£16 million Bromford project secured

  10 APRIL, 2019
£16 million Bromford project secured

We have secured three new refurbishment contracts with housing association Bromford totalling £16 million.

The contracts include a £12 million programme of roofing upgrades across Bromford’s portfolio in the Midlands and South West, as the housing provider looks to provide the right home for every customer.

We expect to refurbish more than 350 roofs-a-year under the five-year deal and will be completing works on a 200-home estate in Wolverhampton and supported housing schemes in Lichfield over the first twelve months.

The project, which was awarded following a competitive tender process, is an extension of our six-year roofing contract with Bromford.

The business has also been appointed to deliver a £2 million contract to upgrade the roofing at Bromford’s 90-home Waterloo estate in Gloucestershire, which will help the housing association to minimise future reactive maintenance costs.

In a separate three-year agreement, we will be completing £2 million worth of fire-safety works in blocks of flats including sheltered accommodation. It includes fire door upgrades and projects to replace fire-stopping systems between storeys. Works are set to begin in January after Bromford finalises a comprehensive survey of fire systems across its estate.

In addition to the roofing and fire safety works, we along with our supply chain are refreshing a local community centre in Gloucester as a pro-bono project.

The wins build on our’ 10-year relationship with the housing association, which partnered with South West-based Merlin in July of last year before merging with Gloucestershire-based Severn Vale Housing in January. Its combined stock totals 44,000 homes and it has a planned development pipeline of £1.5bn for 14,000 new homes over the next decade.

Lee Hartley, director at Novus, said: “Bromford is one of many long-standing relationships we have in the social housing sector. We provide local support through our network of offices but, as a national contractor, can provide scale to deliver projects quickly across multiple territories while ensuring the same high-quality standards.

“We’re proud of our ability to retain major clients like Bromford for more than a decade. We’re quick to understand how these organisations work – their stock and what their customers expect – so that we can become an extension of their team. In addition, our commitment to volunteering and providing added value initiatives helps to transform lives beyond the improvement works to housing stock.”

Russ Fowler, Bromford’s director of strategic asset management, said: “We have an excellent relationship with Novus and are pleased to be working in partnership with them as we look to make improvements to hundreds of existing homes as part of our aim to ensure that each customer can thrive by having a home that is safe, secure and warm.”

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DELIVERING ON OUR COMMITMENT TO IMPROVE PAYMENT PRACTICES

Ahead of the filing of our latest payment practice statistics, Neil Washington, our finance director, provides a breakdown of our results. Late payments are a thorn in the side of smaller firms in the construction supply chain. That’s why we have placed an ongoing focus on doing all we can to reduce the time we take to pay our suppliers. Quite rightly, the issue has attracted negative headlines in the construction industry and large companies are now required to report on their payment practices every six months. So, with the deadline for businesses to file their latest available data falling this week, some may be nervous about what the statistics will reveal. Here at Novus, however, we’re happy to report that our commitment to reducing payment times is continuing to bear fruit. The data for the first half of the year shows that we took an average of 29 days to pay our subcontractors. This is an improvement on the already high standard we set ourselves for the same period last year, which was 30 days. To put this in context, according to Construction News’ latest analysis of payment-practice reports, the industry’s largest contractors took an average of 43 days to pay suppliers. It’s not just there where we’ve continued to make improvements. We also now pay 57% of our invoices within 30 days, up from 52% for the first half of 2018, while the proportion of payments outside of terms are down year-on-year. Of course, our work doesn’t stop here and we will continue to focus on this issue. Contractors and their supply chains are dependent on each other’s success. Prompt payment means that subcontractors can maintain healthy cashflow levels, increasing the likelihood of them accepting more work and consistently carrying out quality jobs. Late payment can also have a massive impact on cashflow, increasing the likelihood of insolvency. At a time of skills shortages, reduced access to labour and economic uncertainty, it’s vital that bigger players in the industry are doing all they can to ease the burden smaller firms face.