rjh_consulting

CASE STUDY - THE BENEFITS OF TEAMING UP WITH RJH

Wed, 21 Aug 2024 14:34:02 GMT

How a Specialist Subcontractor Benefitted From Adding RJH to Its Team

Denton Contractors Streamlines Operations and Enhances Contract Management by Adding RJH to Their Team

Denton Contractors Groundworks Limited, a niche civil engineering Subcontract company, specialising in high-security environments, was facing challenges in managing their commercial and contractual obligations.

See what Ben Austin had to say about the benefits of teaming up with RJH, in his Video below.

Before :

● Struggled with stringent security processes and procedures.

● Juggled contract administration with daily operations.

● Lacked commercial and contract administration understanding and expertise.

● Found hiring qualified in-house commercial staff challenging.

● Worried about potential contractual pitfalls and non-standard clauses.

After:

● Gained confidence in contract administration with RJH's expert support.

● Ensured compliance and minimised risks with professional contract reviews.

● Improved team understanding of contractual procedures through close collaboration.

● Developed a strong, ongoing relationship with RJH, adapting support levels as needed.

● Mitigated risks associated with employee turnover in commercial roles.

● Enhanced operational focus and efficiency by delegating complex contract management.

Process:

Initial Engagement:

○ Reached out to Richard at RJH for an initial contract review.

Ongoing Support:

○ Engaged RJH for continuous commercial and contractual assistance.

○ Worked closely with RJH team members to understand specific site requirements.

○ Regular weekly interactions to align on processes and expectations.

Scalable Support:

○ Scaled RJH’s involvement up or down based on project demands.

○ Maintained flexibility in support levels to match ongoing needs.

Denton Contractors Groundworks Limited transformed their approach to contract management by partnering with RJH.

This collaboration ensured they signed and administered contracts correctly, reducing potential risks and allowing the company to focus on their core operations.

The relationship with RJH not only provided immediate support but also contributed to the team’s long-term competence in commercial practices. The flexibility and expert advice from RJH have been invaluable, making them an indispensable partner for Denton Contractors Groundworks Limited.

Commercial Awareness Workshop for Subcontractors

Tue, 20 Aug 2024 13:02:09 GMT

Commercial Awareness for Subcontractors Workshop

Commercial Awareness for Subcontractors - Half Day Workshop

Commercial awareness is vital for the Construction Industry. However, it’s not always an advantage you have in-house.

There’s no doubt that your Project Managers are great in their role at keeping things on track. Yet, understandably, commercial awareness isn’t always their area of expertise. Likewise, as a Subcontractor owner, you may need support with effective guidance that can help you get to grips with your main contractor’s way of working.

Which is why we are hosting virtual workshops, so that you and your team can gain the key commercial tools and understanding to help your business thrive in today’s Construction Industry.

When : Let us know when is convenient to you and your team!

Our workshops are tailored to each company’s requirements, ensuring you and your team get the most out of it, at a fixed price.

One previous attendee said the workshop was: “ Vital to anyone working in a commercial or project management role in construction, to understand the workings and thinking of main contractors today .”

Please email Amanda directly to arrange your workshop with us: amanda@rjhconsulting.co.uk

If you are interested in attending one of our workshops, but only need a couple of places, contact us with your interest and we will keep you updated on future dates.

What’s the workshop all about?

Giving subcontractors the commercial knowledge, understanding and awareness they need to thrive in the modern construction industry is our goal.

Main Contractors treating subcontractors unfairly is unfortunately all too common. We want to level out the playing field for subcontractors and give you the confidence in all commercial matters.

With over 30 years’ experience dealing with contstruction contracts, Richard Hildrick is keen to support your company, tailoring his Commercial Awareness for Subcontractor Workshop to benefit you and your team. His expert knowledge in this field will provide you and your team with key information your company needs to succeed, helping you improve your profits and cashflow, and avoid unfair contract terms.

Who is this workshop best suited for?

This virtual workshop is aimed specifically at Subcontract Owners and Project Managers working for subcontractors, however, anyone who feels they would benefit from attending one of our workshops, are more than welcome to contact us and we will keep you updated on the next scheduled date.

The financial success of subcontractor’s projects is closely linked to strong commercial and contractual management. The common place for this pressure to fall is on the Subcontractor Owner or the Project Manager. Commercial awareness isn’t usually within their area of expertise, why would it be when they concentrate on getting the job done right, to the required quality, on time and within budget.

Richard Hildrick specialises in contractual support and dispute resolution/avoidance for subcontractors. This virtual workshop will teach you and your team a simple, yet effective process which you and your Project Managers can follow to relieve that pressure.

What our previous attendees have said:

Previous attendees have come away from this workshop with new ways to manage their projects in the future and an overall feeling of being a “step ahead”. Here’s just some of the comments that our previous attendees have said:

“Well worthwhile for anyone trying to be more legally/contractually astute.”

“Very well presented, simple to understand and would highly recommend that they attend in the future – great benefits”

“Vital to anyone working in a commercial or project management role in construction, to understand the workings and thinking of main contractors today.”

“Really informative, learnt a lot and some great pointers on how to improve, how we deal with contractors and how to defend our position.”

“The workshop is extremely valuable when looking to improve the safety of your business when entering contracts and will also give clarity on what you should be including within your own.”

How to get involved?

To secure a date for you company to benefit from a Commercial Awareness for Subcontractors Virtual Workshop, please contact Amanda on amanda@rjhconsulting.co.uk and she will be happy to discuss your requirements and provide you with a fixed price for your company.

Early Warning Notices v Compensation Event Notices under NEC Contracts

Mon, 19 Aug 2024 14:14:15 GMT

NEC Contracts: Early Warning Notices v Compensation Event Notices

NEC Subcontracts : Early Warning Notices (“EWN”s) v Compensation Event Notices (“CEN”’s)

Subcontractors often come to us when they are already well into a project which has hit delays and/or they have been asked to carry out the works under very different conditions and constraints.

From the outset the Contractor has stressed the importance of the Subcontractor issuing EWN’s, to ensure that cost/time issues are flagged early and addressed, if possible.

So the Subcontractor has ‘toed the line’ and has issued some EWN’s. He tells me that he is well covered as a result, but yet he fears that the Contractor isn’t going to pay him anything extra for all of the delays and extra costs he has suffered.

So I ask him: Can I see your CEN’s? More often than not the reply is: What are those, we were told to issue EWN’s?

The Subcontractor has been led up the garden path by the Contractor, to wrongly believe that EWN’s are the holy grail. Yes EWN’s are an important mitigation tool, but they do very little to help a Subcontractor to get paid for delays and extra constraints, or even to protect himself from contra-charge claims for delay. ONLY COMPENSATION EVENT NOTICES CAN DO ALL OF THAT.

If, as a Subcontractor, you fail to raise CEN’s, you become time barred (after 7 weeks under the standard NEC terms) and cannot recover the cost of delays/disruption and the like. Neither can you secure any extensions of time to protect you from delay / damages claims from the Contractor.

ALWAYS ALWAYS be focused on issuing timely and well drafted CEN’s, and never believe that EWN’s are enough to protect your commercial interests.

The Power of Adjudication

Wed, 24 Jul 2024 13:59:56 GMT

THE POWER OF ADJUDICATION - FOR SUBCONTRACTORS

The Power of Adjudication in the Right Hands

Subcontractors often contact us only after months of wasted time and energy trying to get a Main Contractor to pay them - for Variations, for works completed, for extended prelims, or to release unjustified contra-charges or other deductions.

They are usually extremely frustrated and often angry. And rightly so.

Many Subcontractors even find that they can no longer even get hold of the Main Contractor’s staff who were previously so keen to talk to them about getting the work done. They are getting nowhere and in the meantime their cash remains in the Main Contractor’s hands.

Our Subcontractor Clients tell us that their best decision was to call us rather than make another time-wasting call to the Main Contractor’s QS, who never answers anyway. Main Contractors don’t ignore our correspondence, they know that they can’t, because we have the power of adjudication up our sleeve, to deploy quickly and effectively on behalf of our Subcontractor Clients. And we have the experience required to obtain the best result for Subcontractors, at the minimum cost.

A recent case for one of our Clients, a specialist Joinery Subcontractor, successfully addressed his inability to obtain payment of over £200,000 of contra-charge deductions from his account. Before our appointmant, the Main Contractor was adamant that he was entitled to keep all of this money, and wouldn’t entertain any of the Subcontractor’s efforts to resolve matters.

However, once the Subcontractor made the wise decision to call RJH, we had his case in Adjudication within a week, and obtained an Adjudication Award for him within just over a month. The Adjudicator awarded our Subcontractor Client every penny of his £200,000+ by the way.

The Subcontractor not only recovered his money, but also his valuable time which he can now direct towards running his business. And now he involves us from pre-contract stage to ensure that the risk of this happening again is minimised.

A Short Story About a Main Contractor Who Liked to Levy Contra-Charges on His Subcontractors

Tue, 25 Jun 2024 10:43:15 GMT

We are the Subcontractor's Friend who aims to overturn contra-charges which Main Contractor's unfairly deduct.
It is our Mission to Level the Playing Field for Subcontractors.

As a Subcontractor in construction, it is highly likely that you are only too familiar with the problem of contra-charges and other unjustified deductions from your account. The Main Contractor just takes your money as he likes and you feel powerless to do much about it.

The following short story might resonate with you and also provide you with the answer: Phone a friend.

A QUICK STORY ABOUT A SUBCONTRACTOR AND A MAIN CONTRACTOR WHO LIKED TO LEVY CONTRA-CHARGES

The Main Contractor was a big boy with lots of friends working for him. The Subcontractor was honest, hard working, and just wanted to do a good job and get paid; construction was his game.

The Main Contractor said one thing but did another, he was friendly in conversation and yet unfriendly when he asked his QS to write e-mails and letters. He expected the Subcontractor to jump when told to jump, and to find extra labour whenever he decided they were needed, even though there was no need for more men.

The Main Contractor’s works were in a mess, because the design was poor and his site organisation was….well, what organisation? Inevitably, as usual, he was well behind his programme and facing a big bill for liquidated damages from his Client. So he threw money at the job, whilst his QS thought to himself “the Subbies would have to pay”, after all, “they are the ones doing all the work so it must be their fault that we are late and losing money”. The Main Contractor’s QS was very clever, and he was a legal expert, or so he said – and he would make sure that the Subcontractors paid.

The Subcontractor kept at his job, despite having to work haphazardly, and being forced to move around the site just to keep his men busy. What happened to the original programme of starting at one end of the job and working logically to the other? It just never happened, even from the beginning.

Then, towards the end of the job, the Subcontractor noticed that his payment applications were no longer being paid in full. His cash flow was suffering and at the same time the Main Contractor was still shouting for more men, and now for overtime working as well!

The Subcontractor noticed that each month the Main Contractor was deducting an increasing amount of contra-charges, and it seemed that the figures were plucked out of thin air, and strangely, added up to enough to make the Subcontractor’s payment next to nothing.

But what the Contractor didn’t realise was that the Subcontractor also had a friend. The friend was a big guy who knew his stuff; he explained that it was not the Subcontractor’s job to prove that the contra-charges were unjustified, the Main Contractor himself had to prove that his deductions were justified and correctly calculated. How could the Subcontractor disprove the figures anyway, he had little idea of how they had been made up.

The Subcontractor’s friend said he had seen this situation many times before, not to worry and to leave it to him - he would go with the Subcontractor to explain politely to the Main Contractor how things really were. He said that whenever he had gone with his other Subcontractor friends, to knock on a Main Contractor’s door to talk about contra-charges (armed with his weapon which he called Adjudication), the Subcontractor had always returned with a sack full of his previously unpaid money. So that’s what they did.

The moral of the story – Subcontractors, don’t put up with contra-charges and deductions from your account - Phone a big friend. Collect your cash, and get on with running your business.

E-Mail or call us now to Give Your Company an Unfair Advantage:

CASE STUDY: Office Fit-Out, York for Boxxe

Wed, 30 Jun 2021 12:12:46 GMT

PROJECT: IT Service Company - Office Fit-Out, Artemis House, York

RJH CLIENT: boxxe

‘boxxe has been working with RJH over the last year and we are extremely pleased with how the project has been managed. It has been a challenging year due to COVID-19, however RJH have kept the project fully on track, both in terms of time and money.

The project has presented several challenging aspects, such as change of contractor and re-design of the building, however, RJH have not once faltered, providing us with a highly professional Project Management and Quantity Surveying service.

RJH are continuing to support us post-contract, producing agreed warranties and guarantees to secure the project for the future.

boxxe would highly recommend working with RJH on any PM or QS project, delivering professional services and ensuring best value for money.’

Paul Jenkins, Finance Director, boxxe

For our latest client, boxxe, we managed a £1m+ office redesign project commercially and operationally. The result was a sleek, modern and on-budget project, completed over a 30-week period.

IT services provider boxxe approached us on recommendation. They asked us to act as Employer’s Agent and Quantity Surveyor on the fit-out of new offices close to York City Centre, handling the feasibility, tender, design, construction, and post-contract stages of the project.

Pre-contract discussions began in February 2020. Yet the global pandemic led to a significant redesign to suit the post-COVID office space, so we started afresh. New budgets were set and new tender processes were completed.

How did we deliver for boxxe?

•    Carried out the full tender process from brief, through re-design, to Contractor appointment.
•    Advised on procurement, contract strategies and CDM responsibilities
•    Negotiated and agreed contract documents that protected boxxe and managed their risks

• Liaised with landlord, property manager and solicitors at all stages

• Managed costs, including variations, fortnightly reports.

Drove the construction process as Employer’s Agent and Quantity Surveyor

• Guaranteed deadlines were met despite differing views of multiple stakeholders

• Worked with the contractor, building control and the Landlord to keep both programme and budget on track when significant structural design issues arose.

Some images of the stunning refurbished office facilities provided to our Client

The 20 Most Common Commercial Problems Faced by Subcontractors and How to Resolve Them

Thu, 15 Apr 2021 10:46:26 GMT

How to Resolve the Most Common Commercial Problems Faced by Subcontractors

Every project and problem is different. Yet in all the years we’ve spent supporting Subcontractors, there are some common issues that come up time and time again.

As a Subcontractor in construction, it is highly likely that you are only too familiar with the these challenges, and causes of problems on your projects.

We’ve highlighted the 20 most common commercial problems which we find that subcontractors struggle with, despite doing a great job on site and being experts in their trade. You can download them here:

HOW CAN YOU OVERCOME ALL OF THESE PROBLEMS?

Simple - Employ an Expert in Construction Contracts and Commercial Management as Part of Your Team – and in Doing So Give Your Subcontract Business a Commercial Advantage Over Both The Main Contractor and Your Competitors.

For any Subcontractor This Should be an Easy Decision – Why? Because the Value Benefit To Your Business Will Be Greater Than Your Investment – Guaranteed.

Many Subcontractors think: “But this sounds like a big extra expense on the overhead which we can’t afford ”. The real truth is that not overcoming all of the 20 problems above (and more) is something which no modern construction Subcontract business can afford. It is wrong that Subcontractors have to suffer from unfair contract terms, unfair payment practices, and Main Contractors tying them in Contractual and Commercial knots - but we firmly believe that it doesn't have to be like that.

If all of these risks are not managed, sooner or later the Subcontractor will find itself with a big dispute, cash flow problems or potentially loss making contracts. Subcontractor insolvency is unfortunately all too common, and yet in many cases it is entirely avoidable.

The truth is that the services of the right Expert in Construction Contracts is an investment and not a dead cost – because in fact they will save you from risks, losses, frustration, and time-draining disputes, and at the same time will improve your cash flow and profitability.

The collective value to your business of all of this, will be worth a significant percentage of your turnover – and far more than the cost of the investment in external Expert support.

At RJH we guarantee that it will – so you invest an agreed fixed % of your turnover in bringing us on to your team, and in return we guarantee that the value of our services will exceed that % in benefit to your Subcontracting business.

Ask us about our Monthly Retainer Contracts and get your business on the road to commercial success now.

E-Mail or call us now to Give Your Company an Unfair Advantage:

Template Documents for Successful Commercial Management

Thu, 15 Apr 2021 08:25:21 GMT

Ready-made Package of Templates : the one-stop way to make your life easier

There are several documents which Subcontractors need to use time and time again to ensure the right paperwork is in order.

Creating all of these documents from scratch takes valuable time, and getting them right requires expertise to ensure there’s nothing for the Main Contractor to catch you out on.

As the Subcontractors’ friend, we want to make your life easier. So we’ve put together a suite of these standard template documents. Focusing on those you need to use regularly, we’ve created them as a ready-made package of resources for you, including:

•    Certificate of Final Completion
•    Certificate of Practical Completion
•    Clean Up Notice
•    Contra Charge Notice
•    Delay Notice
•    Pay Less Notice
•    Suspension of Works Notice
•    Variation or Compensation Event Notice
•    Subcontract Order

• Purchase Order

You can choose to adjust the package of documents to suit your needs, and we’ll edit them to match your branding for the confidence and professional finish you’re proud of.

It’s a low up-front cost that’ll save you expense, losses, and hassle in the long term.

Please contact amanda@rjhconsulting.co.uk about what you need, and we’ll create a resource package that you can trust using the decades of construction contracts expertise that you’ve come to know and rely on.

Are you aware of the new reverse charge VAT rules?

richard@rjhconsulting.co.uk (Richard Hildrick) — Wed, 10 Feb 2021 16:42:16 GMT

The way that Subcontractors must charge VAT is changing from March 2021

Are you aware of the new reverse charge VAT rules coming into force from March 2021?

1st March 2021 will see the new reverse charge VAT rules for the construction industry being brought into force .

Please contact Amanda amanda@rjhconsulting.co.uk if you would like us to send you some useful resources to guide you through the process, including:

•    Flowchart for PAYING A SUBCONTRACTOR
•    Flowchart for SUBCONTRACTORS
•    Sales invoice example taken from HMRC’s website NOTE: it is important to add the wording with regards to the reverse charge on your own invoice.

What do you need to do?
The new legislation has been brought in so that Subcontractors will no longer charge VAT to Contractors who are not end users of the subcontracting services they receive.

The rules only apply to work carried out under the construction industry scheme (CIS) where both supplier and buyer are VAT and CIS registered.

Are you a Subcontractor (supplier) who is NOT working for an end user?

If you are VAT registered and carrying out work for a Building Contractor who is VAT registered and registered under CIS, you will no longer charge any VAT to the Contractor on your sales invoices – neither the labour nor materials.

The vital points are that you are:
1.    working for a CIS registered Contractor as a Subcontractor; and
2.    both you and they are VAT registered.

All these conditions must be met for the reverse charge to apply and VAT must no longer be charged.

Do you employ sub-contractors under CIS as a contractor (buyer) and are NOT an end user?

If you are VAT registered and so are your Subcontractor, they must no longer charge you VAT.

Who is an end user?
Contractors and Subcontractors will charge VAT as usual to end users, such as a domestic homeowner for whom you are building an extension or a manufacturer for whom you are building a warehouse.
The Homeowner is neither a Contractor nor VAT registered, so a normal VAT invoice would be raised.

The manufacturer may be VAT registered but is not a Contractor, so a normal VAT sales invoice would be raised. You do not need written notification they are an end user where it is obvious but always ask, just in case.

It is possible for an end user to be VAT registered and CIS registered and, in this case, the reverse charge does not apply, VAT must be charged by the Subcontractor. This would occur if the end user employs you as a Subcontractor and there is no onward supply of yours or their building services.

An example of an end user who is both CIS and VAT registered might be a housing developer building homes to sell on. You will need some sort of written notification (letter/contract/email) from your customer (the Contractor) to state that this is the case. If they are an end user, you must charge VAT. It is likely that large developers will have a good knowledge of the rules and will automatically guide you on how to bill them appropriately.

CIS deductions
The new VAT rules do not affect CIS deductions. They remain exactly the same as before with tax deducted from the sales invoice labour amount after VAT has been deducted.

Where an invoice has no VAT added to it, the sales invoice total is now obviously the net amount for deductions purposes.

Please contact Amanda amanda@rjhconsulting.co.uk if you would like us to send you some useful resources to guide you through the process, including:

•    Flowchart for PAYING A SUBCONTRACTOR
•    Flowchart for SUBCONTRACTORS
•    Sales invoice example taken from HMRC’s website NOTE: it is important to add the wording with regards to the reverse charge on your own invoice.

RJH Commercial Consulting is sharing this HMRC information as a guide and for information purposes only, this document does not constitute advice or recommendations, please visit the HMRC website for full details.

CASE STUDY UPDATE: Re-Development of Driffield Methodist Church

Fri, 09 Oct 2020 10:56:12 GMT

PROJECT: Re-Development of Driffield Methodist Church

RJH CLIENT: Trustees of Driffield Methodist Church

“There has been a very welcome understanding from RJH of our unique funding condition which has necessarily changed the order of approach for the project, that a regular project might not reflect.

RJH also has a robust approach defending our position and achieving our objectives when dealing with all the contractors, quietly and effectively invoked. We also have comfort that there is experience in dispute resolution which should prevent out project requiring those services, and we have benefited from the consistency of working with one person throughout.”

– Richard Mole. Project Co-Ordinator, Trustees of Driffield Methodist Church

RJH provided Quantity Surveying, Project Management, and Contract Administrator services to Driffield Methodist Church between 2013 and 2019, helping the Trustees to realise their vision of a new modern Church Hall and Community Building, on the site of their existing church which was demolished as part of the project, to make way for the new facility close to Driffield Town Centre in East Yorkshire.

Having initially appointed a local Architect to produce an initial scheme design and obtain planning permission to demolish the existing church and build a completely new combined Church and community building in its place, the trustees needed to move on to turning their vision into reality, and the first step was to understand the costs, risks, and regulatory hurdles involved in realising that vision.

They appointed RJH to initially prepare a construction cost plan from the planning drawings, before going away to embark upon a challenging process of raising the funding for their £1.5Million project.

As progress on the fund raising progressed, RJH helped the Trustees to assemble a complete project design team comprising a new architectural practice who also took on the role of Principal Designer, a structural engineer, and a mechanical and electrical engineer. As the Church’s appointed Project Manager and Quantity Surveyor, RJH led the design team through the development of the design to meet the Church’s by now further developed brief, at all times keeping an eye on costs, risks, and the need to involve other specialists such as Site Investigation companies, utilities companies, archaeologists, and a ground source heat pump specialist to drill test boreholes to establish the viability of such a sustainable heating solution for the new building.

A further planning submission and approval process was undertaken following the development of the design to a detailed stage, through a series of design team meetings and a detailed process of consultation with all stakeholders, authorities, and ongoing project cost management. Subsequently, a further detailed cost plan was prepared by RJH, involving a large degree of market testing to ensure that the cost plan was both robust and providing the best value for money for the Trustees.

Following the completion of the fund-raising required for the project, RJH prepared tender documents for the demolition phase, which was separated out in order to mitigate the risk of any delays and associated additional cost caused by unforeseen problems, or by any archaeological finds. Yorkshire Demolition and Reclamation Ltd were the successful tenderer, coming in on budget. RJH prepared a contract for the Demolition works, which were subsequently successfully carried out without any problems between September 2018 and February 2019, despite the difficult access into the site and the proximity of adjacent buildings and existing structures.

Whilst the demolition works were ongoing on site, a Contractor tender list was drawn up for the new-build phase, and tenders were obtained utilising the Yorhub Framework to ensure that all tenderers were suitably pre-qualified and appropriately vetted as part of the Framework procurement process.

Contractor tenders were obtained in early 2019, which again came in on-budget against the latest RJH cost plan; and in March 2019 RJH drew up Contract documents for the Trustees, and a JCT Building Contract was placed with the Contractor, Hobson & Porter Ltd from Hull.

Construction of the new Church and community building commenced on site in April 2019, and works were completed on site in August 2020, having suffered some delays due to the Covid-19 pandemic restrictions encountered during 2020.

RJH acted as the Church’s Project Manager, Contract Administrator and Quantity Surveyor and has also appointed a Clerk of works to oversee the construction works from a quality perspective.

The project included a fully sustainable Ground Source Heat Pump heating system, which was a Contractor Design Package, along with design of the aluminium curtain walling, windows, and doors, roof trusses, and structural steelwork connections.

The new Church Hall community building was completed by the Contractor, Hobson & Porter, in August 2020 and handed over to a delighted Client. Photographs of the completed building below:

CASE STUDY: Crossrail, London

Fri, 24 Apr 2020 23:00:00 GMT

PROJECT: Crossrail, London [Contracts C610, C620, C660]

RJH CLIENT: Electrical Cable and CMS Installations Subcontractor - working for Main Contractor ATC (Alstom TSO Costain Joint Venture)

“RJH advice and recommendations have been invaluable throughout this contract. With their guidance we have achieved an excellent result with an amicable final account agreement with our client. We would have no hesitation recommending RJH and plan to engage them on other complex contracts.”

– John Taylor, Managing Director F.B.Taylor (Cable Contractors) Ltd.

Crossrail was the largest construction project in Europe, including a new London Underground line running from right across central London, from Westbourne Park in the West, to Pudding Mill Lane and Plumstead in the East.

In 2014, RJH helped F.B.Taylor (‘FBT’) to successfully negotiate the terms of a complex Subcontract Order for the installation of all cabling to the new Crossrail London Underground line, including the cabling interfaces with the many stations, shafts, and portals associated with this huge construction project.

In late 2015 and then in 2016 two further Subcontracts were negotiated and agreed by RJH on its Client’s behalf, for the installation of cable management systems (CMS) throughout the tunnels and associated overground sections of the Crossrail project.

RJH was directly responsible for advising on and negotiating the detail of the original terms of Sub-Contract for all 3 Orders, which were based upon the NEC3 Engineering and Construction Subcontract with Main Option B, with significant Crossrail and ATC amendments and bespoke conditions.

Between 2015 and 2019, RJH worked as a k ey and integral part of it’s Subcontractor Client FBT’s project team, with responsibility for all contractual and commercial matters and working very closely with FBT’s Managing Director and Project Managers to help to successfully manage the 3 separate Subcontracts, working for Main Contractor ATC

From an original Subcontract Value of £2.5 Million, the combination of substantial additional work scope, imposed prolongation of over 2 years in duration, and over 1,900 Compensation Events, was managed successfully to a final account value of over £18.5 Million.

This was achieved through proactive robust commercial and contractual management by RJH’s consultants, working closely with the Client’s Project Managers and Managing Director at all times as an integral part of their team, and ‘steering the ship’ in terms of robust Contractual Notices, Delay Analysis, Compensation Event Quotations, Payment Applications, and direct negotiations with the ATC Commercial Team and its Directors.

RJH ensured that the 3 accounts were progressively agreed over the course of the 4 years of ongoing work, including Compensation Events relating to extended preliminaries and prices for additional works, delays, disruption, acceleration, and inflationary costs. This ensured that any difference in the account was managed and proactively addressed, leading to the amicable and prompt negotiation of final accounts whilst the final elements of works on site were still ongoing.

Another 5 Unfair Subcontract Terms to Be Wary Of

Fri, 31 Jan 2020 15:37:51 GMT

Guidance for Subcontractors - Yet More Examples of Unfair Subcontract Terms

Here is another selection of Subcontract Terms which we have encountered when reviewing Subcontract Orders for Subcontractors or when helping them to resolve disputes. They range from the unreasonable to the unfair, to the ridiculous - but Subcontractors must reject all such provisions before agreeing any Subcontract.

Note that it is the principles of each of the clauses which is most important - there are many wording/drafting variations out there which follow these 5 themes. More Unfair Terms have been posted on Linkedin already, and more will follow in a later blog.

If you have any issues with Subcontract terms, please call us for a free initial consultation on 01347 811155.

Another 5 Unfair Sub-Contract Terms for Subcontractors to be Wary of and What To Do About Them

NOTICE OF VARIATIONS

“If the Subcontractor identifies an event that would constitute a Variation under the terms of the Subcontract; the Subcontractor shall, as a condition precedent to payment, notify the Contractor in writing within one (1) working day. If the Contractor considers such a change constitutes a Variation, the Sub-Contractor shall upon request prepare and submit, within one (1) working day, an evaluation of the effect of such Variation for the Contractor’s approval, at its sole discretion ”

•    This clause is both unreasonable and impractical. Both of the one-day periods are unreasonable, and are arguably unenforceable as well, however in order to avoid disputes such tight timescales should never be accepted.

•    The condition precedent obligation to notify Variations in order to be entitled to payment must also be rejected, otherwise there is a risk of the Subcontractor carrying out additional works and not being able to obtain payment. Such pre-conditions in relation to Variations should never be accepted, even with a longer timescale for notification.

•    The valuation of Variations must always be subject to fair valuation rules, usually related to the Subcontract rates and prices, or similar; and should not be at the Contractor’s discretion.

IMPOSITION OF NEW WORKING ARRANGEMENTS AT THE SUBCONTRACTOR’S COST

“The Contractor may issue such instructions as he considers necessary to co-ordinate the performance of the Sub-Contract Works with the work of others, including but without limitation, alteration of the methodology, access, sequence and timing of the Sub-Contract Works and the Subcontractor shall forthwith comply with such instructions at its own cost”

•    This clause goes well beyond reasonable co-ordination with other trades, which is to be expected.

•    The objectionable element of this clause is the ability of the Contractor to change the working arrangements relating to method and access, and to impose new sequence/timing requirements. All of this is likely to result in the Subcontractor suffering uneconomic working and ultimately losses.

•    The imposition of any such additional constraints as to how the Sub-Contract Works are to be performed must always amount to an event for which the Sub-Contractor has the ability to claim additional payment (and time). This could be achieved by changing the words “at its own cost” at the end of the clause to “which shall constitute a Variation”.

SUSPENSION OF WORKS AT THE SUBCONTRACTOR’S COST

“The Contractor may suspend the Sub-Contract Works or any part thereof at any time upon giving written notice of the time when suspension of the Sub-Contract Works shall take effect, which, for the avoidance of doubt may be with immediate effect. If the Sub-Contractor does not restart the Sub-Contract Works within a period of four weeks from the date of suspension (“the Allowable Suspension Period”), the suspension will be treated as a Relevant Sub-Contract Matter. The calculation of any loss and/or expense pursuant to this clause or any common law rights shall not include any cost, loss or expense that the Sub-Contractor has or would have incurred during the Allowable Suspension Period in any event.”

• It is the final part of this clause which makes it objectionable – the Subcontractor is required to stand the extra cost of his works being delayed by up to 4 weeks, at any time. This could also be applied on multiple different occasions.

• All such imposed suspensions of work must give the Subcontractor full entitlement to recover his additional costs incurred. Therefore clauses such as the above must always be rejected.

SUBCONTRACTOR’S LIABILITY FOR MAIN CONTRACT DELAY DAMAGES

“If Subcontractor is delayed in the execution of the Subcontract Works and/or in the event that Contractor incurs delay damages under the Main Contract due to acts or omissions attributable to Subcontractor, Subcontractor shall indemnify Contractor for such delay damages. Subcontractor must pay such delay damages immediately upon request of Contractor and without resort to excuses, legal action or proof of damages.”

•    The final sentence of this clause is outrageous, amounting to an on-demand payment provision, which should never be accepted.

•    The wording of the first line even suggests that if the Subcontractor is delayed by any cause, he will become liable for Main Contract Delay Damages. However the delay may be caused by a matter which is not the Subcontractor’s Risk and for which an extension of time and associated relief from damages can be claimed.

•    The Subcontractor should not accept such provisions, or anything which seeks to extend liability beyond the common law position of damages arising directly from a breach of contract. Even then it is recommended that the Subcontractor always protects itself with an overall limitation of liability provision.

SUBCONTRACTOR’S OBLIGATION TO ACCELERATE AT ITS OWN COST

“If at any time:
•    the Contractor considers that the Subcontractor is failing to maintain adequate progress, or
•    the Subcontractor has notified the Contractor of delay and/or requested an extension of time, or
•    the Contractor reasonably believes that the Subcontractor is at risk of becoming materially delayed

Then the Subcontractor shall, if instructed by the Contractor, deploy additional resources, work extended hours including night shifts and weekends, furnish additional labour and plant as may be required, and take all steps necessary to mitigate the consequences of delay as the Contractor shall specify, for such period as is necessary to return to and thereafter maintain the Subcontract programme.
The Subcontractor shall perform its obligations under this clause at no additional cost to the Contractor .”

•    Such an obligation to accelerate, as dictated by the Contractor, should never be accepted.

•    Clearly the final sentence of this clause is unreasonable and must never be accepted.

•    Acceleration provisions should only be accepted where they are subject to the Subcontractor’s agreement (at the time) to the acceleration request, AND to prior agreement of the additional sums to be paid to the Subcontractor for the acceleration measures.

Overcoming Subcontractor's Challenges - Richard Hildrick

Sat, 23 Nov 2019 08:27:54 GMT

Richard Hildrick Talks About The Challenges Facing Subcontractors and How to Overcome Them

Check out this video interview with RJH founder Richard Hildrick - talking about the challenges faced by Subcontractors, how Subcontractors can gain an unfair advantage over Main Contractors and how they can change the perceived norm of unfair contracts and unfair payment practices:

5 More Unfair Subcontract Terms to Be Wary Of

Wed, 09 Oct 2019 06:44:58 GMT

Guidance for Subcontractors - More Examples of Unfair Subcontract Terms

Here is a further selection of Subcontract Terms which we have encountered when reviewing Subcontract Orders for Subcontractors or when helping them to resolve disputes. They range from the unreasonable to the unfair, to the ridiculous - but Subcontractors must reject all such provisions before agreeing any Subcontract.

If you have any issues with Subcontract terms, please call us for a free initial consultation on 01347 811155.

5 More Unfair Sub-Contract Terms for Subcontractors to be Wary of and What To Do About Them

1. PROTRACTED PERIODS FOR REVIEW & PAYMENT OF FINAL ACCOUNTS:

Example of Unfair Subcontract Term :

“ The Subcontractor’s Final Payment Application shall be submitted within one month of completion of the Sub-Contract Works. Not later than 8 months after receipt of same the Contractor shall prepare and send to the Sub-Contractor a statement of the Final Sub-Contract Sum. The due date for the final payment of the amount set out in such statement shall be 2 months thereafter ”.

•    Provisions such as the above have the potential to severely harm a Sub-Contractor’s cashflow, by tying-up cash (potentially a significant amount) in a final account which does not become due for payment until over 10 months thereafter.

•    It is now very common to see such protracted final account payment periods, despite the Sub-Contractor being obliged to submit its final account within an often unreasonably short time of completion; the aim being to stop further Sub-Contractor claims being raised post-completion.

•    To preserve cashflow entitlement, it is essential therefore that these final payment periods are reduced to the normal monthly payment terms, or alternatively that the interim payment schedule and associated conditions MUST provide for ongoing interim applications and payments throughout the final accounting period.

2. REMEASUREMENT OF LUMP SUM CONTRACTS:

Example of Unfair Subcontract Term :

“ Without prejudice to Condition 32.1 (Lump Sum) the Sub-Contract Sum may be re-measured at the sole option of the Contractor who shall have the right to call for re-measure at any time upon notice to the Sub-Contractor and the Sub-Contract Sum may be reduced in accordance with any such re-measure. The Contractor shall be under no duty whether of fairness or otherwise, to elect for a re-measure ”.

NEVER ACCEPT SUCH PROVISIONS – THE CONTRACTOR IS TRYING IT BOTH WAYS – I.E. A LUMP SUM WHEN IT SUITS HIM AND A REMEASURE OPTION WHEN THAT SUITS HIM - TO THE SUB-CONTRACTOR’S DETRIMENT

•    The above is designed to allow the Contractor to have the benefit of a lump sum contract, yet if he finds any items for which there may be an over-measure within the Sub-Contract Sum calculation, he can remeasuree these to reduce the Sub-Contractor’s account, whilst not adjusting any under-measured quantities.

•    Where a Sub-Contract Sum is on a Lump Sum basis, then the Sub-Contractor takes the risk AND the reward of any errors in quantification. Unless there are Variations or Loss/Expense, the Sub-Contract Sum is payable in full, without any adjustment.

•    Re-Measurement is preferable when the Sub-Contractor has not prepared the quantities or doesn’t wish to take the risk of the quantities. However this must always be a 2-way adjustment i.e. Quantities are adjusted both up and down to reflect the actual amount of works executed.

•    Contractor’s QS’ often try to remeasure works under Lump Sum Subcontracts, even when the above clause is not present. They cannot remeasure anything unless there has been a Variation, and this would be only on an ‘add & omit’ basis in respect of the specific change.

3. ATTENDANCES AND NON-AVAILABILITY OF ATTENDANCES:

Example of Unfair Subcontract Term :

“ Responsibility for the provision of items of Attendance shall be as set out in Schedule 3. The Sub-Contractor acknowledges and agrees that it shall not be entitled to any extension of time or to any loss and expense and/or damages, arising from any failure on the part of the Contractor to provide any item of Attendance, or due to any loss of continuity of any item of Attendance ”.

NEVER ACCEPT SUCH PROVISIONS – THE SUB-CONTRACTOR MUST BE ABLE TO ASSUME THAT ATTENDANCES WILL BE PROVIDED ON A CONTINUOUS BASIS

•    The unavailability or lack of continuity of attendances provided by the Main Contractor will more than likely cause the Subcontractor delay and lost productivity. The Subcontractor must be able to assume continuous provision of attendances, when preparing his tender – for example Scaffolding, MEWPs, Telehandler (Materials Distribution), Hoisting/Craneage, Man-Hoists, Site Power and Lighting, Site Offices and Welfare Facilities.

•    Always check the Attendances Schedule carefully – errors and ambiguous entries are very common.

•    If the Subcontractor is to provide an attendance item himself, then include the cost in the Sub-Contract Sum – do not have it denoted as an ‘optional extra’. MEWPs are the most common example of this, leading to arguments that the Sub-Contract Sum includes for the quoted weekly rate for the MEWP, for example.

•    M&E Subcontractors should pay particular attention to how responsibility for Builder’s Work is allocated and defined.

4. SET-OFF:

Example of Unfair Subcontract Term :

“ the Contractor may deduct from any sums due to the Sub-Contractor the amount of any claim/counterclaim for damages, losses, demands, expenses (including legal and other expenses), costs, future liabilities, consequential and indirect costs, which the Contractor may have against the Sub-Contractor under this Subcontract or any other contract between the parties ”

NEVER ACCEPT SUCH PROVISIONS WHICH ARE AN ATTEMPT TO WIDEN YOUR LIABILITY SIGNIFICANTLY

•    Note that the Contractor does not need such a clause as he already has a common law right of set off in the event of a breach by the Subcontractor resulting in a direct loss.

•    However, this type of provision attempts to widen the S/C’s liability to include the likes of: legal expenses, consequential costs, indirect costs, future liabilities. All of these represent open-ended risks and should always ring alarm bells.

•    The above clause is particularly objectionable because it allows set-off of the Contractors claim – as opposed to his actual proven losses. Therefore it is open to abuse.

•    The final part of this clause also introduces a cross-contract set-off provision, which allows set-off in relation to claims under other contracts. This should always be rejected.

•    Subcontractors should always limit their overall risk by insisting on an overall limitation on their liability, at a % of the Subcontract Sum (excluding liabilities which legally cannot be limited) – even if a Set-Off provision is not in the contract.

5. IMPORTATION OF TERMS FROM OTHER CONTRACTS

Example of Unfair Subcontract Term :

“ the terms of the Main Contract and of any agreements between the Contractor and any Third Party (in relation to the Main Contract Works), are hereby incorporated into this Subcontract. The Subcontractor shall be deemed to have reviewed all such documentation and shall observe all duties risks and obligations set out therein mutatis mutandis. The Subcontractor shall issue all early warnings, notices, and the like in sufficient time and detail to enable the Contractor to comply with the Main Contract, and shall indemnify the Contractor for all losses due to any failure to do so ”.

•    Never accept provisions which are hidden away in another contract or agreement that you have not seen and had reviewed – you are exposing yourself to unknown risks if you do so.

•    How can any Subcontractor comply with notification requirements which are in another contract that he has never seen – he doesn’t know what those requirements are.

•    If the Main Contractor wants to step down any Main Contract provisions, he should expressly spell them out in the Subcontract, so that the SC can assess his risks and any impact upon his pricing or willingness to take the job on.

Adjudication - Presentation to CIOB

Sat, 28 Sep 2019 11:03:20 GMT

ADJUDICATION BASICS - RJH Presentation made to the CIOB

Here is a copy of the presentation from our talk to a meeting of the CIOB in Teesside, on Adjudication basics

Simply click on the button below to obtain a copy:

5 unfair subcontract terms to be wary of

Sat, 28 Sep 2019 10:13:03 GMT

Guidance for Subcontractors - Examples of Unfair Subcontract Terms

Here is a selection of Subcontract Terms which we have encountered when reviewing Subcontract Orders for Subcontractors or when helping them to resolve disputes. They range from the unreasonable to the unfair, to the ridiculous - but Subcontractors must reject all such provisions before agreeing any Subcontract.

There is also a useful check-list below for Subcontractors in relation to costing acceleration instructions/requirements.

If you have any issues with Subcontract terms, please call us for a free initial consultation on 01347 811155.

1. TIME-BAR PROVISIONS FOR NOTIFICATION OF DELAYS

Example of Unfair Sub-Contract Wording:
“ the Sub-Contractor shall immediately on becoming aware of any delay or likely delay and as a condition precedent to the Sub-Contractor’s entitlement to any extension of time, notify the Contractor within 7 days of the circumstances and period of delay encountered or likely to be encountered, and shall update the Contractor with full details on a weekly basis thereafter. The Sub-Contractor shall not be entitled to an extension of time for any delay event, if it fails to comply with this Clause ”.

7 days is never enough - project staff take holidays and are busy people. Always either:
•    Insist on at least 7 weeks for such Notices (as per the NEC3 clause 61.3 period).
•    Delete the condition precedent elements of the wording altogether, or
•    Employ a full time QS and include additional Prelims to cover the cost of meeting the notification requirements and thereby avoid becoming time-barred.

2. INDEMNITIES AND LIABILITY FOR DEFAULT:

Example of Unfair Sub-Contract Wording:
“ The Sub-Contractor shall be liable for and shall indemnify the Contractor against every liability whatsoever which the Contractor may incur to any person or third party and against all direct, indirect, and consequential liability, expense, loss, claim, demands or proceedings made against the Contractor by reason of any default of the Sub-Contractor ”.

•    The words “Indemnity” or “Indemnify” should always ring alarm bells. These are an attempt to broaden your liability beyond that which is set in common law.
•    Never accept any provision which makes you liable for indirect or consequential costs/losses.
•    Never accept liability for future liabilities, which relate to future cost not yet incurred and is open to abuse.
•    Bear in mind that even without an Indemnity provision, your liability at Common Law is usually unlimited. Therefore it is always wise to insert a Limitation of Liability provision, at the lowest value possible – this should usually be a % of the Sub-Contract Sum.

3. DISCLAIMER CLAUSES RELATING TO SURVEY REPORTS RELATING TO THE SITE:

Example of Unfair Sub-Contract Wording:
“ The Contractor may provide the Subcontractor with relevant data, surveys, reports, and other information relating to the site and to the Subcontract Works. The Subcontractor shall be wholly responsible for interpreting all such data, surveys, reports, information and the like, and shall be fully responsible for verifying the accuracy, adequacy, sufficiency or completeness of the same.
No claim for any inadequacy or error in any such documentation will be made by the Subcontractor and no additional payment or time entitlement shall arise. The Subcontractor shall be deemed to have fully satisfied himself as to the correctness and sufficiency of the Subcontract Price ”.

•    These type of provisions seek to pass responsibility for existing conditions on the site to the Subcontractor, even if the information in the surveys, reports etc. are inaccurate or incomplete.
•    They are particularly high-risk clauses in relation to ground conditions, other physical conditions, and existing buildings. Liability for contamination, asbestos, below ground obstructions, unsuitable existing surfaces, and adverse ground conditions can all become the Subcontractor’s liability under such provisions.
•    This type of disclaimer clause should always be rejected – at worst the Subcontractor must be able to rely on the survey/report information provided, when calculating his tender prices. Any deviation or error must give rise to an entitlement to claim additional payment and/or time.

4. ACCELERATION OBLIGATIONS:

Example of Unfair Sub-Contract Wording:
“ The Sub-Contractor shall forthwith comply with any instruction received from the Contractor to accelerate the Sub-Contract Works or any part or parts of the Sub-Contract Works, provided that such instruction is in writing and is expressly stated in the instruction to be an instruction to accelerate ”.

•    Such an express obligation to accelerate (as dictated by the Contractor) should never be accepted. It may not be feasible to accelerate and the Subcontractor’s additional costs would be at risk.
•    This type of acceleration provision would include an obligation to complete earlier than the Subcontract Date for Completion – which should never be accepted.
•    Such provisions should only be accepted where they are subject to the Subcontractor’s agreement (at the time) to the acceleration request, AND to prior agreement of the additional sums to be paid to the Subcontractor for the acceleration measures.
•    Evaluation of acceleration should include the additional cost of:
- overtime and weekend working;
- lost production due to resultant inefficiency (too many men),
- lost production due to extended shifts, night shifts etc;
- learning curve/induction time for new labour;
- additional subsistence payments;
- higher rates payable to additional labour brought in;
- additional supervision/prelims;
- additional plant costs - mobilisation and under-utilisation.

5. DISRUPTED WORKING DISCLAIMERS:

Example of Unfair Sub-Contract Wording:

“ The Sub-Contractor shall not have exclusive or uninterrupted access to any part of the site and the Contractor does not guarantee continuity of working or access. The Sub-Contractor is not entitled to any additional payment or to any extension of time as a consequence of any delay or disruption to the Sub-Contract Works resulting from the Sub-Contractor's failure to make allowance for same ”.

ALWAYS REJECT SUCH PROVISIONS, THEY ARE DESIGNED TO CAUSE YOU LOSSES:

•    The Subcontractor must be entitled to assume in his tender that the Contractor will provide unhindered access to enable him to carry out his works efficiently and without disruption or interruptions. It is impossible to make allowance for disruption which may or may not occur, and is undefined – only expressly defined programme/access constraints can be priced for.

•    If the Contractor stops the Subcontractor from working or denies/restricts access to the work fronts as planned, then the Subcontractor must retain a right to claim recovery of the additional inefficient working costs incurred.

•    Any changes imposed to the agreed contract programme and agreed access arrangements are unforeseeable and the Subcontractor’s rights of claim must be retained.

CASE STUDY: Re-Development of Driffield Methodist Church

Thu, 12 Sep 2019 14:51:09 GMT

PROJECT: Re-Development of Driffield Methodist Church

RJH CLIENT: Trustees of Driffield Methodist Church

“There has been a very welcome understanding from RJH of our unique funding condition which has necessarily changed the order of approach for the project, that a regular project might not reflect.

– Richard Mole. Project Co-Ordinator, Trustees of Driffield Methodist Church

Construction of the new Church and community building commenced on site in April 2019, with a projected completion date of the end of 2019. RJH is acting as the Church’s Project Manager, Contract Administrator and Quantity Surveyor and has also appointed a Clerk of works to oversee the construction works from a quality perspective.

The photograph below shows the structural steelwork erection works being carried out in early June 2019:

Brickwork progressing well in early September 2019, and the roof trusses to the rear part of the building are all now in place. The tightness and logistic challenges of the site are apparent:

rjh_consulting

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Commercial Awareness Workshop for Subcontractors

Commercial Awareness for Subcontractors Workshop

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NEC Contracts: Early Warning Notices v Compensation Event Notices

The Power of Adjudication

THE POWER OF ADJUDICATION - FOR SUBCONTRACTORS

A Short Story About a Main Contractor Who Liked to Levy Contra-Charges on His Subcontractors

We are the Subcontractor's Friend who aims to overturn contra-charges which Main Contractor's unfairly deduct. It is our Mission to Level the Playing Field for Subcontractors.

CASE STUDY: Office Fit-Out, York for Boxxe

PROJECT: IT Service Company - Office Fit-Out, Artemis House, York RJH CLIENT: boxxe

The 20 Most Common Commercial Problems Faced by Subcontractors and How to Resolve Them

How to Resolve the Most Common Commercial Problems Faced by Subcontractors

Template Documents for Successful Commercial Management

Ready-made Package of Templates : the one-stop way to make your life easier

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The way that Subcontractors must charge VAT is changing from March 2021

CASE STUDY UPDATE: Re-Development of Driffield Methodist Church

PROJECT: Re-Development of Driffield Methodist Church RJH CLIENT: Trustees of Driffield Methodist Church

CASE STUDY: Crossrail, London

PROJECT: Crossrail, London [Contracts C610, C620, C660] RJH CLIENT: Electrical Cable and CMS Installations Subcontractor - working for Main Contractor ATC (Alstom TSO Costain Joint Venture)

Another 5 Unfair Subcontract Terms to Be Wary Of

Guidance for Subcontractors - Yet More Examples of Unfair Subcontract Terms

Overcoming Subcontractor's Challenges - Richard Hildrick

Richard Hildrick Talks About The Challenges Facing Subcontractors and How to Overcome Them

5 More Unfair Subcontract Terms to Be Wary Of

Guidance for Subcontractors - More Examples of Unfair Subcontract Terms

Adjudication - Presentation to CIOB

ADJUDICATION BASICS - RJH Presentation made to the CIOB

5 unfair subcontract terms to be wary of

Guidance for Subcontractors - Examples of Unfair Subcontract Terms

CASE STUDY: Re-Development of Driffield Methodist Church

PROJECT: Re-Development of Driffield Methodist Church RJH CLIENT: Trustees of Driffield Methodist Church

We are the Subcontractor's Friend who aims to overturn contra-charges which Main Contractor's unfairly deduct.
It is our Mission to Level the Playing Field for Subcontractors.

PROJECT: IT Service Company - Office Fit-Out, Artemis House, York

RJH CLIENT: boxxe

PROJECT: Re-Development of Driffield Methodist Church

RJH CLIENT: Trustees of Driffield Methodist Church

PROJECT: Crossrail, London [Contracts C610, C620, C660]

RJH CLIENT: Electrical Cable and CMS Installations Subcontractor - working for Main Contractor ATC (Alstom TSO Costain Joint Venture)

PROJECT: Re-Development of Driffield Methodist Church

RJH CLIENT: Trustees of Driffield Methodist Church