INCA Case Study: Hafod, Cwmbran

Trades & Work Conducted

External refurbishment works (EWI) including new roofs.

This was a refurbishment project to 102 properties owned by Hafod housing which includes 86 houses and 4 blocks of flats where SERS are appointed Principle Contractor, consisting of over 7500sqm of rendered work.

The work involves the erection of a full access scaffold which allows us to conduct the following:

Fit new Rockwool EWI including Brick slip and render brick finishes

Full replacement of existing roof to a new Marley specification

The project was impacted by high inflation on products during the project. SERS worked hard with the supplier, but also the client to maintain the aesthetics of the finish and work output. The project therefore moved from a mineral wool board and clay slips to an EPS and render brick finish for the second half of the scheme. This allowed the client to maintain work to be spread over the full allocated property list for the client during a time of high product inflation. SERS maintained the aesthetic finish within the estate by using render brick and matching the render colour, size and brick appearance as the clay brick slips and surrounding properties. See photos attached.

This is another project where we engaged with the client to manage the safety around the scaffolding to include lowered scaffold protection to ensure segregation of public and residents with various property types and property interfaces and access requirements on a restricted site.

We also had to create and maintain a strict traffic management plan to allow for narrow streets and residents work patterns. We agreed with the client our site footprint and developed safe working practices and recognised the importance of effective resident communication and client reporting to ensure project success.

Value Creation

SERS we able to de-risk the scheme with securing materials and building products in advance of requiring them on site and drawing down on them as needed. During a time of price increases and material shortages, this was critical to the success of the project both commercially and to achieve the key programme dates. By also using our extensive supply chain and direct labour we’re able to maintain the resources and staff to work alongside the material supply.

We also implement a Project Execution plan for the contract which detailed the following:

• Scope; defining client /project requirements including budgetary constraints
• Health and Safety. Review monthly audits
• Environmental assessments
• Resource; Project team roles & responsibilities and detailing resources required to meet the scope
• Time; programming
• Quality; meeting Clients requirements
• Risk; hazard identification and managing risks through the life of the project
• Community Benefits Plan
• Close call reporting
• Performance reporting – KPIs, continuous improvement

Construction Phase

The process of delivery of works will be broken down into key stages and all elements were be recorded on a weekly progress tracker and sent to the client each Friday.

SERS Site Manager will utilised our hand-held technology, set up to control the following:

• Erect Scaffold.
• M & E Adaptions
• Enabling Works (plumbing, electricals & meter boxes)
• EWI & Associated tasks (Trim, Boarding, Basecoat, Scrim, Beads & EWI Finish Roofs).
• ASHP and Solar PV
• Clean down,
• Strike Scaffold.
• Handover,

These packages were broken down into a series of hold points and gateways and only on successful completion at this hold point is the work allowed to continue, and each hold point is supported by photographic evidence to ensure quality control.

Site deliveries were planned and scheduled due to the tight nature of the site to ensure this didn’t block residents.

Management of contractors

Only suitably qualified personnel and sub-contractors demonstrating they have the necessary competence and resources to carry out their work safely are engaged to work on SERS sites. Sub-contractors are required to work in accordance with the SERS H&S policy, all workers will have site inductions including details of the relevant sections of the construction phase plan, site rules, specific site hazards and relevant RAMS and safe systems of work. Following their appointment, SERS monitored their subcontractors’ performance against agreed KPIs.

Any issues identified pre handover will dealt with immediately, each property is QA checked daily, identifying any issues or non-conformances that require rectification or attention, before stage work “sign off”. Contractor are monitored via KPI’s for quality performance, and if any contractor falls below contractually agreed standards and performance levels they would initially receive a verbal warning.

All SERS’ sites are subject to periodic audits by our internal compliance team, to ensure that processes on the site are being followed in accordance with SERS’ robust Quality Management Procedures, and highest industry standards e.g. PAS2030

Site managers use “a test and inspection regime” to record the quality of work. If any snags defects or remedials are found, they are then recorded and handed to each trade team to address within 48hours before they can to progress.

This inspection regime is supported by our internally appointed Compliance Manager and externally by the System Suppliers to ensure fitted correctly and support warranty issue post-handover. Our accreditation body may also conduct inspections to ensure we are operating to the required standard.

KPI’s

The project was delivered on time and to programme for the client. We also supported the client alongside the statutory provider’s utility works, enabling the new utility connections. To achieve the required programme requirements it was important to maintain communication and collaboration not just between the delivery teams, but also residents, access and any updates to access and work phasing. This ensured accessed was available when required and no lost time was experienced.

To maintain material lead times and supply, we worked with a number of supply chains to ensure materials could be ready for delivery in advance to further de-risk the scheme for the client.

We recorded customer engagement on the project with our TLO on the scheme, and received no resident complaints on this scheme, which highlighted the dedication to the project delivery team and work by the TLO with the residents to maintain communication and inform progress to residents.