Overview

 

The Guinness Partnership is one of the largest providers of affordable housing and care in England. the Partnership owns and manages around 66,000 homes and provides services to more than 140,000 people. We have been working with The Guinness Partnership since 2018 through the Fusion 21 Framework. The secured contract term is for an initial 3-year term, with additional performance based 2-year extension. Works for the Guinness partnership are managed nationally using resources from our Head Office in Basildon, our Scotland office in East Kilbride and our northern office in Leeds.

 

Mobilisation

 

Our mobilisation took 3 weeks, including the 10-day standstill period from the start of the mobilisation process and allowed a suitable amount of time to ensure all cares, concerns, risks and improvements were identified are discussed internally with the client, and were embedded within our mobilisation plan.  On contract award we requested a mobilisation meeting with the Guinness Partnership including all the relevant parties that would be involved with the process of our work streams.

 

During mobilisation, we agreed the format for all reporting and what should be included within each close out file. We agreed how often invoicing should be undertaken, either as a project completes, weekly or monthly.

 

The Works & Technical Capability

 

We work on both reactive and planned works across the client’s portfolio. We offer a full spectrum of asbestos removal service including removals, encapsulation and waste removal. Works involve both licenced and non-licensed removals, adhering to current regulation and guidance and at all times complying with Regulation 8 of CAR (2012). Within licensed works we are often required to provide in excess of 20 operatives at a time to ensure the works are completed against extremely tight deadlines and due to the sheer volume of instructions received within their c60k building stock. All works within occupied properties adhere to strict health and safety procedures regarding access, using appropriate hazard signage, and hoarding/panelling/fencing to restrict access, in addition to the use of CCTV. All projects carried out adhere to both programme timescales and budgets agreed with Guiness Partnership.

 

Risk Assessment

 

Our Contract Manager (CM) and Supervisors within this contract are responsible for ensuring that risk assessments are carried out in a proactive manner prior to the commencement of any task, ensuring appropriate control measures are implemented and communicated to all employees through their designated line manager. Risk Assessments are undertaken by our fully trained CM with the advice and assistance of the Group Operations Director. Any significant findings will be reported to our Directors. Within this contract, we have appointed a dedicated Contract Liaison Officer (CLO). 

 

Communication

 

Our web-based database 'Inspect' manages and stores workflows, from initial enquiry through to contract completion, inspect is used to manage the project, and includes an online digital vault for all data relating to the asbestos removal process. This includes plans of work, risk assessments, site photographs, consignment notes, customer satisfaction questionnaires, analytical certification and the four-stage clearance documentation. All jobs which we undertake are logged onto this system and all criteria are logged onto the system so each job can be seen in real time via a secure log in. 

 

 

Our systems are set to log each individual enquiry including the agreed KPI’s for emergency call outs within 4 hours, priority calls within 12 to 24 hours, standard works within 3 days or 5 days and allows for notification periods. We have allocated a dedicated team of operatives and supervisors who are responsible for all works throughout the portfolio.

 

Our Database manages the work stream from single to multiple call outs per team, works are allocated on a task basis, this ensures a first-time fix for each call out.

 

Ensuring Quality of Workmanship

 

A systematic audit of all work activities on Guiness sites is carried out on a regular basis. Audits are carried out both internally and externally and monitors our performance with regards to quality and health & safety performance. We operate our own internal site audit process using two full time internal auditors. 100% of licensed works are audited in addition to 10% of any non-notifiable licensed and non-licensed works. Audits are uploaded to our database ‘Inspect’ and Guiness Partnership are provided full access.

 

Progress Meetings

 

Regular milestones are reviewed via a combination of stakeholder meetings/teleconferences between internal parties, subcontractors, and the Asbestos Consultant. Each contract review encompasses a review of each key activity, addressing any cares and concerns, with mitigating actions discussed, agreed, and implemented.

 

Recent projects

 

Our most recent project for The Guinness Partnership have involved asbestos removal of floor tiles, textured coated walls/ceilings/paints, cement roof sheeting and soffits, asbestos cement flue/ducts, drilling/reinstatement works, asbestos insulation board within differing environments including homes, sheltered accommodation, rental properties, flats, bungalows and properties identified as housing vulnerable adults including the elderly and tenants with a disability.

 

College View, Church Street, Clowne, Chesterfield, S43 4BG & Milton Court, 590 Burnage Lane, Burnage, Manchester, M19 1RX : Window Replacement Projects : We worked closely with the Main Contractor, Window Replacement Contractor & Scaffold Contractor regarding the CDM Designing, Planning & Scoping elements of the work, ( including ancillary works ) thus ensuring the works were completed as per the works programme, within budget whilst minimising disruption to the tenants. Works were carried out simultaneously on 2 properties per day as programmed by the Main Contractor & Window Replacement Contractor. All works were managed by our centralised hub within Head Office from cradle to grave, enhancing the overall management and performance of the site, in having complete control.

 

Recent Example - Gorse Valley Road Works consist of the removal of asbestos insulating board soffits. We work closely with the Site Manager and  sub-contractors to complete the works on programme, within budget and minimising disruption to the tenants. At times during the programme we have worked simultaneously on 6 - 8 properties per week set by the client. Aspect carry out the labour resourcing to ensure these targets are maintained. Our centralised management hub within Head Office developed efficient client/customer communication as we had 19 dedicated full-time staff established to make contact with customers, undertaken using telephone numbers provided by Guinness following receipt of service instruction/request.

 

We have established defined and agreed communication channels between ourselves and The Guinness Partnership, and lifted the contract into a mutually beneficial partnership. We have invested time and resources in developing a solid and thorough understanding of their own and end customers specific needs and requirements, and specifically around a flexible and reactive service. We have paired the relevant personnel from both organisations to ensure the required information is communicated to the correct person, right first time. We interact with the end tenants, whereby our operatives all receive customer service training ensuring we fully explain the works to each client in a non-technical manner, in plain English. Tenants are issued with a Frequently Asked Questions sheet prior to works starting and post works satisfaction questionnaires.

 

We work in partnership with The Guinness Partnership in agreeing access to properties and mitigate potential risks including properties identified as ‘not to be visited alone’. Defined access procedures have evolved including contacting their customers via letter, telephone and text messages to raise awareness and achieve the required 90% first time access KPI. To support vulnerable tenants, our dedicated CLO will engage with Guinness’s assigned Ranger to book appointments, with the Ranger then meeting Aspect representatives to gain access, collect keys or give access codes for key boxes.

 

KPI’s and Added Value

 

Specific KPIs are in development on this contract, whereby we will continue to work in partnership to achieve/exceed 90% customer satisfaction, 90% first time access and minimising health and safety issues. We currently operate at an extremely low complaint rate of 1%. We understand the dynamic nature of this contract and offer support through a flexible and reactive service that minimises disruption to their end customers. Monthly meetings include KPI adherence analysis and discussion around mutually beneficial best practice. Guinness Partnership currently utilise the numerous benefits of our free-of-charge in-house database, Inspect, including automatic status updates to a personalised Guinness email address, available 24/7 365 days a year.

We teamed up with the Guinness Partnership to fund a highly successful summer programmes of arts and outdoor activities for young people on the Darnhill estate in Heywood. The programmes combined a variety of innovative creative and media workshops with physical and sporting activity. The aim of the project is to increase confidence, develop transferable skills, increase environmental awareness, build links between the generations and present a more positive image of the estate. Working with our clients to benefit local areas and add social value to where we conduct our work is a key motivation for Aspect Contracts.

 

 

 

Our workforce demonstrate competency by means of SKATE analogy; Skills; Knowledge; Attitude; Training; Experience. Operational staff are trained in the requirements of Health and Safety law in relation to their responsibility areas; Senior Managers/Directors hold NEBOSH/IOSH qualifications.  We provide regular in-house training, including risk assessments/plan of works courses/hold regular toolbox talks. Operatives/Supervisors undertake biannual medical examinations; regular mask face-fit tests.  Operational employees undertake asbestos removal training via internal TNA, ensuring operational staff have the right level of competence. On-the-job development/individual audit performance scores identify skill gaps; additional training administered. We adopt continuous development Learnings are cascaded down to internal/site staff by the Group SHEQ Manager, via aide memoirs; noticeboards; posters; toolbox talks; emails; workshops; induction; (TNA) programme.  No Subcontractors are utilised.

 

 

HSE notices

 

None within the past 5 years