The Brentford Group provides snagging services to address defects and incomplete work that arise at the end of construction projects. Their services include snag prevention through oversight of contractors, snag audits to identify issues, and full snag rectification. The document outlines these services and provides a case study of Brentford successfully rectifying snags to allow on-time opening of a delayed 5-star hotel project in India.

1. Brentford Group
Presented by:
Samir Khosla, Vice Chairman [sk@brentfordgroup.com | +919810025053 | +971508790957]
Varun Khosla, Managing Director [varun@dss-hr.com | +919818331414]

2. TABLE OF CONTENTS
1 EXECUTIVE SUMMARY
2 SNAGGING BASICS
3 SNAGGING SERVICES
4 CASE STUDY –5 Star hotel in India
5 REFERENCES

3. 1.0 EXECUTIVE SUMMARY
In recent years, Developers have been raising the bar on their expectations for Interior Fit Out on their projects.
This rise in expectations has resulted in two very prominent trends, first of which is the increase of design
complexity through inclusion of new materials, systems and intricacy of finished products. Secondly, contractually
mandated tolerances are tightening as is the the end user’s increasing threshold of “quality” – expressed simply,
what was an acceptable finished product a few years prior may no longer be acceptable. In the Indian context,
involvement of international Architectural and Design agencies has catalyzed the trends described earlier and it
will not be long before design and specification of Interior Finishes in the Indian setting emulate those in
Singapore, Dubai or London.
Had Contractors aligned themselves with the changing trends, this presentation and the concept of snagging
would likely would not exist. However, due to the delta between the expected end product and what contractors
are actually delivering, leads to the genesis of the “Snagging Phase” of a project, a phase that that is typically not
budgeted or scheduled. In our recent experience within the Indian market we have found that the Snagging Phase
has become a leading cause for budget and schedule over-runs.
While Snags start to accumulate very in a project's life, the nearer a projects gets to completion the more
prominent snags become. The Snagging Phase commences when contractors begin to hand over areas to clients
and continues till the point the operators or final owners take over a property. The word Snag encapsulates as a
vast array of issues ranging from simple items such as non-level switch plates to more serious issues such as
incorrect usage of materials and poor quality of workmanship.
Brentford has a wealth of experience in the arena of snagging and offers clients services dependent on the stage
of a project’s execution. Regardless of the stage of project execution, the company is able to deliver value to its
clients by effectively dealing with existing snags or by working with the client from an early phase to prevent
them.
Page  3

4. 2.0 SNAGGING BASICS
Brief Description: A “Snag” or “Punch” list is created by various entities acting on behalf of the client as a
project (or an area within a project) nears completion. The Snag List would most often contain items which
have not been delivered to specification including those items where the workmanship is not up to the
client’s expectations. Some of the key reasons for snag existence are listed below:
Client related causes Contractor related Causes
• Lack of mockups of all key finishes, setting the minimum • Lack of expertise or experience to understand
acceptance level for finishes. specifications and quality / finish standards.
• Not mandating key items such as method statements • Inability to comprehend implications of minute details of
and interface drawings which would reduce the scope and lack of formal processes to query unclear
instances of typical snags. scope areas. Not knowing how to assess tradesmen
capabilities prior to worksite deployment.
• Low level of supervision and monitoring of each phase of • Improper setting out. Non-use of modern measurement
the contractor’s execution process and placing focus and leveling tools. Inability of tradesmen and foremen to
only on the completed product, not the execution understand drawings.
process.
• Low focus on sequencing and coordination of trades. • Lack of coordination and sequencing coupled with
disregard for other contractor’s work and minimal use of
protection.
• Not being engaged enough with the execution process • The most common cause is the usage of sub-
at the workface during the early stages of a project, to standard tradesmen who do not have the competency
assess whether the contractor’s team is competent to deliver required end results – over 80% of snags
enough to deliver end results can be attributed to this single factor
Page  4

5. 2.1 SNAGGING BASICS
Dealing with Snags: Most clients and contractors deal with snags only near the very end of a
project, i.e. during the completion and handover phase. Larger issues would have fallen under the
QA/QC department and would have been dealt with earlier in the execution process. A Snag List
would be seen as the collection of the last remaining items which once resolved would deem an area
complete. The contractor would typically generate a Snag List and a Client would usually add to it.
Whether or not all items on a Snag list are rectified would typically be determined by project time
constraints, contractor availability and budget constraints. In most cases snags would be rectified by
the contractor in the first instance or by the client with back-charge to the contractor, should the
contractor fail to rectify snags adequately.
Peculiarities within the Indian Industry: In our experience in the Indian setting we have found
clients being quite stringent on structural and engineering aspects of their projects, from a QA/QC
standpoint. However, when it comes down to interiors, we have repeatedly found logging of items on
snag lists which should have been dealt with as part of the QA/QC process. Further, the items on the
snag list are those which require huge time and resource commitment to resolve – unlike an
international project where snags can be quickly resolved, we have been involved in Indian projects
where the de-snagging process has taken months. The problem is exacerbated by the prevailing
model of contracting where a multitude contractors are engaged on a project, particularly those who
are on a unit rate. At the very end of a project it becomes very difficult to allocate responsibility,
and we have found that by the time a snag is detected, responsible parties have either left the site
or have been paid substantial monies for their works – reducing their motivation to expend additional
resources to rectify snags.
Page  5

6. 2.2 SNAGGING BASICS
Impacts of snags:
The developer bears the burnt of the impacts of snags as these can delay the project opening, result
in unbudgeted expenses, damage quality / brand image and even lead to legal disputes with final
owners (in case of residential properties) or operators (in case of hospitality projects).
Most contractors view snag lists in a negative light as they feel that the delivered quality should be
acceptable as the matter of quality had never been raised throughout the project. With contractors
that are not aware of the client’s quality expectations this is often the case. Further, at the end of a
project many contractual and payment issues get stacked together reducing a client’s ability to push a
contractor to resolve snags. Additionally, those snags where there is a thin line between contractors
regarding responsibility – it is tough to get a contactor to accept responsibility. Finally, due to the
wide use of unit rate contractors, by the end of a project many unit rate workers would have finished
their work, collected their monies and moved on to the next project – in most cases unit rate
contractors are small companies and do not provide performance bonds or any financial levers that
the client can exercise.
At a recent project we saw an example of the latter. Within a hotel project in North India, drywall
/ gypsum works were executed by multiple unit rate contractors. The hotel’s permanent lighting
was activated several months after many drywall contractors had finished their respective works
and moved on from the site – permanent lighting revealed that most taping joints needed
rectification and in many areas there were other installation problems which required significant
rework.
Page  6

7. 3.0 SNAGING SERVICES
Brentford’s snagging services can be slotted into
the following key areas:
1. Snag Prevention
2. Snag Audit
3. Snag Rectification
Page  7

8. 3.1 Snag Prevention
The Snag Prevention Service has three key elements:
1. Snag QA/QC team: We provide a small skilled and experienced team that acts on the
owner’s behalf in a hands-on supervision capacity. The team is experienced in this
specific area has a deep understanding of the probable locations of snags as well as their
root causes. Our team can monitor the contractor’s setting out process as well as the
steps preceding final steps in areas of typical snags – this . Further, our team would
ensure that quality standards are available and adequately communicated to the
contractors. In case interface drawings, method statements and the like are missing, our
team would intervene to have these completed or secure an alternative solution.
2. Training: Our on-site team is able to help train contractors who are unable to snag their
works. This training includes sequencing of work, use of protection and comprehending
finish standards.
3. Hands-on Execution: In the event that the contractor is unable to comply with the
direction of our team, our team would be able to take on hands-on execution in a bid to
demonstrate to the contractor the correct method and the requisite finish.
Page  8

9. 3.2 Snag Audit
The Snag Audit Process leads to the generation of a Snag List
This can be viewed as a stand alone service or part of an overall solution, where our
team would first spend some time studying your finish specifications and all other
associated details. Then our team would perform physical inspection of your site and
provide a comprehensive report regarding the range and severity of the snags involved.
Each snag can be digitally photographed and its remedies can be recommended. Further,
we can outline a full recovery strategy to help take the project from its current state
through to completion and handover. An excerpt of a snag list is provided below:
Page  9

10. 3.3 Snag Rectification
This service is perhaps the most involving of all of Brentford’s portfolio of
services. A client usually engages our company for such a service when the client
has decided not to pursue snagging through one or more of its contractors and has
chosen to directly remedy all snags.
Under such a model, Brentford assesses the client’s site and first executes its snag
detection service, acting as a consultant. Once a scope of snagging is established,
Brentford provides the client with a budget and a schedule to execute all
rectifications and identifies which materials it would be able to supply and those
materials falling under the client’s scope. Brentford enters into a contract with
the client to rectify identified snags based on a Lump-sum agreement.
Brentford then mobilizes its supervision team which could include Snagging
Engineers and Snagging Foremen. Further, specialist tradesmen are deployed who
have prior experience in rectifying snags – it is important to note that typical build
phase tradesmen do not have expertise to perform snag rectification. Snagging
Skills are acquired as a result of experience and exposure.
Page  10

11. 3.4 Snag Rectification - Qualifications
Qualifications
Brentford’s team has specialized snagging experience within the GCC and MENA regions.
Completed projects include One and Only Hotel (Maldives), 1200 Villas on Palm Jumeirah
(Dubai), Atlantis The Palm (Dubai), Mazagan Beach Resort (Morocco) to ISAF Military
buildings in Afghanistan. Our team has proven its capabilities across a variety of countries
and cultural landscapes – always delivering the same high quality product, on time and to
the clients’ expectations.
Brentford prides itself on prior training given to its employees through its training centers
(www.brentfordtraining.com) and the on-going training imparted on site. One “secret” of
being able to grow the number of skilled resources available to our team is our focus on
having our ex-GCC Charge-hands and Foremen train other non-overseas experienced
members of the team during the execution of works.
Brentford ensures that quality is met by having an abundance of experienced supervisors.
With a ratio of 1 supervisor to every 10 resources Brentford ensures that a high level of
oversight captures the maximum number of snags possible.
Page  11

12. 3.5 Snag Rectification Areas of Expertise
1 Painting (including special effects)
2 Gypsum/Drywall
3 Joinery & Wood Polishing
4 Marble and Tile
5 Sealants & Caulking
6 Glass Works
7 Fixtures and Fittings
8 MEP Repairs
9 MEP Inspection & Commissioning
Page  12

13. 4.0 Case Study – Five Star Hotel in India
The hotel in question was already facing serious delays when the operator of the hotel
began conducting its pre-takeover quality evaluation of the property that they would
inherit and operate. Unfortunately, the magnitude of the quality issues identified by
the operator were so severe that the opening of the hotel would face significant
delays. The owner and operator tried their level best to pursue the contractors to
rectify their works, however additional months were lost without success.
The owner and operator knew external help was needed if the project was to open in
time for the peak season. They engaged Brentford to execute its Snag Audit Service and
provide an assessment of the scope of snags and the projected rectification schedule.
Brentford completed Snag Audit within 5 days and provided a comprehensive snag list
along with a schedule and budget. Upon the client’s approval, a Snag Rectification
Contract was agreed and Brentford mobilized a team of 60 resources, including
supervision and tradesmen with an aim of completing the snagging of 200 rooms within
60 days.
Brentford achieved the objectives that it had set and was retained by the client not
only to rectify snags in other areas but also to complete incomplete sections of the
hotel as an interiors contractor.
Page  13

14. 4.1 Case Study – Before & After Pictures
Contractor finished product Rectified Condition
Page  14

15. 4.2 Case Study– Before & After Pictures
Contractor finished product Rectified Condition
Page  15

16. 4.2 Case Study– Before & After Pictures
Contractor finished product Rectified Condition
Page  16

17. 4.2 Case Study– Before & After Pictures
Contractor finished product Rectified Condition
Page  17

18. 4.2 Case Study– Before & After Pictures
Contractor finished product Rectified Condition
Page  18

19. 4.2 Case Study – Before & After Pictures
Contractor finished product Rectified Condition
Page  19

20. 4.2 Case Study – Before & After Pictures
Contractor finished product Rectified Condition
Page  20

21. 4.2 Case Study– Before & After Pictures
Contractor finished product Rectified Condition
Page  21

22. 5.0 References
Available upon request
Page  22

23. Brentford Group