited 


DATES – 2013 - 2015 

In 2013 Ryden were instructed to manage a scope of external repair works. 

This included extensive stonework repairs and ‘decoration’. 

Ryden were project manager and contract administrator for the project and responsible for the day to day running 

of the project. 

The hotel is located above the main Victoria railway station. Liaison with station management and Network Rail 

was required to agree access into the station and restrictions with regards to scaffolding and hoists. 

The project required working over the glazed roof of the station, therefore close liaison was required with the 

station to obtain approvals. 

Network Rail are also the Landlord for the property and therefore consent was required from Network Rail to carry 

out the works. 

Ryden undertook and managed the liaison with Network Rail to obtain the relevant consents. 






DATES – 2009 – present 

Ryden have been involved with the Cumberland Hotel since 2009, managing various projects to the internal and 

external areas of the hotel. 

Ryden’s role has been as project manager and contract administrator and we have been responsible for the day to 

day management of all projects.. 

The hotel is located in the heart of London, just off of Oxford Street. 

On the majority of projects, liaison has been required with Westminster Council in order to secure consents and 

also agree access and permits for scaffolding and hoists. 

The hotel was always in constant use throughout the projects on which we have been engaged. In addition, all 

works have therefore required to be carefully planned and managed to ensure minimum disruption and to maintain 

safe access and egress for both staff and residents. 






DATES – 2014 - 2015 

In 2014 Ryden were instructed to prepare a schedule of repair works to the external façade of the hotel. Ryden 

instructed and oversaw a roped access survey from which the schedule of works was created. 

In conjunction with the client and hotel maintenance team, it was agreed that the urgent works would be carried out 

in the short term. 

Ryden were instructed to act as project manager and contract administrator for the project dealing with the day to 

day running of the project. 

The hotel is located above the main Charing Cross railway station. Liaison with the station management and 

Network Rail was required with regards to access into the station and restrictions with regards to scaffolding and 

hoists. 

It was agreed that the works could be carried out via roped access equipment to minimise the disruption to the 

station users beneath. 

Network Rail are also the Landlord for the property and therefore consent was required from Network Rail to be 

able to carry out the works. Ryden liaised with Network Rail to obtain the relevant consents. 



Hampton by Hilton, West Campbell Street, Glasgow 

CLIENT – SCOT Sheridan / Curo 


DATES – March 2015—May 2016 

The conversion of a 6 storey concrete framed and stone clad former office building, situated at the corner of Bath 

Street and West Campbell Street in central Glasgow, into an 88 bedroom Hampton by Hilton hotel. The works 

commenced in March 2015 and completed in May 2016. 

In addition to the 88 bedrooms, the hotel also incorporates the following guest spaces in accordance with the 

Hampton brand requirements:- 

‘Gathering Zone’ 

‘Work Zone’ 

‘Living Zone’ 

‘Breakfast Zone’ 

Also included are a gym, bar and the full range of Hampton ‘back of house’ functions. 

The project delivery included all aspects of LF&F and FF&E integration. 

This is Glasgow’s first Hampton by Hilton hotel. The structure of this development involved a franchise agreement 

with Hampton Inns and a Hotel Management Agreement with Kew Green. Acting for the JV developers (SCOT 

Sheridan/Curo) our responsibilities encompassed identification of the property, due diligence on suitability for 

conversion, appointment of the design team and all aspects of delivering the project from the initial planning phase, 

with key assistance from Ryden’s in-house Planning team, contractor selection and construction through to 

completion and occupation, including interior design and the procurement and installation of all FF&E and LF&F. 

Our team worked closely with Hilton’s in-house project management team throughout the contract. 

A busy city centre location offered a number of challenges. Bath Street is one of Glasgow’s busiest (and noisiest) 

bus corridors, therefore an early consideration in the design process was detailed survey work to identify and 

implement steps to fully address Hilton’s clearly defined acoustic requirements. 

The addition of an extra storey at roof level meant access to the roof of the neighbouring property was required to 

facilitate the works. A positive dialogue was fostered with the neighbours from an early stage to ensure this aspect 

could be progressed and managed smoothly. 

The shape and configuration of the existing building was not ideally suited to the Hampton ‘brand standard’ 

bedroom sizes/dimensions. A positive workshop environment involving the design team and Hilton’s project 

manager enabled the design development to be progressed quickly and efficiently to arrive at a solution which, 

although divergent from brand standards, was signed-off as acceptable to Hilton 



Holiday Inn, Brighton 

CLIENT – Kew Green Hotels 


DATES – 2016-2018 

We are retained and appointed to support Kew Green Hotels in the external and internal refurbishment of the 

Holiday Inn, Brighton. This development adds to our extensive hotel portfolio experience. 

It is a 17 storey tower with the hotel occupying the ground to fifth floors. Our planning colleagues have supported 

the Client by securing planning consent. 

In line with most existing hotel developments, the project requires an extensive phasing strategy to maintain the 

operation of the hotel during the works. 

Our brief includes the requirement to undertake close liaison with the residential owners and the hotel management 

through the delivery stage. 

The project is nearing completion of the pre-contact stage and is due for completion in Q3 2018. 



Travelodge, 78 Queen Street, Glasgow 

CLIENT – SCOT Sheridan / Curo 


DATES – June 2014 - March 2016 

The conversion of a 12-storey concrete framed and clad office building in the centre of Glasgow into a 171-bedroom 

Travelodge hotel. 

The works commenced in June 2014 and completed in March 2016. 

In addition to the 171 bedrooms – a mix of double rooms, family rooms and accessible rooms – the hotel also 

incorporates a café/bar with 70 covers and 14 car parking spaces. 

This hotel represents Travelodge’s key Glasgow city centre location, situated within short walking distance of both 

Glasgow Queen Street and Glasgow Central train stations. 

The JV developer (SCOT Sheridan/Curo) agreed a 25-year FRI lease with Travelodge Hotels Ltd. 

Acting for the developer we were responsible for the procurement and installation of FF&E and we also liaised 

closely with Travelodge’s in-house project management and direct suppliers in relation to the delivery and 

installation of LF&F. 

The location is in the heart of Glasgow city centre on a relatively narrow one-way street and with adjoining 

properties on both sides, offered a number of logistical challenges. 

Close liaison during the planning stage was required with Glasgow City Council to agree on the extent of access 

restrictions for deliveries, suspension of parking bays and permits for scaffolding and hoists. Agreeing a compliant 

fire escape strategy with the Local Authority was also a key consideration during the planning phase. 

Delivery of prefabricated bathroom pods offered a particular challenge, with temporary structural openings in the 

façade of the building having to be designed and formed at each level to facilitate access. 

There are four retail units at ground floor level and office accommodation at first floor level. 

The occupiers of these premises have remained in situ throughout the development and the works have therefore 

had to be carefully planned and managed to ensure minimum disruption and to maintain safe access and egress for 

these occupiers at all times. 

The over-cladding of the existing 1960s façade was of particular interest to the Planning Authority, given the 

prominence of the city centre location. However, we successfully arrived at a solution which satisfied both the 

planners and Travelodge, without exceeding the available budget. 



Hub by Whitbread Hotel, Rose Street, Edinburgh 

CLIENT – TIAA Henderson Real Estate 

VALUE - £8.5m 

DATES – May 2015 - June 2016 

Full hotel conversion of a 5-storey listed city centre office building in Rose Street, Edinburgh. 

The project involves a complex reconfiguration to create a 145 bedroom Hub Hotel with a café bar of approximately 

fifty covers on the ground floor. 

Demolition, reconstruction and recladding of the eastern wing of the building was required, together with a full 

conversion of the main building which dates from 1929. 

The developer is UK based Fund TIAA Henderson Real Estate; which has agreed a 20-year FRI Lease with 

Whitbread who will operate the hotel as one of the first Hub Hotels within Scotland. 

Ryden’s project management role has evolved from initial project inception, through complex negotiation and 

conclusion of an agreement to lease, the agreement of all technical documentation, procurement, appointment and 

management of design team, Listed building and planning applications, negotiation and agreement of variation to 

existing retailer leases, and tender and procurement process. 

The project commenced on site in May 2015 with a 54 week contract duration. 

There are a number of significant challenges as a result of the building being listed and located within a World 

Heritage site in the heart of Edinburgh city centre on a busy and narrow one-way street. 

The planning and listed building consent process has been very challenging, with the application for the initial 

scheme of 157 bedrooms being refused. An appeal to the Scottish Government was required, which was 

successfully upheld. 

The Hub Hotel brand by Whitbread has been under constant evolution. A significant degree of design development, 

variation and change order process has been managed throughout the initial phases of the project. Incorporation of 

the ‘small’ room format Hub bedrooms within the existing building envelope has required a rigorous approach to the 

management of the design and cost management process. 

Logistical issues were significant, as the existing retailers on the ground floor required their leases to be varied and 

negotiation was required with adjoining owners. Over-Sail agreements also required to be negotiated. 

The existing retailers remained in occupation throughout the development and the programme and sequence of 

works were carefully planned to ensure minimal disruption and to ensure safe access and egress for the ongoing 

trade and their customers. 



MORGAN STANLEY, WATERLOO STREET, GLASGOW 

CLIENT – Morgan Stanley 

VALUE - £60m 

DATES – November 2014 – July 2018 

Ryden Project Management were initially appointed by Morgan Stanley in late 2014 to assist in a strategic review 

of their existing Glasgow business accommodation – consisting of 120,000 sqft over two separate buildings in 

Glasgow city centre – in the context of the anticipated growth of the business and the requirement for services 

resilience which is key criteria for the business’s ‘Tier 1’ operation. This review involved a comprehensive 

Feasibility Study into: 

(a) Remaining at the current locations 

(b) Staying at one location and occupying a new location 

(c) Move to a completely new building in Glasgow city centre 

The Feasibility exercise included the identification of and shortlisting of options, technical analysis of the proposals 

and negotiation with the shortlisted bidders. 

Following selection of the preferred option, Ryden PM assisted Morgan Stanley in the negotiations and technical 

scheme development, culmination in a legal deal. 

Following completion of the legal deal to move into a proposed 155,000sqft new building in Waterloo St, Glasgow 

Morgan Stanley’s procurement regulations required a fresh selection process for the appointment of all Project 

Team disciplines. 

Following this process – an RFP followed by a series of interviews – Ryden were appointed as Project Managers to 

take the project through the Design, Construction, Fit Out, FF&E, Migration and Occupation phases. 

The new premises involve a basement car park, 9 storeys of office and ancillary accommodation and roof level 

plant zone. The building is piled to a depth of 24m, with the basement formed in a watertight concrete box, a 

structural steel frame and in-situ concrete cores. The elevations are constructed from high performing unitised 

curtain walling system with granite cladding at low level. The roof is finished in a hot melt polymer rubber finished 

with precast slabs and pebble ballast. 

Construction of the new building commenced in January 2016. The Base Build, including enhanced Cat A works, 

was completed in late 2017 leading straight into a Cat B Fit Out tailored to suit the varying operational needs of a 

number of business units. The Fit Out is programmed for completion by May 2018 with phased migration/ 

occupation to follow. 



CITADINE APART-HOTEL, SOUTH KENSINGTON, LONDON 

CLIENT - Citadines 


 

 

 

 

Refurbishment and fit-out of 92 bedroom hotel 

Provision of meeting room suites, lounge, bars and reception areas 

Phased works 

Hotel Operational 

CITADINES APART-HOTEL, TRAFALGAR, LONDON 

CLIENT - Citadines 


 

 

 

 

Refurbishment and fit-out of 190 bedroom hotel 

Meeting room suites, lounges, café, reception 

Phased Works 

Hotel operational 



YOTEL, 100 CLERKENWELL ROAD, FARRINGDON 

CLIENT - Medina Investments Llimited 


 

 

 

 

212 Nr bedrooms 

5 Apartments 

Eight storey building plus two basement levels 

A1/A3 retail accommodation 

COPTHORNE HOTEL, BIRMINGHAM 

CLIENT - Argent LLP 


 

 

 

 

4* Hotel - 220 Nr bedrooms + 30 serviced apartments 

Rooftop bar & restaurant 

Meeting and conference facilities 

Prominent city centre location 


4.02 Façade Retentions 

The majority of our London hotel portfolio projects have 

required extensive external repairs and in particular stone 

repairs. However, whilst we have not been engaged on 

any hotel sector façade retentions, our Ryden PM team 

undertook a full façade retention on a commercial/new 

office development in Glasgow. 

The development site is located in Glasgow city centre 

and the enabling works involved the demolition of 3 

existing city centre blocks and the retention of the three 

listed facades. This was one of the first city centre façade 

retention projects in Scotland. The new office was 

constructed behind the retained facade including 

basement level car parking. 

The completed development provides 9 floors of Grade A 

office accommodation which in total reflects 

approximately 175,000sqft of office accommodation. 

We can therefore demonstrate our team experience of 

large scale city centre façade retention projects. A strong 

team of experienced professionals have been put forward 

for Wellington Hotel. These individuals have extensive 

experience of projects incorporating retained 

facades. Jon Wills in particular undertook projects in 

Regent Street incorporating retained facades and 

inherent defects to the façade construction. 

These investigated and made good during the course of 

the redevelopment 

4.03 Listed building refurbishments 

We also refer to the relevant experience included on the preceding pages. A summary of a selection of listed building 

hotel refurbishment project includes : 

Hotel 

The Royal Horseguards Hotel, Westminster, London 


Listing 

Grade I 

Grade II 


n/a 


Grade II 

The Midland, 16 Peter Street, Manchester 

The Queens, City Square, Leeds 

Grade II 

Grade II 

Ryden/Quantem have undertaken listed building refurbishments on this list of city centre projects. 

We can provide a more comprehensive list if required. 

The team proposed have wide ranging experience working on projects of this nature. 

Jon Wills and John Barbour were also involved in the Café Royal redevelopment. Fred Samaha was involved with 

the L’Oscar Project in Southampton Row. 

Experience has shown that it is important to fully understand the heritage importance and how this is addressed 

through the design and construction process. 


4.04 Bespoke Hotels (including working with hotel operators) 

Ryden/Quantem have extensive experience of working with hotel operators. 

This includes : 

 

 

 

 

 

 

 

 

 

 

Q Hotels 

Guoman 

Thistle 

GLH Hotel Group 

Hilton Inernational 

Kew Green Hotels 

Marriott 

ACCOR 

Copthorne 

Whitbread 

In addition to this list we would add the following in support of our experience of dealing with bespoke hotel 

projects : 

Rowallan Castle, Kilmaurs, near Glasgow 

This is an existing Grade A listed building. The project was to develop the listed building for reception, lounges, 

meeting rooms, bedrooms and kitchen with a new build block to provide bedroom accommodation function space 

and spa. 

A lease agreement was entered into with Gordon Campbell Gray of Campbell Gray Hotels. 

Gordon was personally involved together with his team. He engaged Mary Fox Linton to commence an interior 

design concept. 

Gordon Campbell Gray was subsequently asked by Prince Charles to support the nearby Dumfries House project, 

which is now complete. 

Taymouth House, near Kenmore, Perthshire 

Taymouth Castle is a Grade A, with outstanding value, in terms of the Historic Environment listing designation. 

The earliest parts of the castle date from the 1750’s. 

We are engaged by the proposed purchaser of the Castle. The project will result in the completion of the historic 

parts of the castle. The addition of new build accommodation of approximately 130No rooms. The development of a 

new spa and back of house facilities. 

Separately, a series of new lodges will be developed around the existing 18 hole golf course adjacent to the River 

Tay. 

Our project experience indicates our capability and experience of bespoke hotels. In addition we have staff in New 

York which may be beneficial depending upon the ultimate operator. 


4.05 City Centre Sites 

The majority of our hotel projects are located in city centre sites. However, with respect to new build development 

in city centre sites, we would also refer to the 123 St. Vincent Street, Glasgow retained façade example which we 

have referred to in our proposal. 

In order to further support our experience new development in city centre sites we also refer to the ongoing 

commercial/office development which Quantem are undertaking on Regent Street. London and the Ryden PM 

project for Morgan Stanley. 

The Ryden/Quantem team is primarily involved in the commercial sector and therefore the majority of our projects 

are located in city centre sites. 

In addition, our proposed team have a combined experience of over 100 years of developing projects in city centre 

sites and are fully conversant with the implications 

4.06 Civils works including piling, secant walls, underpinning, demolition and earthworks 

in restricted sites 

The project which we referred to for Morgan Stanley included secant walls, underpinning and demolition, 

earthworks and piling. Please also refer to the Case Study for this project. 

In addition, Ryden/Quantem are currently providing project management services on a number of city centre 

projects where there are complex groundworks and piling. These projects also include significant infrastructure and 

utilities diversions. 

Again experience of demolition, retained facades and basement construction within confined sites is extensive with 

the team proposed 

4.07 Traditional procurement, single stage 

We have undertaken projects using the full suite of Contract styles. 

Currently we are managing projects which have been procured on the basis of the following Contract styles : 

NEC3 – Option A 

Design and Build (single stage) 

Design and Build (2 stage) 

Traditional – 2 stage 

Traditional – Single stage (with GMP option) 

Traditional, without quantities 

ICE Contract 

Minor Works 

In terms of traditional, single stage, we are currently utilising this Contract form for a number of our projects. 

Whilst tendering over recent years has tended to move away from single stage tendering recent indications are that 

the market is now more accommodating. 

The team proposed has current and relevant experience in single stage tendering on a traditional basis. It is 

important to recognise this through the design process and ensure that fully detailed information is developed. 


5.00 Pricing 

We refer to the ITT and in particular Item 3. clause 3.1 (v), Pricing. 

We believe that we have included for all of the requirements within this ITT. 

As requested we have included costs (fees) for the following : 

 

 

 

 

 

 

Contract Administration 

Project Management—enablement period 

Project Management—shell and core 

Project Management—fit out and F,F&E 

Monthly drawdown showing breakdown of defined resources 

Schedule of hourly rates and defined levels of resources 

Our proposal reflects the basis of the timetable for selection which is commencement of contract in February 

2018, albeit we will maintain a period of validity of three months. 

We also refer to our day rates and can confirm that the rates will not vary over the duration of the project. 

We note that payment terms are 30 days. 

. 


6.00 References 

We include the following Ryden/Quantem references and commendations in support of our proposal. 

Andy Barrett, Group Property Manager, The Global Hotel Group 

Ryden understands the importance to our business when developing projects and their team works closely with 

us to ensure works are strategically planned and instigated." 

Richard Baldwin – Derwent London, Head of Development 

‘Quantem have provided consultancy services on a number of Derwent London developments over the past 

three years, during which they have demonstrated a very professional service to ensure successful outcomes. 

Quantem are currently providing consultancy services on Nr 1 & 2 Stephen Street, one of our most challenging 

and high profile projects. I have no hesitation in recommending Quantem’ 

Gerald Kaye – Helical Bar, Development Director 

‘We have worked with Quantem on a number of successful projects since their inception in 2006. 

Quantem have delivered projects successfully to time and in a proactive manner, working well with the design 

and construction team, and offering a service that you can trust and rely upon. In my experience they lead the 

team through each stage of the design to gain best value whilst achieving the highest level of quality on our 

developments. 

Quantem demonstrated their excellent management skills on 200 Aldersgate. Although the project presented 

several challenges during the construction phase, Quantem’s strong post contract management skills combined 

with their consistent and reliable advice ensured that the project was delivered within budget and contingency 

was returned to us. 

I look forward to working with Quantem again in the future”. 

References to be contacted : 

Mark Blackie 

GLH Hotels 

Chief Engineer 

mark.blackie@guoman.co.uk 

Andrew Barrett 

Kew Green Hotels 

Director of Property 

andrew.barrett@kewgreen.co.uk 


Appendices 


Appendix A - Fee Schedule 


Appendix B - Ryden LLP Members Report and Consolidated Financial 

Statements for both year ending April 16 and 17 



Appendix C - Health and Safety Information 

Who provides health and safety advice within your organisation? 

Jim Anderson, Facilities Manager 

Jim Anderson holds the Nebosh General Certificate and is a qualified Fire Risk Assessor registered with RICS. 

He has passed the RICS Course and S2 Partnership who provide Health and Safety information and carries out 

all statutory audits on behalf of Ryden. 

Describe how your company evaluates the risks associated with its principal activities? 

These are outlined in Ryden’s Health and Safety Policy and Practice Manual. In addition as we act as agents in 

various guises for our clients’ premises we only use contractors who are on the approved list. Site specific Risk 

Assessments and Appropriate Method Statements are obtained for routine work. Where work is outwith the 

routine nature, specific risk assessments and method statements are obtained pertaining to the work and spot 

checks are carried out to ensure that works carried out are in line with the risk and method statements provided. 

In addition S2 Partnership carry out annual Fire Risk and Health and Safety Risk Assessments for Multi Let 

Premises and two yearly Health and Safety Risk Assessments for Industrial and Multi let premises and all issues 

found are given a priority timescale for clearance dependant upon the severity of the issues found. 

Routine inspections are also carried out by Facilities Managers, Surveyors and Departmental Managers to ensure 

compliance with legislation and that no issues which will prove a danger to Ryden staff, workers on the sites or 

visitors exist. Sample Weekly Monthly checklists are contained within the Health and Safety Procedures Manual. 

Describe how you determine the health, safety and technical competence of your employees? 

Through annual reviews of performance and in line with the works staff are being requested to perform as levels 

of competence are required. Training Procedures are set out in section C 1.8 in the firm’s Health and Safety 

Policy and Practice Manual. 

How do you assess the competence of sub-contractors? 

Ryden, as managing agents, extensively utilise contractors to carry out work on our behalf on client sites. There is 

regular feedback between offices on the performance of contractors, compliance with legislation and value for 

money. 

In addition, Ryden operates an approved contractor list which is run centrally by the Edinburgh office, the details 

of which are passed to the regional offices. Contractors are invited to join the approved list via an Approved 

Contractor Letter. The information requested within the letter is as follows:- 

1) Provide a copy of Health and Safety Policy Statement 

2) Provide copies of Public Liability Insurances 

3) Provide details of CIS Registration 

4) Provide copies of certification showing membership of professional bodies 

5) Provide details of staff training to ensure workmen are trained to relevant standards 

6) Accident Details including RIDDOR reportable and near misses 

7) Details of any actions taken by the HSE or other relevant enforcing bodies 

8) Details of area of coverage for works 

9) Any other information which is thought relevant to the company being placed on the approved list. 

In addition follow up letters are dispatched on an annual basis requesting updates of information. 


Appendix C - Health and Safety Information cont... 

Regular reviews of contractor performance are carried out via face to face meetings and ad hoc checks of works 

are carried out to ensure that this is up to standard. Feedback is also welcomed from tenants on site as to the 

punctuality, performance and helpfulness of the contractors. 

The approved list is reviewed on an annual basis and where it is felt that a contractor falls below the standards of 

work we require they are removed from the list. Additionally, updated information is requested annually e.g. up to 

date insurance certificates or any other information that has changed from the documentation provided for the 

initial application. 

Describe your arrangements or procedures for how your organisation measures and monitors its health 

and safety performance? 

The health and safety performance is monitored via the following:- 

 

 

 

 

 

External audits are carried out by our approved consultant S2. The frequency of audits is annually for 

multi let premises and two yearly for all other premises. The audit is followed up with a report 

highlighting all issues raised. The findings are recorded on Riskwise, a web based Health and Safety 

tool, and the actions taken are clear. The issues are monitored by relevant staff. 

Daily or weekly checks are done by on site building managers. 

Site safety checks by regional FMS at the following frequency. Two monthly for multi let 

accommodation and quarterly for all other types of accommodation. 

Face to face discussions with occupiers on issues of concern. 

Induction programmes. 

Describe your occupational health provisions. 

This is part of our Health and Safety Policy document. The firm also offers free Bupa health checks to all female 

Partners and staff and has Health and Safety regulations with regards to display screen equipment. 

Describe how effective communication is ensured within the organisation and how health and safety 

consultation is achieved. 

Consultation can take various formats as follows:- 

 

 

 

 

 

 

Face to face meetings. 

Annual review of performance 

Via email. 

Via departmental head meetings. 

Via the intranet and updating the Health and Safety Policy and Procedures Manual. 

Via discussions with outside sources such as our Health and Safety Consultants or HSE. 


Appendix D - Sustainability (Environmental Standards) 

Sustainability 

Ryden accepts its environmental responsibilities and we recognise our obligation to reduce the impact of our 

business activities on the environment. We are currently preparing internally for compliance with the 

Environmental Management Standard IS014001. 

Sustainability is blended into our business, from staff training, to our conduct, to our client service. We know that 

sustainability and environmental issues are of high importance and are committed to developing and implementing 

policies and procedures that can produce improvement. We work in partnership with our clients to improve the 

sustainability of their operations and consider sustainable working practices when selecting any suppliers. Ryden 

has a formal Environmental & Sustainability Policy. 

At Ryden, we strive to carry out any instruction with as little impact to the environment as possible, promoting a 

sustainable approach. 

We recommend that we do not print hard copies of any marketing materials etc where this is not required. 

Property particulars are shared via email and across various property search websites (including Ryden’s) in PDF 

or ebook format. All reports and invoices can be sent in electronic format to our clients, if suitable. Where any 

material is required to be printed, we ensure that it is produced from recycled paper and that it can be easily 

recycled. 

We also strive to avoid all unnecessary travel. As such, we would propose that any meetings that would require 

travel, take place via the telephone (or conference call/ group video call through Skype/ Google Hangout). 


Appendix E - Fairness, Equality at work and the Living Wage 

(Diversity and Inclusion) 

Fairness and equality at work and the Living Wage 

Fairness and equality at work are central to Ryden’s practise. 

Our staff are rewarded at a level which means that pay inequality is not an issue at Ryden. All staff, including 

cleaning staff etc, are paid well above the Living Wage and in no circumstances do we use zero-hours contracts 

or exploitative practices linked to creating poverty. We also adhere to UK Working Time Regulations. Our staff 

members are consulted annually on their remuneration and performance and are given the opportunity to discuss 

and shape the outcome directly with their manager. We also encourage our suppliers to pay the Living Wage. 

Our staff members are encouraged and empowered to reach their potential and they are supported with training 

and development within and out-with work hours. Surveyors are required to complete 20 hours of CPD each year 

and we provide every opportunity for this to be reached. Ryden has a formal Training Policy and our staff are 

encourage to actively seek any opportunities for training which they feel will be beneficial to their development 

and aid them in carrying out their job. Staff members are also formally consulted by their line manager at an 

annual appraisal with regards to their training requirements. 

The Ryden partnership actively encourages staff feedback and promotes an ‘open door’ policy with the most 

senior personnel. Staff members are encouraged to have a voice and share examples of best practise and 

achievements. 

Ryden is an equal opportunities employer and has a formal Equal Opportunities policy. The firm’s aim is to 

promote the equality of opportunity afforded to each employee, potential employee or past employee of the 

company irrespective of matters such as their sex, race, disability, sexual orientation, religion, beliefs or age. Our 

equal opportunity policy covers all individuals working at all levels and grades and applies equally to the treatment 

of the company’s visitors, clients and suppliers by Ryden’s employees and the treatment of its employees by 

these third parties. The Chief Operating Officer at Ryden is responsible for the day to day implementation of our 

policy. All Partners and those employees working at management level, have a specific responsibility to lead by 

example and to ensure that those they adhere to the policy and promote Ryden’s aims and objectives with regard 

to equal opportunities. 

We have an average staff length of service of 10 years at Ryden, which we feel is a strong reflection that staff find 

us a good and fair place to work and that they are well remunerated. We know that this translates into excellent 

client service and we have won several awards which uphold our expertise and reputation. 


Appendix F - Client Survey Results 




Ryden 


Ryden.co.uk 

____________________________________________________________________________________________________________________ 

Ryden is the trading name of Ryden LLP, a limited liability partnership registered in Scotland 

EDINBURGH 

DUNDEE 

130 St Vincent Street G2 5HF 

Tel: 0141 204 3838 

ABERDEEN 

25 Albyn Place AB10 1YL 

Tel: 01224 588866 

LEEDS 

LONDON 

302-308 Regent Street W1B 3AT 

Tel: 020 7436 1212 

MANCHESTER 

2nd Floor 

28 King Street M2 6AY 

Tel: 07544 588768 

34 St Paul’s Street LS1 2QB 

Tel: 0113 243 6777

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