queens head

The Queens Head, Tyron Street
Pre-Qualification Questionnaire
22nd February 2018
QH PUBLIC HOUSE CONSTRUCTION LTD

Contents
Introduction
A. Q1 - Q7 : Company Details
B. Q8 : Health, Safety & Quality
C. Q9 : Relevant Experience
D. Q10 - Q11 : Personnel and
Supply Chain
E. Q12 : Progamme
F. Q13 : CDP and Design management
G. Q14 : Site Logistics
H. Q15: Estimate Build Cost
I. Q16 : Why RED
J. Q17 : Project Specific

The Queens Head Pub scheme is a challenging project which offers RED Construction
the opportunity to showcase our abilities to successfully deliver a logistically difficult
building within a residential area. Our tea has produced our submission document
demonstrating how we can truly add value and certainty to the scheme.
Summary of key points
• We are a newly formed team from well established constructon companies
During the past couple of weeks you and your project
team have presented us an outstanding and exciting
opportunity to be part of the delivery team for this
historic London buildinfg in the centre of Kensington.
We are pleased to present, with our submission, a
team that has pre-requisite experience of many years
of residential fitout and structural delivery in a variety
of methods. Their experience includes some highly
prestigious city centre residential schemes.
We have recognised that the client and project team
have emphasised the importance of working together
as an open team. As such we have focussed aditional
effort on ensuring that our prequalification document
incorporates the right experienced staff, the correct
supply chain partners and a methodology to make
sure we can offer certainty.
Unlike a majority of contractors we are wiling to
commit to our supply chain fully at tender stage. This
means we can confirm our complete team without
looking for further buying gains once the main
contract is awarded. Our goal is to ensure the lead-in
period with all traids is utilised fully and gains ‘buy-in’
from all the persons involved.
We have held a number of workshops already with
the trade contactor to establish rough cost, quality
achievement and programme. This has enabled our
team to roduce a programme of 61 weeks plus *
weeks lead in perios. It is a sequence and duration
that all hte key sub contractors are happy yo be
comitted to.
Along with the programme we are also able to suggest
an estimated cost of £3,380,015 with opportunity of
value engineering items.
The project would be a showcase of all thta our
business stands for and would allow us the platform
to continue our business to the next stage of our
progression and growth.
We look forward to the opportunity of working with
your team all the way through the construction
process and finally to handover. We hope that
the enclosed document clearly demonstrates the
commitment to, and enthusiasm for your project by
everyone here at RED consruction.
• We have strong expertise in the referbishment/structural alterations market
• We have a team who are experienced in delivering complex projects to exacting quality on time
• We have a strong supply chain who are backing our venture and are keen to deliver your scheme
• We are willing to look at all alternative methodologies to gain best value
• We want to work collaborately as truly part of a development team
• We want to demonstrate to our peers the benefit of our open philosophy in construction
• We can gain a competitive edge on the market right now as we have no legacy issues
• We want to work with like minded people and enjoy building our business
Key Points
• 61 Week programme
• Estimated cost £3,380,015
• Sub-Contract Partners to be onboard assisting
with project development at tender stage
• Team with extensive residentil and structural
knowledge
• Management and trades worked together for
many years
• A complete team ready and able to deliver
qualitly with certainty of programme
Graham Sturge
Managing Director
4 5

Reception Joinery
The Ampersand, Wardour Street, London
Q1 - Q7 :
Company details
A

A: Company Details
Section A : Company Information
• Q1 - Confirmation of Interest
We can confirm that we are keen to submit a tender
for the Queens Head Pub Scheme.
• Q2 - Contact Person:
Mr Graham Sturge
Managing Director
Address:
RED Construction Group Ltd
Estate Office
Oakley House
Oakley
Bedford
MK43 7ST
Mobile: 08893778309
Office: 02071007020
gsturge@redconstruction.co.uk
• Q3 - Company Details:
»»
Trading Name
»»
Trading address and postcode
»»
Company Website
»»
List of former trading names
»»
Registration number
»»
VAT registration number
»»
Please confirm if the company is sole
ownership, partnership or Ltd Company
or have any of the following affiliations:
Ultimate holding company
Parent company
Associated companies
Subsidiary companies
RED Construction Group Ltd
Estate Office
Oakley House
Oakley
Bedford
MK43 7ST
www.redconstruction.co.uk
None
9802945 (certificate on following page)
230 2491 47
The company is a Limited Company with three active
major shareholders.
The business is however backed by Lousada Plc which
is a company owned and operated by one of the
major shareholders of RED.
Further details are highlighted in Q6, albeit we would
welcome any further questions.
8 9

A: Company Details
Section A : Company Information
• Q3 cont. :
»»
Provide brief (500 word limit details of
your organisation, structure and
principal areas of business activity
including details of any changes of
ownership over the last 5 years including
details of siginficant pending
developments, changes in financial
structure or ownership, prospective take
-over bids, buy-outs and closures, etc.
that are currently in the public domain.
As a business Red have been in existence since 2015
offering services in central London and the South East
of England.
As senior individuals within the business we have
considerably more experience of the London
market working together in excess of 15 y ears
(which is highlighted under section C Q9 of this PQQ
document).
Red was established in October 2015 by Graham
Sturge and Ian Hopkinson with the financial packing of
Simon Lousada. The individuals withing the business
from Graham and Ian down are all long standing
experienced managers who have worked for the same
main contractors on projects from £100k to in excess
of £100m. We bring a huge wealth of experience to
the table which has now been demonstrated through
the successful completion of our first 4 projects.
We are currently working on 3 further schemes at the
moment with commitment to a fourth in the second
quarter of 2018. This is working towards our business
plan goal of a maximum 6 cuncurrent projects in
order to maximise our resources and supply chain but
remain extremely close to every project.
The four members of the Operational Board cover
three professional bodies (MCIOB, MICE, MRICS) and
have combined over 130 years of experience. They
have also worked together within businesses and even
as site teams for 20 years. As the structure chart on
the previous page demonstrates, each of the Directors
takes ownership of an aspect of the business from
very hands on level.
Currently all members of our site teams are again
long serving colleagues of Graham and Ian. A majority
have stayed with them through a couple of companies
and grown their careers to become outstanding
delivery teams. In fact our proposed project lead,
Tony O’Farrell, first started with Graham as a Graduate
Engineer in 2004. Tony has gone on to successfully
deliver his own projects within central London.
RED Operational Structure
As a business we focus on projects which maximise
the expertise of both teams but also that of our
supply chain, who have also worked alongside us as
individuals for many years. Ideally our aim is to target
projects from £2m to £15m in value through three
main sectors ( Residential, Commercial and Hotel &
Leisure).
Our plan for the business over the next three years is
to continue to grow the business slowly with known
management teams and experienced supply chain
members. Our aim is to reach an annual turnover
of £30m and then consolidate for a period. This is
to ensure that every project recieves the dedicated
resource required to ensure success.
It is therefore not our intention to alter the
management structure or ownership of the business
in the near future. It is also the intention of Simon
Lousada to remain both a shareholder and investor for
the forseeable future.
Fitzrovia Apartments, London
10 11

A: Company Details
Section A : Company Information
• Q4 - Company trading:
»»
Please provide predicted annual turnover
for the current financial year and annual
turnover for the previous two financial
years (excluding parent or holding
companies.
»»
Provide details of the typical value of
projects your undertake giving: Lowest,
Highest and Typical.
»»
Has your organisation met the terms of
its loan agreements, obligations to pay its
creditors and staff etc. during the past
three years?
• Q5 – Procurement:
»»
With regards to the proposed
procurement route this will be a
traditional single stage lump sum contract
(Bills of Quantities). The Contract will
include elements of CDP. There may be
an option to procure the works under a
Design and Build Contract, would you have
a preference for this. If you prefer this
procurement route can you please state
your reasons including any advantages?
Our first year of trading was 2016-2017 so we have
attached on the following page a break down to our
first two years trading along with our secured work for
year three. The summary of the turnover figures are:
• Year 1 Apr 2016- Mar 2017: £2,428,469
• Year 2 Apr 2017- Mar 2018: £5,130,712
• Year 3 Apr 2018- Mar 2019: £18,625,000
Our current projects range from:
£552,000 to £8,328,000
We are currently targeting projects around £5m to
complete our order book for year 3.
To date we have always made all of our payment
obligations to both creditors and staff. We are also
in a position where the business has zero debt or
loan agreements and has currently repaid the full
investment made by Simon Lousada.
Our currently facility with Lousada Plc, if required, is
for an overdraft facility of £2m. At present this is not
required.
As a business and individuals we are very comfortable
working under either form of contract. We would
however have a preference to a traditional Bill of
Quantities with CDP elements as in our experience the
design information is far more progressed. This means
we are likely to get a very positive response from the
supply chain when tendering and so can offer best
value.
Although we would be under a lump sum in this
scenario we also feel strongly that with a very open
approach to potential value engineering options we
can generate betterment utilising our supply chain’s
expertise and knowledge post the initial tender
period.
RED Construction Group Turnover and Forecast
Detailed for Years: 1-3
Date: January 2018
Year 1
Year 2
Project No Project Name June 16 -March 17 Apr-17 May-17 Jun-17 Jul-17 Aug-17 Sep-17 Oct-17 Nov-17 Dec-17 Jan-18 Feb-18 Mar-18
R1001 Ternion Court £1,530,013 £62,816 £97,459 £58,216 £67,174 £4,301 £17,490 £108,498 £5,304
R1002 Kidsplay £571,269 £437,823 £351,729 £186,995 £52,178 £0 £8,879 £5,077
R1003 Axtell 1 £327,186 £189,535 £127,835 £89,797 £78,508 £85,710 £17,143 £58,303 £45,489 £15,000 £10,000
R1004 Principal Place £4,257 £8,846 £9,408 £10,673 £22,891 £18,842 £13,083 £5,832 £3,000
R1005 Axtell 2 £17,942 £382,946 £9,174 £30,574 £173,607 £295,376 £325,000 £600,000 £950,000
R1006 Acton Storage £15,000 £25,000
R1007 14 Park Crescent £8,000 £20,000
Monthly Total £2,428,469 £694,431 £585,869 £344,416 £226,475 £495,848 £71,528 £215,535 £230,233 £313,376 £335,000 £623,000 £995,000
Cumulative Annual Total £2,428,469 £694,431 £1,280,300 £1,624,717 £1,851,192 £2,347,040 £2,418,568 £2,634,103 £2,864,336 £3,177,712 £3,512,712 £4,135,712 £5,130,712
Year End £2,428,469 £5,130,712
Year 2
Year 3
Project No Project Name April 17 -March 18 Apr-18 May-18 Jun-18 Jul-18 Aug-18 Sep-18 Oct-18 Nov-18 Dec-18 Jan-19 Feb-19 Mar-19
R1001 Ternion Court £421,259
R1002 Kidsplay £1,042,682
R1003 Axtell 1 £717,320
R1004 Principal Place £96,832
R1005 Axtell 2 £2,784,619 £1,200,000 £1,400,000 £1,350,000 £750,000 £350,000 £200,000 £75,000
R1006 Acton Storage £40,000 £150,000 £250,000 £450,000 £650,000 £750,000 £750,000 £750,000 £500,000 £300,000 £250,000 £150,000 £50,000
R1007 14 Park Crescent £28,000 £250,000 £650,000 £900,000 £1,300,000 £1,500,000 £1,500,000 £1,000,000 £750,000 £250,000 £150,000 £50,000
Monthly Total £5,130,712 £1,600,000 £2,300,000 £2,700,000 £2,700,000 £2,600,000 £2,450,000 £1,825,000 £1,250,000 £550,000 £400,000 £200,000 £50,000
Cumulative Annual Total £5,130,712 £1,600,000 £3,900,000 £6,600,000 £9,300,000 £11,900,000 £14,350,000 £16,175,000 £17,425,000 £17,975,000 £18,375,000 £18,575,000 £18,625,000
Year End £5,130,712 £18,625,000
12 13

A: Company Details
Section A : Company Information
• Q6 - Parent Company Guarantee:
»»
Are you prepared to provide a Parent
Company Guarantee and/ or
Performance bond? If no, please give
details.
There is no Parent Company but below is a simple
organigram detailing the relationship between Red
Construction and Lousada Plc- the financial backing
behind Red.
A business backed guarantee can be offered as
confirmed in the attached letter on the following page
from Lousada Plc .
We believe our business, without any legacy issues
and the full backing of Lousada Plc offer financial
certainty in this current market.
Ownership/Shareholding of RED
14 15

A: Company Details
Section A : Company Information
• Q7 - Insurances:
»»
Please provide levels of the following
insurances:
• All risks insurance of the works
• Public liability insurance
• Employers liability insurance
• Non-negligent insurance
• Professional indemnity insurance
Please see opposite a copy of our current Employers
Liability Insurance which is set at £10 million which
satisfies the current contracts that we are working on.
We vary our insurance cover on each and every
project we undertake thus if we’re successful in
winning this scheme we would ensure our insurance
cover is in accordance with the project requirements.
Residential fit out. 10 Weymouth Street, London
16 17

Site Entrance within public zone
Axtell House, London
Q8:
Health, Safety and
Quality
B

B: Health, Safety & Quality
Section B: Health & Safety
• Q8 - Health and Safety Competence:
»»
Provide details of the incident accident
rate, fatal accidents, major injuries and
over three day injuries for the last five
Years
»»
Have you had any convictions under
Health & Safety law over the last 5 years?
If yes, please give details:
»»
Provide details of the incident accident
rate, fatal accidents
Since the formation of RED Construction Group in
October 2015 we are have not incurred and accidents
or major injuries..
We have had no convictions in our history of trading.
Our current A.I.R. is zero.
We have enclosed further Health and Safety
information on the following pages.
Health & Safety
At RED the protection of employees, sub-contractors
and the general public is considered throughout the
project life cycle. Our aim is to promote a positive
safety culture and provide a working environment that
is free from harm.
Health and Safety is managed by virtue of the
following 4 points:
• Having competent and fully trained staff at all
levels and in particular at site level.
• Having access to competent health and safety
advice and information.
• By carrying out regular health and safety
inspections and audits of the company and sites
by both internal and external independent safety
managers.
Health and Safety policy is implemented
throughout the company by adopting the
following measures
• Providing clearly defined, safe systems of work
and communicating them in sufficient detail to
those affected.
• Making due allowance in financial terms at the
tender stage to ensure that sufficient resources
and competent persons are provided for the
management of health and safety.
• Paying particular attention to the provision of safe
access and egress.
• Providing such information, instruction, training
and supervision as may be necessary to the
personnel at all levels, paying particular attention
to personnel attending an area or site for the first
time or people visiting on a temporary basis
• By ensuring the use of competent and accredited
sub-contractors to work with the site teams.
• Ensuring we receive the safety information from
all sub-contractors in a timely fashion so all
planning can be appropriately reviewed, e.g. risk
assessment , COSHH assessments and method
statements.
• Assessing all the risks involved in an individual
project and providing the correct control
measures.
• Making arrangements for the consultation of
employees on each project. This consultation will
drive initiatives on the project and allows for the
“buy in” of the sub-contract work force.
• Making sure all plant and equipment used on site
is tested and safe for use on site
• Making sure we have clear communication with
the workforce
• Putting appropriate control measures in place for
all works in particular where we deem the area to
be of a higher risk
• Establishing emergency procedures and having
trained people responsible for these procedures.
• Maintaining the highest standards for
housekeeping and hygiene.
20 21

B: Health, Safety & Quality
Management of Safety
Our goal at RED is to create a safe working
environment for all and to ensure all aspects of
work on site are correctly planned from inception to
completion. This planning needs to be carried out by
each member of the site team working collectively in
workshops prior to commencing on site through to
the successful completion.
The process will start with the construction phase
Health and Safety Plan. This document will detail the
organisation and arrangements that have been put in
place to mange risk and coordinate the works on site.
This document is not just for the commencement of
a project and will be kept up to date and reviewed
regularly. As part of the RED procedure this
document will be reviewed on a monthly basis and
updated as required to reflect the ever changing
working conditions on site.
All RED site staff and our Health and Safety Manager
will attend a monthly safety workshop where a full
review of all current and forthcoming works will be
carried out. This method of hazard identification is key
to the ongoing process of managing risk on site.
Pre start Workshops
All Sub-Contractors will be invited to visit site 4
weeks prior to commencing their works. At this
time we hold a pre start safety workshop where the
upcoming works on site are reviewed by both RED
and the relevant Sub-Contractor. This workshop will
be attended by the Project Manager, Site Manager
and Safety Manager. Both parties will review the RED
safety procedures and ensure both parties are clear
on the procedures and what is required to allow the
work to commence. This will ensure all parties fully
understand their responsibilities and any site specific
risks.
Workforce Consultation
Each month we will hold a meeting with a selection of
the operatives on the site. Sub-Contractor supervisors
will not be in attendance for this meeting which
enables an open and honest expression of opinions
on the current site safety and where improvements, if
any, can be made.
This open approach of inclusive safety gets the “buy
in” of the workers which is essential to keeping a
highly motivated and safety conscious workforce.
To highlight that we have taken their comments
on board a “you said – we did” board is displayed
in the site canteen. This lists the actions taken by
the site management to address the concerns and
communicate this with all site workers.
We also employee a red, yellow and green card
system. This is not only a tool for recording safety
issues on site but a green card is used to acknowledge
either good practice or for highlighting possible safety
issues. Each month a prize will be given to one of the
workers who have been issued with a green card.
Again this is highlighted on a monthly prize board in
the canteen and greatly assists in getting the “buy in”
of all workers on site.
Notice Boards
An essential aspect of communicating safety
information with all workers on site is by the use
of safety notice boards. Boards will be located in
prominent positions on site highlighting all statutory
signage e.g. fire escape routes. The notice boards
will be updated on a weekly basis to indicate the ever
changing works and highlighting the current risks to all
workers.
Site Accommodation
All accommodation will be heated and utilise the
RED corporate colours. There will be a canteen and
changing room supplied for the workers. The site
accommodation will also include toilets for both men
and women.
The welfare in this case will be located in the existing
offices/canteen along with the existing staff toilet
location
Risk Assessments & Method Statements
All works on site will be covered by a Risk Assessment
and a Method Statement. These are to be submitted
by all Sub-Contractors a minimum of 1 week before
any works can commence. This allows time for the
Risk Assessments and Method Statements to be fully
evaluated by the responsible manager making sure
the Risk Assessment is both fit for purpose and site
specific.
To assist Sub-Contractors in assessing the risks on site
RED site management will supply a risk evaluation
sheet highlighting all areas to be checked to ensure all
Risk Assessments are as comprehensive as possible.
Competence, Awareness and Training
We believe that we are able to exceed client
expectations and deliver an outstanding service
because we employ and retain the best calibre of staff
available. We give our staff the necessary resources
to progress professionally; in the best interests of RED
and our clients. Appropriate Health & Safety training
is identified and provided at all levels of managerial
and operational employees, and this will include;
• Induction Courses
• New Legislation Awareness
• Safety Awareness
• SMSTS / SSSTS
• Crane Coordinator
• Temporary Works
• First Aid
• Scaffold Inspection
• Slinger/Signaller
• Fire Awareness
• Environmental Awareness
• Personal Development Courses
Temporary works and facade retention
1 King William Street, London
22 23

B: Health, Safety & Quality
The Quality Plan
Our attention to detail in all aspects of the project
from design through buildability to ease of
serviceability in use will ensure the quality of the
alterations that will be of paramount importance in
achieving the standard of the retail space required at
the Midland Road development. It is for this reason
that the management and control of quality will be a
key focus point even before construction commences.
It is critical that the entire project team including
our specialist designers and supply chain understand
the scheme and the Client’s objectives. This
understanding will be developed during further
workshops held in collaboration with all parties. The
quality standards will consequently become clearly
defined and agreed between all parties. To achieve
the standards these need to be specific, measurable
and achievable.
During these workshops we will set and agree the
proposed building tolerances and ensure compliance
is achieved from a visual and technical perspective.
These workshops will provide an open forum for
discussion on panel sizes, building tolerances
and proposed materials, and will ensure the right
knowledge is accessed in the development of the final
solutions.
The outcomes of these workshops will be captured
and enable us to ensure that subcontractors are being
evaluated against the quality requirements of the
project throughout the procurement phase.
Quality through Design
Quality in design can be managed in numerous
ways, through the choice of materials, the aesthetic
appearance of the finishes and details, through the
robustness of the construction and how all the other
aspects are coordinated and brought together with
sympathetic regard to the interfaces.
We will interrogate and question every detail and
every interface to satisfy ourselves that we are using
the most appropriate materials and construction
methods for the purpose and location in which it is
intended.
Drawings, specifications, mock-ups and samples will
be the tools for exploring the options and techniques
which will deliver the best results, reflect the
design intent within the Employer’s Requirements
documentation and will give the greatest opportunity
for getting it right first time.
Openness, honesty, mutual dependency and
collaboration between all the interested parties will
deliver the optimum solution.
A Test and Inspection Plan will be written for the
project that will be reviewed by the team.
A series of workshops will be organised so that all
previous lessons learnt will be discussed and the
specification talked through. The involvement and
buy in from the entire design team and Client’s
representatives is fundamental to this process
in ensuring all the pre-construction knowledge is
transferred, and the team works towards a common
goal of a project with no defects.
If this is done at the earliest stage, all parties will know
and understand exactly what is expected of them and
the project will benefit as a result.
Once this process has been completed, the final
Test and Inspection Plan will be robust and all
encompassing. This will be implemented on site to
achieve the right quality first time. The individual
process managers will implement the plan on a dayto-day
basis. From the Test and Inspection Plan there
will be bespoke handover sheets written for each
trade
These handover sheets will highlight the items of
work that need to be checked. The onus will be on
the contractor to have completed the handover form
and demonstrate he has inspected it prior to our
management check. This ensures ownership of the
quality of any element is returned to the tradesman
installing the work.
Our Senior Site Manager will lead workshops
specifically intended to focus on individual elements
and packages of construction. The workshops will
be attended by all the interested parties, the client
design team members, the contractor’s consultant
team, construction team members, package managers
and representatives from the appropriate subcontractors
with design responsibility.
24 25

Residential fit out above commercial space
10 Weymouth Street, London
Q9:
Relevant Experience
C

R1002:2017
Section C: Relevant Experience
• Q9 - Relevant Experience:
»»
Please provide details of three similar
construction projects undertaken in the
UK during the last five years, listing:
• Project description:
• Project Location:
• Procurement route/ form of contract:
• Date works commenced:
• Contract date for completion:
• Actual date of completion:
• Actual date of completion:
• Contract sum:
• Final account:
• Reason for above price movement:
• Value of M&E services:
• Client:
As a new business we unfortunately cannot showpiece
many projects delivered by RED Construction Group
Ltd. We have however, as a management team and
the various supply chain companies who we would
utilise, all been party to many similar projects within
town or city centre locations..
We have therefore consulted with the various Client’s
and or their team on a selection of projects that
we have delivered whilst working for both RED and
previous contractors.
We would welcome the opportunity for any member
of your team to contact these previous Clients or even
visit some of the projects with us to discuss our roles
on the schemes and the detail of the projects.
We have given an indication below on the reasons
that we feel these projects would complement
the Queens Head Pub scheme with regard to our
expertise and experience.
KIDS PLAY
Knowlhill, Milton Keynes
Project
CDP Elements
Town or City
centre
Structural Steel
frame
Restricted
Logistics
Façade retention
Residential
Party Wall/ Over
sailing
CLIENT: Kids Play Limited
ARCHITECT: Ray Hole Architects
CONTRACT: JCT D&B 2011
Kidsplay ✓ ✓
The Paragon Building ✓ ✓ ✓ ✓ ✓ ✓
Axtell House ✓ ✓ ✓ ✓ ✓ ✓
Jermyn Street ✓ ✓ ✓ ✓ ✓ ✓ ✓
The Ampersand ✓ ✓ ✓ ✓ ✓ ✓ ✓
Weymouth Street ✓ ✓ ✓ ✓ ✓ ✓ ✓
Pall Mall ✓ ✓ ✓ ✓ ✓ ✓
77 South Audley ✓ ✓ ✓ ✓ ✓ ✓
Fitzrovia Apartments ✓ ✓ ✓ ✓ ✓ ✓
The new facility for Kids Play Ltd at Knowlhill is to
provide day-care facilities for children of pre-school
age and also after school care for children of primary
school age. The facility also provides new office
accommodation so that Kids Play can relocate their
head office facility into the new development. In
addition, one section of the development is a shell
and core finish which will later be utilised as a ladies
gymnasium.
The building is a steel frame with a composite metal
decking used for the upper floor slabs whilst the
ground floor is of beam and block construction. The
external façade is an innovative timber rain-screen
system whilst the inverted roof is waterproofed with
an Iko hot melt waterproofing system and finished
with an astroturf to provide an additional children’s
play area.
Internally, the building is a mixture of exposed soffits,
plasterboard and timber panel finish.
28

R1001:2016 R1003:2017
The Paragon Building
Milton Keynes (Central)
CLIENT: Suisse Property Holdings Ltd
ARCHITECT: Nicolas Tye Architects
CONTRACT: JCT D&B 2011
The Paragon building was originally five adjoining
office buildings which were converted into 24
apartments. A lightweight steel framed box was
also added to the roof which provided a further 3
penthouse apartments bringing the total development
to 27 open market apartments.
The structural fabric of the building remained but
otherwise all aspects of the project are new including
windows and curtain walling, cladding to the new
penthouse levels and all external works.
A new plant room was constructed in the basement
area to provide central plant in terms of heating and
hot & cold water to all apartments with a BMS system
monitoring energy consumption on a flat by flat basis.
The apartments themselves were a mixture of 1 and
2 bedrooms with most apartments having at least
one ensuite and were completed to a high level of
specification.
AXTELL HOUSE
22-24 Warwick Street
CLIENT: Estates & Agency Group
ARCHITECT: Darling Associates Architects
CONTRACT: JCT Intermediate 2011
Axtell House was originally built in the 1920’s and is
within the Soho Conservation area close to Regents
Street. In the post war years, the top three floors of
the building were added to increase the floor area but
these are not in keeping with the original look or feel
of the building.
The project involves the demolition and replacement
of the top three floors of the building, one staircore
being removed in its entirety and the other
remodelled from basement up to roof level. The
bar/restaurant that is in operation at ground and
basement level is to remain live throughout the
duration of our works.
The finishes of the building are high quality stone,
anodized aluminium and bronze work with bronze
fret detailing to doors and walls, bronze inlays to
mass concrete wall panelling and polished plaster.
The finished building will provide circa 19,000 sq ft of
prime office accommodation over floors 1 to 6 with a
feature roof garden to level 7.

Projects completed by members of our team
98-100 Jermyn Street
Westminster
The Ampersand
Wardour Street
CLIENT:
ARCHITECT:
CONTRACT:
Gracemark Ltd
Frederick Gibberd Architects
JCT 2011 D&B
CLIENT:
ARCHITECT:
CONTRACT:
Resolution Properties
Darling Associates Architects
JCT 2011 D&B
This mixed use development, completed by members
of the RED management team whilst at John
Sisk & Son Ltd, required the retention of a small
section of period façade and the total demolition
of the remainder of the structure. A new 1 ½ storey
basement was excavated and underpinned to provide
new storage and plant areas. A new steel frame was
erected complete with a green roof, full Category ‘A’
fit- out of the office space and the delivery a 3 luxury
apartments.
The delivery of this scheme within a full footprint
central London site required innovative solutions to
minimise risks to safety and quality. A stone and brick
clad concrete panelling system enabled the scaffoldfree
erection of the building, and the project offices
were suspended above the adjoining street from the
steelwork.
Comprehensive refurbishment of office space and
new build luxury residential units for a range of
uses including professional, corporate, telecoms,
technology and media.
The listed facades were retained and improved whilst
the entrances and reception areas rationalised to
provide a more generous and logical layout and a new
internal core that better serviced the different users of
the building.
As part of the general improvement to common areas,
the lightwell serves as a focus at the heart of the
scheme, with new glazed facade to the office floors
rising to the rooftop allowing light into the building.
A double-pitched mansard now houses the luxury
duplex apartments in this desirable Oxford Street
location.

Projects completed by members of our team
10 Weymouth Street
London
42 - 43 Pall Mall
London
CLIENT: Ridgeford Properties
ARCHITECT: Make Architects
CONTRACT: JCT 2005
CLIENT:
ARCHITECT:
CONTRACT:
Benjamin Properties (Pall Mall) Ltd
TF Architecture
JCT 2011 D&B
An RC frame extension based on a piled foundation
to the rear of the existing 1960’s building. The build
added 8 new apartments and 3 new penthouses
(one of which is a duplex dwelling). The rear façade
was clad in a bespoke brass cladding with built glass
pods. The existing 5th floor structures were removed
and replaced with a new two storey steel extension
forming the new penthouse areas up to a new 6th
floor level. These areas were also clad with the brass
cladding system.
The cores were extended up to the new height of
the building and the use of a ground heat source was
integrated within the new services installation. Green
roofs capped off this modern development. This
building maximised the use of natural light as part of
the concept design to all the new build areas.
This project involved the complete demolition of
the two existing structures at 42-43 Pall Mall with
the retention of the façade to number 43 to be
incorporated into the new works. The new build
works constructed a new contemporary façade to the
left hand building with a new structure behind.
Internally, four high end lateral residential units were
created with commercial space to the ground and
basement levels.
The apartments featured bespoke kitchen
installations, marble and top end fixtures and fittings.
Each apartment has the benefit of roof terraces and/
or balconies and feature direct lift access to the
apartment. Total development size was circa 11,500
sq ft.

Projects completed by members of our team
77 South Audley Street
London
CLIENT:
ARCHITECT:
CONTRACT:
Rodeo Developments Ltd
(Luxlo Property Ltd)
Squires & Partners & Martin
Kemp Interior Designers
JCT 2011 D&B
77 South Audley Street is a £31m exceptionally high
quality development of 7 luxury apartments over nine
storey’s which won the 2016 residential awards.
The concrete framed building with quadruple
basement is clad in hand set Portland stone with
bronze full height Schuco windows, green roof and
photovoltaic solar power system. The new build also
incorporates a retained Georgian facade along South
Audley Street.
Internally the finishes range from bespoke hand
crafted joinery, ironmongery, doors, etc. that are all of
the highest standard produced by the best craftsman
from around the world. Incorporated within these
finishes you will find one of the most up to date and
intelligent and building management systems available
for domestic use.
Fitzrovia Apartments
Bolsover Street
CLIENT: Ridgeford / Manhattan Loft JV
ARCHITECT: HOK
CONTRACT: JCT 2005
The Bolsover Street Project was a joint venture
between Ridgeford Properties and The Manhattan Loft
Corporation and was the first Phase of the proposed
development. It was completed by members of the
RED management team whilst working for John Sisk &
Son Ltd.
The scheme comprised of 40 apartments and a new
Out Patients Department for the Royal National
Orthopaedic Hospital which replaced the existing
Hospital facility that is currently located on Phase 2
area of the development.
The building was a Reinforced Concrete Frame from
basement to level six with a steel frame to roof level.
Cladding was a mixture of Calista Capri, face brickwork
and Zinc Shingles with Aluminium windows and
curtain walling.

Party Wall Solution Meeting
Axtell House, London
Q10 - Q11:
Personnel and
Supply Chain
D

D: D: Personnel and Supply Chain
Section D: Personnel and Supply Chain
Proposed Staff Structure Organigram for Queens Head Public House
• Q10 - Personnel
»»
Please provide an organisational chart
and summary CV’s (including the names,
job titles, qualifications and experience)
of those personnel who would be
appointed to work on the project (include
any external consultants).
»»
Specifically please provide details of
the project lead (director), project
manager/ construction manager,
commercial manager, project surveyor,
site manager etc.
»»
What experience do they have working
together as a team?
»»
What relevant project experience do they
have as individuals?
»»
What part of your organisation do
they work for, are they full time
permanent employees?
»»
Approximately what percentage of their
time would be dedicated to this project?
»»
Please provide details on number of
workforce directly employed by your
company.
Our entire team, including our supply chain, will be
fully committed to creating and maintaining longterm
relationships with the design team and suppliers
alike promoting honesty and integrity through clear
communication and mutual respect.
We have indicated our proposed and available team
on the charts in this section. We have also enclosed
copies of the CVs for the key members of the team.
The key to our ability to deliver on all of your
expectations is being able to offer to the project an
extremely talented and competent team, led by Tony
O’Farrell. Our team contains individuals that would in
any other company be working remotely in directorial
roles or certainly retained for larger or even more
complex projects.
As an emerging business we simply do not have ‘B’
teams, only individuals who are dedicated and have a
vested interest in making our business a success from
our initial reputation of delivery.
Our directly employed management cover the core
three professional disciplines with members of CIOB,
RICS and RIBA all forming part of the delivery team.
We are also able to call upon the services of trusted
professional partners to enable us to cover any of
the perceived in-house weaknesses associated with a
younger company.
Paul Turner
Health & Safety
Advisor
Adam Sturge
Quantity
Surveyor
Group Board &
Share Holders
Graham Sturge
Managing
Director
Ian Hopkinson
Director of
Operations
Tony O’Farrell
Project Manager
QH Public House
Construction Ltd
Jon Bassett
Site Manager
John Creaser
Services Manager
Katrina
Scoufaridou
Design Manager
Trade Sub-Contractors, Partners and Specialists
40 39

D: Personnel and Supply Chain
Graham Sturge
Managing Director
‘For many years I have successfully delivered projects of this type, from site manager to Director, for
other businesses. I am extremely excited to potentially have an opportunity to deliver your scheme
bringing all the good experience gained from my previous employers.’
Ian Hopkinson
Director of Operations
‘My experience on projects of a similar nature has given me a clear focus on what we need to do to
ensure that the Employer’s requirements are met – as the overall team leader I will impart this clarity
and focus to the wider delivery team.’
My value to the scheme
Relevant Experience
My value to the scheme
Relevant Experience
Fitzrovia Apartments
Bolsover Street, London
77 South Audley Street
London
10 Weymouth Street
London
The Paragon Building
Milton Keynes
I have over 25 years experience in main
contracting within the construction
industry covering all aspects of
the process. I have also been the
‘Construction Manager of the Year’ Gold
Award winner in 2007.
My main focus over the past 15 years has
been through central London schemes,
in particular logistically challenging
schemes with numerous blue chip
Clients. I have an in depth appreciation
of what it means to deliver projects
exactly like your scheme.
My key strengths include:
• Team leadership and motivation
• Building long term customer
relationships
• Partnership and collaborative
working
• Customer focus & proven delivery
• Defect free delivery
• Innovative solution finding &
technical expertise
• Challenging central London logistics
management
My Role on the Project
I will be responsible for leading RED’s
management team, as well as working
closely with the Client’s team to ensure
the successful completion of the project.
My strengths lie in my ability to forge an
exceptional team ethos with all parties,
to ensure the smooth and successful
running of the project.
It is key for my role to ensure that the
communication lines remain open and
constructive for the betterment of the
project.
50 Bolsover Street, London
As Regional Director for a new build
development comprising 70 market
apartments, 30 affordable units, I was
responsible for forming and maintaining
an award winning delivery team that
excelled. The project not only delivered
quality but maintained both the budget
and required completion dates.
77 South Audley Street, London
Managing Director pulling the team
together to deliver seven Super Prime
apartments over nine storeys and
incorporating 30,139 sq.ft. of space.
Procured as a shell contract followed
by an independent fit out package. The
final project won the 2016 residential
awards.
10 Weymouth Street, London
Regional Director for the tendering
and delivery of the refurbishment
and extension to this 1960’2 building.
Creating space and fitting out 3 new
penthouses along with 8 further luxury
apartments for Ridgeford Properties.
The façade of the building was dressed
with an iconic brass rain screen cladding
system.
The Paragon Building, Milton Keynes
As the inaugural project for RED
the delivery of the conversion from
commercial space to 27 residential
apartments the scheme has given the
business a great platform to establish
ourselves. Overseeing the team
ensuring that the detail design and
delivery was completed to the high
expectation of the Client and ultimately
the purchasers.
I am a methodical and organised
Construction Director and have the
ability to remain focussed when under
pressure in order to complete a project
to the highest standards. I have excellent
commercial awareness and create
practical solutions to challenges.
My knowledge of construction in central
London has enabled me to successfully
deliver various projects; from which I
shall bring lessons learnt to your scheme.
As co-owner of RED I am passionate to
ensure we demonstrate our value to the
scheme.
My key strengths include:
• Team leadership and motivation
• Health & Safety focused.
• Customer focus & proven delivery
• Defect free delivery
• Technically competent logical thinker
• Challenging central London logistics
management
My Role on the Project
I will oversee operations on a day-to-day
basis and ensure that work is done safely,
on time and within budget and to the
right quality standards by co-ordinating
with our Project Director and operational
staff.
It will also be my responsibility to
ensure the technical and design staff
are working towards the success of the
project. Assisting both Katerina and Tony
to make sure all details are thoroughly
reviewed before work commences on
each element of the delivery.
50 Bolsover Street, London
Project Director for a new build
development comprising 70 market
apartments, 30 affordable units, a new
state of the art facility for the Royal
National Orthopaedic Hospital and
modern office space. Working closely
with the Client and team to achieve the
required delivery. As well as winning
a CCS gold award I was also highly
commended at the CMY awards.
St Ermin’s Hotel, London
As Project Director, for the complete
refurbishment of this complex project,
I was responsible for managing
and delivering the Client’s exacting
requirements. Sections of the hotel
were open to the public during a large
proportion of the works.
Ampersand Building, Wardour Street,
London
A cut and carve refurbishment of an
existing mixed use office block for which
I undertook the role of Construction
Director. The scheme involved
demolishing the top floor of the building
and erecting three new levels along with
structural alterations to the remaining
structure.
The Paragon Building, Milton Keynes
Acted as the central technical role on this
our first scheme as RED Construction.
This 27 residential apartments scheme
was delivered to a high standard from a
challenging starting position. Pulling an
existing design team together to achieve
a common goal was key in the success of
the final delivery.
Fitzrovia Apartments
Bolsover Street, London
St Ermin’s Hotel
London
Office & Residential Development
Wardour Street, London
The Paragon Building
Milton Keynes

D: Personnel and Supply Chain
Tony O’Farrell
Project Manager
‘I have worked closely with both Graham and Ian since I commenced as a Graduate Engineer over
10 years ago. I’ve developed into a strong project lead and would welcome the opportunity to
demonstrate my drive and passion to deliver your scheme successfully.’
Adam Sturge
Senior Surveyor
‘I take great pride in being part of a team that delivers on all aspects of a project successfully. I’ve
been able throughout my career to work on many such schemes and see your project as not only an
opportunity to deliver the same but to help our business grow and flourish along the way.’
My value to the scheme
Relevant Experience
My value to the scheme
Relevant Experience
Office Development
St Paul’s Churchyard
The Langham Hotel
Portland Place, London
Intercontinental Hotel
Park Lane, London
Office Development
1 King William Street
My entire career, since graduating as an
Engineer, has been spent working on
complex central London projects. Whilst
I have been involved with a wide range
of schemes, I have recently completed a
number of high quality commercial office
projects.
I have built a reputation for delivery on
time but just as importantly to the right
quality. I have experience of complex
brick facades having been involved
in both Pentonville Road and more
recently the One King William Street
redevelopment.
My key strengths include:
• Challenging central London logistics
management
• Attention to detail
• Driven to deliver
• Engaging strong leadership style
• Understanding of the end users
requirements
• Highly respected by the work force
My Role on the Project
As Project Manager I will work closely
with all elements of the team, from
Client through to sub-contractor, to
bring the development in on time and
to budget safely. I am responsible
for ensuring that high standards are
achieved through strong collaboration
with the Design team and the work force.
St Paul’s Churchyard, London
Project Manager for the extensively
refurbished St Paul’s Churchyard
scheme. With many close neighbours
and heavy structural works it was
imperative that not only did I manage
the onsite delivery but also managed
the local relationships and expectations.
Langham Hotel, Portland Place,
London
I delivered a section of the guestrooms
refurbishment works at the Langham
Hotel as a Site Manager. As the hotel
was still operational throughout the
duration of the works it was key to
ensure the guest experience remained
high.
The Intercontinental, Park Lane,
London
Responsibility for the delivery of three
floors of guest rooms and meeting the
high standards required. I was also
tasked with overseeing both the drylining
and stone elements to ensure
continuity across the whole scheme.
King William Street
As Project Manager for this 1920’s
Grade II listed former Rothschilds
Bank redevelopment, I delivered a
reconfigured space including core
relocations and a new floor level across
100,000 sq/ft. Located on the corner
of Bank it meant careful planning was
required to ensure the project could
over come the logistical challenges.
I am a highly motivated professional
who excels in delivering excellence and
who is a natural communicator. Capable
of making decisions within fast paced
environments and prioritising when
necessary working individually and as
part of a team.
I have a proven track record to ensure
that project objectives are met whilst
working within budget parameters.
I achieve this by ensuring an open
communication line from sub-contractor
through to Client’s team.
My key strengths include:
• Organised and methodical approach
to work
• A strong understanding of client
needs
• Good technical knowledge
• Able to work to strict deadlines
• Excellent team player
My Role on the Project
As Senior Surveyor for the project it will
be my responsibility to manage all costs
relating to the construction works. I will
seek to minimise the costs of the scheme
and enhance value for money, whilst still
achieving the required standards.
I will allocate proportions of the works
to the RED supply chain. It will be my
responsibility to value completed works
and arrange payments.
I will provide detailed cost progress
reports to both my board of Directors
and the Client’s team.
Commodity Quay St Katherine Docks,
London
A 2 stage design and build
redevelopment with significant
structural modifications to the existing
office building. I fulfilled the Senior
Surveyor role through the 2nd stage
process until completion of the works.
I was responsible for the whole project
commercially.
Victory House, Tottenham Court Road
Senior Surveyor for the extensive
refurbishments to an existing building to
create ground floor retail units and office
reception, four floors of open plan offices
and two floors of high end residential
accommodation. I led the procurement
and valuations through- out the delivery
of the project.
4 & 10 Pentonville Road, London
As Project Surveyor I was responsible for
all commercial activities for the scheme.
This included all valuations, payments,
contractual aspects and cost control.
The works constituted a redevelopment
project to retain the façade and connect
the existing structural frames of two
buildings, providing 55,000 sq ft of high
quality office space.
Grosvenor House Apartments, Park
Lane, London
Surveyor for a section of the works to the
refurbishment and fitting out at a former
hotel, with restorations to the internal
courtyard facades, installation of new
lifts, mechanical and electrical works, all
in accordance with a six star standard
hotel.
Office Development
Commodity Quay
Office Development
Victory House
Office Development
Pentonville Road
Hotel Development
Grosvenor House, Park Lane

D: Personnel and Supply Chain
Jon Bassett
Senior Site Manager
‘From a joinery back ground in high end finishes I have a passion for high quality construction. Since
I moved away from my own joinery business and joined Graham’s team 12 years ago delivering
Wembley Arena, we have delivered multiple similar commercial schemes together.’
Katerina Scoufaridou
Design Manager
‘I relish the challenge of this project and to be part of this exciting team, that consists of highly
professional construction personnel. Together we bring a wealth of knowledge, experience and
expertise that can deliver the expected level of Quality for the client.’
My value to the scheme
Relevant Experience
My value to the scheme
Relevant Experience
Fitzrovia Apartments
Bolsover Street, London
Shangri-La
The Shard, London
Grosvenor House Apartments
Park Lane, London
The Langham Hotel
Portland Place, London
I am an extremely positive, hardworking
and proactive member of the team with
a wide breath of experience over many
years. With my history of many high end
residential and five star hotel projects,
along with a back ground in joinery I am
well placed to bring true buildability to
the team.
Calm under pressure and I create strong
relationships with both Clients and
sub-contractors on all of my projects to
facilitate a collaborative environment to
deliver success.
Very dedicated to ensuring delivery on
time I spend a majority of my working
day out on the work face rather than in
front of a laptop.
My key strengths include:
• Calm and methodical
• Attention to detail
• Strong construction knowledge
• Interact well with tradesmen
• Focused on safe delivery
• Problem resolution
• Flexible approach to change
My Role on the Project
I will manage and monitor the subcontractor
progress, oversee delivery of
materials and carry out safety checks and
resolve problems which could otherwise
delay the project.
I will work closely with all members
of the team and ensure that all work
complies with our procedures and is in
line with the Client and Design Team’s
requirements.
50 Bolsover Street, London
New Build Luxury Apartments built above
a new facility for the RNOH. My role as
Senior Site Manager was to control the
entire internals element of the works,
taking the apartments from stud and
first side boarding to completion. The
apartments were completed to an
exacting standard and we managed the
works whilst the hospital was in full
operation immediately next door.
Shangri-La, The Shard, London
The fit out of the 202 bedroom Shangri-
La within the Shard was heavily joinery
orientated. With a challenging design
and influence from China with the
detailing, it was my responsibility to
source and arrange manufacture of
joinery for both the guest rooms and the
front of house areas.
Grosvenor House Apartments, Park
Lane, London
As Senior Site Manager for Front
of House areas of the works to the
refurbishment and fitting out at the
former hotel, along with restorations
to the internal courtyard facades,
installation of new lifts, mechanical and
electrical works, all in accordance with a
six star standard hotel.
Langham Hotel, Portland Place, London
I delivered a section of the guestrooms
refurbishment works at the Langham
Hotel as a Senior Site Manager. As the
hotel was still operational throughout
the duration of the works it was key to
ensure the guest experience remained
high.
As a fully trained Architect I have the
ability to view a project from a design
perspective and add value by interpreting
the construction requirements from the
site team. I have excellent organisation
skills and can manage my time as well as
others for the benefit of the project.
I have a practical awareness and the
ability to always find a solution to
problem. Coupled with my knowledge
of design and construction in central
London it has enabled me to successfully
deliver various projects; from which I
shall bring lessons learnt to your scheme.
My key strengths include:
• Design and detail understanding
• Great communicator with a natural
design flair
• Very positive and tend to inspire and
motivate others
• Passion for high quality residential
finishes
• Focused on bespoke joinery and
metal work elements
My Role on the Project
I will manage all fit out works and details,
table meetings and workshops with
subcontractors, who have CDP elements,
to work through technical and complex
design solutions that will ensure the
practical build ability of the design.
77 South Audley Street, London
Project Architect for a new high end
residential development in Mayfair,
comprising of 7 apartments and
communal spa areas. Worked through all
Design packages for Shell and Core and
Fit out and looked after the project and
design coordination on site.
128 Park Lane, London
Project Architect for a new subterranean
extension in an existing semi detached
house in Mayfair. Responsible for
Structural and Services coordination,
Design management and Fit out
coordination.
Worked closely with the client and
all subcontractors to deliver a result
that would measure up to the client’s
expectations.
St. Edmunds Terrace, London
Worked on a new development in
London, comprising of high end
residential flats. Produced layouts and
internal design details.
Cumberland Place, London
A fit out refurbishment and conversion
of an existing building into a residential
development in the heart of London
comprising of 42 flats. Closely worked
with the interior designers to design
all internal fit out works and FF&E.
Attention to detail and practical thinking
lead to a very efficient and well thought
out design
77 South Audley Street
London
128 Park Lane
London
St. Edmunds Terrace
London
Cumberland Place
London

D: Personnel and Supply Chain
Cheval, Gloucester Park
London
The Paragon Building
Milton Keynes
The Paragon Building
Milton Keynes
The Forum
Birmingham
John Creaser
Services Manager
‘I have worked closely with both Graham and Ian over the last 3 years bringing to completion projects
with complex challenges. Solid engineering background working on major projects through to £40M
value. Enjoying open discussion in collaborative team-working environments.’
My value to the scheme
Having completed over 46 years in the
construction industry, I have a wealth
of experience of designing, managing
and delivering complex environmental
engineering systems located within city
centre locations, across a broad range of
sectors.
In particular, my central London
experience provides me with a strong
understanding of the challenges that
may be faced on your project, including
tenant/landlord requirements for
metered, resilient systems delivering
occupier controls. I consider the client
relationship to be of central importance
on every project and pride myself
on delivering compliance with client
objectives.
My key strengths include:
• Understanding of the end users
requirements.
• Forward thinking solutions.
• Strategic management of services
infra-structure.
• Attention to detail.
• Commissionable systems.
My Role on the Project
As an M&E Engineer, I will work
closely with the Client team and site
management team to successfully deliver
the Queens Head Public House scheme.
To ensure quality of the highest standard,
buildability and design will be regularly
evaluated ensuring that the customer
expectations are exceeded at all times.
Relevant Experience
Cheval, Gloucester Park
This project comprised of the
construction of 160 exceptionally
high quality apartments over eleven
storeys forming part of a development
which included a retail development
and office development straddling the
underground station below. As the
M&E Engineer for the scheme I was
responsible to manage the strategic
design.
The Paragon Building
A redevelopment project to convert
existing offices into a residential
building with a new roof extension
containing three penthouse suites at
roof level in a town centre location.
Working with both the site team and
closely with the sub-contractors I
managed the design, installation and
commissioning of the units.
The Forum, Birmingham
The project comprises an 11 storey
new build apartment building in central
Birmingham where I instrumental in
assisting the project team on site in
bringing the project to completion fully
commissioned.
Management and Key Personnel
Continued…….
We are proud to be able to provide a team of this
calibre to deliver your project. As a team we have all
grown together through various companies and feel
our close bond delivers benefit for our Clients.
Whilst the brief information we have enclosed within
our document gives an appreciation of our team
members we would urge your team to take references
from our previous employers and team members.
Partial retained façade with new steel frame construction behind
Jermyn Street, London
Having a great management team is only part of
the requirement for true success. Our Supply Chain
Partners are as much of our team as our own staff.
To gain the certainty of delivery we feel strongly that
committing to a supply chain at tender stage and
not looking for further buying gains if the contract is
awarded is a necessity. This way we benefit from the
strength of multiple businesses but acting very much
as if the work force are all directly employed.
49

Section D: Personnel and Supply Chain
• Q11 - Sub-Contract Provision:
»»
Please provide a projection of what
proportion of the works will be
undertaken by your in-house operatives.
What works would you Sub-Contract?
Please explain how you would procure
Sub-Contractors and evaluate them with
regard to experience and quality.
At RED Construction we are predominantly a
management company who carry in-house expertise
in the form of Construction Managers, M&E
Managers, Design Managers, Quantity Surveyors etc.
We do not employee in-house tradespeople directly
but rely solely upon our Supply Chain Partners to
provide the individual specialist services that we need
to deliver a construction project such as The Queens
Head, Tyron Street.
Subsequently in answer to the first part of the query
raised ‘what portion of the works will be undertaken
by your in-house operatives’, the answer to this will be
0% and inversely the response to the second part of
this query is that 100% of the construction works will
be sub-contract works.
In response to the third query raised concerning our
subcontractor selection process we would confirm
that we only use subcontractors known to the
business who have worked for one or more senior
members of the company. From these contractors we
select at tender stage a suitable list of sub-contractors
tailored to each scheme based on their skills,
experience and training relevant to particular types
of project with respect to design , delivery and health
and safety.
We also perform periodic financial checks on
our supply chain and these are conducted more
frequently for those that are critical to the project.
We are always endeavouring to improve our supply
chain relationships and will remain loyal to those
who return bids for our tenders and deliver a quality
product on site. Only approved contractors are
awarded contracts with RED Construction. Approval
is based on previous experience, references and
submission of written evidence.
All contractors are given a pre-award and a prestart
meeting to ensure all procedures and control
measures are in place. A monthly review meeting is
held on each site and regular meetings are held with
all contractors.
50 49 51

Residential fit out
The Paragon Building, Milton Keynes
Q12 :
Programme
E

E : Programme
Section E: Programme
• Q12 – Programme:
»»
Please provide a preliminary critical path
construction programme together with a
commentary that identifies what you
consider the key milestones to be.
We have produced a preliminary programme based on
our findings to date. We have only approached a very
limited number of subcontractors thus far and would
look to spend time with the groundworks, frame, and
further time looking at MEP interfaces to produce a
final programme for your consideration.
All of our programmes are produced using Asta
Powerproject and should our initial discussions
be successful we will produce a fully logic linked
programme that incorporates design, procurement
and construction and will clearly identify all key dates.
The programmes will be fully generated by our
delivery team, led by Tony O’Farrell. This will allow
them to familiarise themselves with the supply chain’s
requirements and that of their individual challenges
with sequence and logistics.
Within the following pages you will find a detailed
programme based on the information we have been
provided to date, combined with an application of our
expertise that we can draw upon from our experience
of similar schemes.
The key elements that we see as programme critical
on this project are listed below and can be found
within the body of the detailed programme provided:-
• Application of statutory authority licences for
road closures, hoarding licences, and early crane
lifts. Circa 8 weeks are required for these licences
to be granted and without them you cannot
commence any of the critical path activities on
site.
•
• Temporary works. Their will be a similar lead-in
period for this element of works for the design
and manufacture of any steel frame work
required for the façade/ party wall support. Again
without these elements on site at the correct
time the works will come to a standstill.
•
• Groundworks. This activity presents a huge risk
to the programme as well as the overall costs.
Currently we have assumed a small allowance for
underpinning works and new pad foundations,
assuming all basement slabs are to be retained.
Given the tight constraints of the project any
minor increases in the work content could add a
considerable amount of programme time.
• Remaining critical path activities. The critical
path continues through the superstructure up
to roof level until a water tight envelope has
been achieved, at which point the key elements
then become the internal finishes. Although
these activities are all equally important as the
afore mentioned four early trades, we see these
as less risky elements of work due to the long
‘lead-in’ period for the design, procurement
and installation of these elements. Provided
full benefit is taken of the long-lead-in period
these items are of less concern when reviewing
programme risk.
• Other external influences. Although not currently
shown as critical path items, the following
elements we would see as needing close
monitoring to ensure programme dates are met
as they could also have considerable impact on
the planned completion date. These are:-
»»
Unforeseen works to existing structure.
»»
Statutory services
»»
Post demolition survey’s
»»
Design freeze (incorporating the above)
»»
Purchaser changes if applicable
»»
Party wall repair works (If allowed)
»»
External façade repair works
Façade retention and temporary works
77 South Audley Street, London
54 55

E: Programme
E : Programme
54 55

Residential new build behind retained facade
42-43 Pall Mall, London
Q13 :
CDP and
Design Management
F

F: CDP and Design management
Section EF: CDP and Design management
• Q13 – CDP:
»»
Please provide comments on your
strategy for managing CDP elements
and state your ability to obtain warranties
in support of this.
»»
It is likely that elements of the M&E
design will be CDP, please confirm if you
have in-house M&E design co-ordinators
and state whether you will use in-house
designers or sub-contractors?.
RED’s Design Management process for The Queens
Head will be an integral element of our construction
procedures and comprises of seven key activities:
1. Ensuring information is issued to the Client’s
team in sufficient time to allow review and
comment process whilst maintaining the
procurement and construction programmes.
2. Ensuring the design meets and complies with
the Employer’s Requirements.
3. Ensuring that the information is sufficient
in quality and quantity to fulfil both the
Client’s and construction requirements.
4. Ensuring the design meets legislative
requirements including CDM.
5. Promote safety in design and risk reduction
through a committed approach to the correct
practice of CDM in design and the
elimination of hazards in construction.
6. Ensure buildability is considered throughout
the development of specialist subcontractor
design elements and their
co-ordination of the interfaces.
7. Ensure that sustainability measures are
considered as part of the design
development and in doing so achieve the
required BREEAM rating.
Process
To manage the pre-construction design process RED
uses pre-construction & procurement programmes
that are fully logic linked to the construction
programme.
The design programme and IRS are not set in stone
but used to track the progress of design information
production and issue against target milestones.
We understand that designers have resource
constraints and aim to ensure that the resources
available are directed towards the larger value
packages and areas of highest risk.
Our expertise is in knowing what the market will
take in respect of the level of information and in
doing so, we can ensure that we are making best
use of the design resource. Many packages will
require sub-contractor input so in these instances
we look for early market testing and assistance – this
is particularly true in terms of the large quantity of
bespoke case goods that are required for the project.
Our IRS will summarise the dates when we will
require Contractors Design Portion design information
packages to be issued by the design team. The
information release dates are determined by the
procurement route, buying lead times and most
importantly design periods.
Whilst the Construction Programme will dictate the
speed of delivery of construction status information,
the IRS is very much a document that will be owned
by the ‘whole project delivery team’ and as such, will
be planned and agreed by all stakeholders.
Our Design Manager will provide a framework for the
development, flow and control of design information
such that the consultant designers can inform, test,
guide and support design decisions. This ensures the
development of the optimum combination of time,
cost, quality, function, risk and environmental impact
and in so doing, obtains the ‘best value’ or ‘optimum
solution’ for the project.
Our Design Manager will control, co-ordinate and
monitor design activities. This will involve the coordination
of the information programme with the
procurement and construction programmes and to
establish the information requirements of specialist
package contractors as well as that required from the
consultant designers.
Our specialist Contractor Design Packages will be
managed through workshops and review meetings
which can include stakeholder representatives; and
identify interfaces and associated risks, monitored
against a design development programme which
respects the interdependencies of the activities and
their relation to the construction programme.
The pre-construction stage is the most important, as
actions taken at this time will determine the success
or failure of the project. This stage allows for an early
integration of the team prior to the start on-site;
and offers a period for the essential planning of all
activities to ensure we ‘hit the ground running’ and
allows us to have input on practical, well suited and
cost-effective solutions to the client’s requirements.
The early selection of key subcontractors, particularly
those with a design input, is also essential as
it enables them to contribute to the project’s
buildability avoiding abortive design or waste in the
process. In this case, the subcontractors we consider
being key are;
Temporary Works – Façade restraint system.
Builderswork, Structural Alterations and Steelwork
Mechanical, Electrical & Public Health
With regard to the design of the services package we
have the capacity to design in-house or alternatively
some of our supply chain also have the capability to
offer a full design and delivery package. We would
review and offer the best options within a tender
package.
60 61

Corporate hoarding
Axtell House, London
Q14 :
Site Logistics
G

G: Site Logistics
Section D: Personnel and Supply Chain
• Q14 – Site logistics:
‣ Please review attached CTMP. What
would you change and provide details of
the approach you would take to
overcome the logistical challenges of this
project, give details of your proposed
site logistics methodology and set up.
Initially in response to the first part of the question
raised, we believe that the proposed Traffic
Management Plan is the best option available to the
works on site. We would suggest that a small
refinement to the proposal is made if permitted by
the council , and that would be to close the footpath
running adjacent to the building in Elystan Road.
Currently the footpath is exceptionally narrow and
once the scaffold walkway has ben put in place it will
be barely wide enough for the public to walk through,
this combined with the fact that we will need to move
materials across the footpath at ground floor level
suggests to us that it would be safer for the public to
cross the road rather than pass through the narrow
walkway.
In response to the second part of your query, within
the following pages you will find a set of proposed
‘site setup’ plans explaining how we currently
envisage the various stages of the works will be
managed.
Demolition stages:- It can be seen from diagram 1 we
propose on erecting a large gantry at first floor level
over the pavement of Tryon Street where a small
welfare unit and separate small office will be located.
These facilities will remain in place for the early
demolition, groundworks and 90% of the frame works
up until we have removed the back propping under
the first floor level when we propose to move the
office and welfare facilities into the ground floor area
of the pub. (This would be the preferred and most
cost effective proposal, however we do recognise
that the client may wish to let this area earlier in
the programme for fitout purposes and should this
be required an off-site ‘setup’ would need to be
considered.)
During the demolition works the building will be
entirely wrapped in scaffold and debris netting,
containing any dust nuisance. The building will be
raised to the ground utilising a combination of hand
tools for any timber floors, lightweight partitions etc.
and a ‘Brokk’ for the heavy duty breaking-out of the
stair cores, concrete slabs etc.
Two drop zones will be set-up within the building to
distribute the demolition materials from the upper
floors down to the first floor/ ground floor level. At
the first floor level all light weight materials will be
segregated into specific waste batches prior to placing
them into a wait and load 40 yard skips.
This ensures that as the demolition materials leave
site they are already sorted into the specific waste
types ready for immediate recycling minimising the
amount of materials that have the potential of going
to land fill.
The second drop zone will be within the stair core and
will be used for all rubble which will be dropped in
a controlled fashion to the ground floor level where
a conveyor will be situated. As and when sufficient
rubble has been accumulated, a 20 yard skip will be
placed in the wait and load area and the conveyor
will be ‘fed’ until the skip is full. During these stages
specific attention will be paid to noise, dust and water
nuisance to ensure the least amount of disruption
is caused to the neighbours, businesses and passing
pedestrians.
4 th and 5 th Floor Steel erection utilising spider cranes due to logistical challenges
64 Axtell House, London
65
62

G: Site Logistics
Groundworks stages:- Plan 2 depicts that the site
welfare and office facilities will remain as the afore
mentioned demolition stages, and that with only
some minor changes to the internal layout both setups
are very similar.
The two main changes consist of relocating the
conveyor from the ground floor level to basement
level, thus allowing all excavation materials to be
lifted into a skip within the loading bay area and
removing the lower level brickwork from 1 Elystan
Place front window. By removing this brickwork we
will be able to distribute materials back into the
building from the ground floor street level for use at
the ground or basement levels.
Superstructure stages.:- In principal the welfare, office
and material delivery facilities will remain as detailed
above.
The main change for this stage will be the
introduction of a beam hoist and associated loading
bays above the delivery zone.
This facility will become the ‘life-line’ of the site and
will be used for the remaining duration of the works
to distribute all materials vertically.
Loading gantries will be positioned at each level and
through the use of brick forks, strops, chains etc. all
materials will be lifted from the street level up onto
the gantry using a electric ‘block and chain’ beam
hoist.
Façade and fitout stages:- Plan 4 highlights that
currently we plan on relocating our office and welfare
facilities into the ground floor of the pub, with a view
to remaining there until the works have achieved
practical completion. This is the preferred option and
most cost effective way of managing this element of
the project. However we do recognise that the client
may wish to release this area prior to PC for fitout by
others thus, if required, we can look at alternative off
site solutions.
64
66 67
65

Residential new build and fit out
Fitzrovia Apartments, Bolsover Street, London
Q15 :
Estimate Build Cost
H

H: Estimate Build Cost
Section H: Estimate Build Cost
• Q15 – Estimate Build Cost:
‣ From your experience of undertaking
similar schemes please provide
comments on the likely build cost of the
project.
Having reviewed the information we have to date and
using historic data from similar schemes we would
advise that the build cost will be in the region of
£3714 per m2.
We have built-up this figure from a robust square
meter rate for the new build elements of the scheme,
and subsequently added an uplift to these figures for
the following elements using pro-rata end costs from
completed schemes. The demolition works, a
suggested facade support system, an assumed
quantity of underpinning, and costs associated with
the complexity of the site conditions.
The full build-up to our rates can been seen below:
m2 £/m2 Total
Pub - Shell & Core only 318 £1,524 £484,632
Apartments - Fitout 592 £2,931 £1,735,152
Extra for Demolition £200,000
Extra for Façade Retention £100,000
Extra for Basement and Underpinning £400,000
Additional for complexity - abnormal addition for prelims £145,989
Contingency £153,289
OHP £160,953
Project Estimated Cost £3,380,015
Steel delivery and erection
Axtell House, London
68
69

Demolition and Temporary works
Axtell House, London
Q16 :
Why RED
I

I: Why RED
Section I: Why RED
Section I: Why RED
• Q16 – Why should you be Considered:
• Q16 – Why should you be Considered Cont...
»»
Please detail your general approach,
what risks and opportunities do you
see?
Having decided that contracting within London and
South East was going through a change and heading
in a direction that was not conducive to being ‘proud
of being a builder’, we decided to establish a new
venture.
Our vision and beliefs are simple for our company
to succeed within this market place. We are looking
to ‘Build from traditional values of honesty, integrity
and hard work combined with the drive, energy and
passion of a young innovative business’.
»»
Generally how would you provide value
for money to the client?
One enormous advantage of utilising RED construction
at this stage of our growth, and the recent economic
turmoil, is that we have no legacy projects which
we are trying to recover from. This puts us in a very
attractive position with regard to the supply chain and
so gain the best prices in the market right now.
As we are forging our way in the market at present we
feel it is appropriate to offer these saving back to the
projects in order to make us a very viable commercial
options.
Rather than revolutionising the industry our aim is
to get back to basics and operate in an easy to use
manner. To deliver on commitments by doing the
simple things extremely well.
RED combines traditional standards with some of the
best talent in the industry creating an environment
that encourages driven success.
It is important as a business, but also for every
individual involved with the company that we conduct
ourselves in a manner that fosters openness. This
enables us to foresee and understand problems
quickly, from all viewpoints, so as to be able to
implement change and mitigate any potential
overruns on programme, quality or budget.
Simplicity is also the key for clear and frequent
communication with a Client, Design Team and
Construction team. We aim to keep all of our
processes straight forward and focused purely on the
delivery of a good project rather than the bureaucracy
that exists in many more established contractors.
It is this philosophy and approach that allows our
teams to become extremely efficient in managing risk
and equally opportunity. We find that issues arrive on
a ‘communal table’ very early and so can get resolved
by a collective body mitigating any impact. The same
applies for opportunities that by addressing the
potential quickly we are able to offer true value to the
project.
»»
What is the unique selling point of your
organisation?
Yet a cheap price does not make value alone. One
of our other key attributes is that of our teams. We
are fortunate to have build our business upon some
of the best talent in construction in London. All our
staff have worked with the Senior Management Team
for many years and have all joined the business to
become part of the success, in a family environment.
Most of the staff members have recently been
delivering larger more complex projects and are now
employing their expertise on the smaller schemes to
the benefit of our Clients. Their knowledge and drive
is delivering excellent results on our early contracts.
It is also part of our culture with RED to seek out the
most efficient building methods. This has proven on
recent schemes to offer value to our Clients both in
terms of cost but also quality or fitness for purpose of
the end product.
We believe that any Client at present that engages us
to deliver their scheme is benefiting from the fact that
it is a necessity that we succeed in all aspects of our
projects to gain a foot hold in the market place.
Further benefits of using RED are also highlighted on
page 3 of this document and the back page of the
cover.
We know that these lists highlight the areas each of
our current Clients have benefited from our services.
We believe that the confirmation of these items being
factual by our Clients is not only testimony to our
teams but offers a believable USP.
74 75

Steel Frame and concrete slabs
Kidsplay, Milton Keynes
Q17 :
Project Specific
J

J: Project Specific
Section J: Project Specific
• Q17 – Project Specific:
»»
The current proposal is for a steel frame
construction with concrete composite
floors. There is an option for concrete
framed building. Would you have a
preference for this? If you prefer this
construction proposal can you please
state your reasons including any
advantages?
Currently we have looked at the scheme with a view
to constructing it from a steel frame with composite
concrete floor decks as per the design. At this stage
we believe that this would be our preference for the a
number of reasons.
Firstly we believe that with a careful bit of planning
part of the new steel frame could be used as the
temporary façade support to the upper floor levels
thus saving considerable amounts of money in not
having to provide and remove a temporary support
system.
However, even though the current design of steel
frame and composite metal decking to the floor slabs
is our preferred method of construction this does
not mean we would not be interested in the scheme
should a structural our commercial design issue lead
to having to have a concrete frame. We would need to
revisit our programme and methodology of works, but
we could make this work.
Finally, we note that you have only mentioned ‘pure’
steel and concrete options. We would draw your
attention to the fact that Red are currently on site in
Soho constructing on-top of an existing structure a
new frame formed from steel and CLT panels.
This option can in many instances bring various
benefits to a scheme due to it’s light weight build-up
and speed of construction. If this would be of interest
to the professional team we would welcome the
opportunity to walk you around our current project
and arrange a design meeting with the manufacturer
to review the viability of this proposal.
As with many projects we believe that all options
should be reviewed to ensure we, as a team, ensure
we deliver the most efficient and economical solution.
Despite being a traditional project we feel that we
can still add enormous value by being involved in the
design development.
Due to the above we will be working with rather than
around the façade support system which will provide
time and cost savings in the long run.
Steel Frame and CLT floor panels being installed
Axtell House, London
We do not feel that there is sufficient room in the
basement to provide lateral restraint to the retained
walls, permit the basement dig, whilst economically
or otherwise allowing the excavation works to a crane
base and associated pile cap to be carried-out. We
believe that the space constraints will make this a very
long and subsequently costly exercise.
Similarly to the above we do not believe that there is
a sensible place to locate a crane mast through the
apartments that will not have a major detrimental
impact on the current wind and weather tight date,
and the start of any internal finishes to many of the
rooms. Thus the benefits for using the crane for a
short period of time whilst erecting the frame will
become uneconomical in our opinion.
In ‘short’ we believe that to erect a concrete frame in
this location there will be a requirement for a crane to
lift all formwork and materials up and over the façade.
It is our opinion that the introduction of a crane and
its associated base will have a detrimental impact on
the overall programme through space constraints and
detrimental impact on the sequence of works.
78 79

RED Construction Group Limited
• Highly talented team for this scale of project.
• No previous legacy work to look for recovery through the
later stages of the project.
• A strong experienced supply chain already on-board and
engaged.
• Financial backing from a very strong source who is
committed to make sure RED is a success.
• A pedigree of experience across all aspects of the project
that will not be matched by other Contractors.
• A truly flexible and adaptive approach to contracting.
• A business already being built on openness and integrity
to achieve a collaborative environment.
• Our business wants to show the rest of the market how
good we can be to ensure we grow successfully.
• A desire from our team to take ownership of the project.
• Above all else an extremely positive ‘can do’ attitude.

Building from
traditional values
of honesty,
integrity and hard
work combined
with the drive,
energy and
passion of a young
innovative
business.
RED Construction Group Ltd
Estate Office
Oakley House
Oakley
Bedford
MK43 7ST
info@redconstruction.co.uk