The document provides information about R&M Property Group, a company that specializes in property investment, construction, and development. It discusses their services such as land acquisition, construction contracting through management contracting, principal contracting, and project management. They aim to help clients unlock the true value of their assets. The document also introduces the group managing director and property and construction director, outlining their backgrounds and roles within the company.

2. INTRODUCTION
At R&M Property Group, we specialise in many sectors of the property investment and
construction industries. We are influential in the sale and acquisition of land and property
for development opportunities across the UK and overseas. By choosing to buy, sell or
build with R&M Property Group, we will expose your asset to our extensive portfolio of land
buyers, developers and investment funds. This streamlined process allows us to sell or buy
your asset quicker than other mainstream outlets. Achieving a sale or purchase on the best
possible terms takes time, care and expertise. That’s why our team of consultants at R&M
Property Group, will develop and help unlock your asset’s true value. Aligned with this is our
Tier-1 level contracting experience, bringing the most cost effective design, build and delivery
process; in either a Management Contracting, Project Management or Principal Contracting
format, whichever suits each clients specific preference and requirements.

3. Thom McKenna (Nat Dip H&S, IOSH, Nebosh)
Group Managing Director
Thom is the dynamic and results driven founder of R&M Property
Group. Already successful in his leadership of R&M Developments
for over twenty years of the thirty-five year history of the
development business, he brings a wealth of experience, insight
and knowledge of the construction world and has developed
excellent industry insight and hands-on experience to structure and
deliver projects efficiently and on target. An expert in identifying
and mitigating risk.With a keen eye for aligning strategy with
the company’s vision, in recent years, he has applied his skills to
understand and adapt to the financial services sector where he
has gained responsibility for raising equity, corporate governance
secured many financial deals for projects within the Group.

4. Rick Smeaton (MCIOB)
Property and Construction Director
Rick is a recognised and experienced professional within the
construction industry with over 30 years of practical experience,
with a proven track record of working in the Public and Private
sectors, building successful teams to deliver residential, commercial
and industrial projects. Developing his construction expertise at
a handful of blue chip Construction Companies. He has a proven
ability to work effectively at all levels, clients, consultants, staff and
sub-contractors and has the capability to oversee all aspects of the
Business, whilst maintaining Key Relationships for the company.
Rick is creating growth through his ability to expand his network,
playing a major part in Land acquisition and evaluation processes, which
enables him to identify opportunities that will optimise capital returns.

5. CONTRUCTION
CONSTRUCTION SERVICES
MANAGEMENT CONTRACTING
PRINCIPAL CONTRACTOR
PROJECT MANAGEMENT

6. Commercial and residential construction is what we do best. Established in 1982, our
sister company R&M Developments Ltd is an award winning industry leader in building
& civil engineering developments based in the North West of England.
Together we bring a wealth of specialist construction experience to deliver your
investment project, with uncompromising quality on time, and to the agreed budget.
Our team identifies land with untapped transformation potential for owners, occupiers
and investors. With our senior directors having many years construction experience
from the main contracting position, we have many years’ experience in the design and
developing procedures that are needed for successful schemes during all the process
from concept, design, cost certainty to a safe quality delivery on site producing best
value for our clients.
We can also connect you with investor funding streams, before delivering the type
of project on which we’ve built our reputation as an industry innovator.
R&M PROPERTY GROUP
CONSTRUCTION

7. • Land sourcing & acquisition
• Land appraisals and valuation
• Planning advice
• Sustainability and environmental auditing
• Project design
• Pre-site clearance
• Management Contracting
• Contractor sourcing and management
• Green & Eco-friendly Building designs
and installations
• Fit-outs, refurbishment & Fixtures
and fittings
• Innovative concept, design and delivery
• Main / Principal contractor
• Project management
R&M PROPERTY GROUP
CONSTRUCTION SERVICES

8. Management contracting is a procurement
route in which the works are constructed
by a number of different works contractors
who are contracted directly to the client, via
arrangement by R&M as the management
contractor. R&M is generally appointed by
our clients early in the design process, so
that our experience can be used to improve
the cost and build-ability of proposals as they
develop, as well as to advise on packaging
(and the risks of interfaces). It also enables
some works contracts to be tendered earlier
than others, and sometimes, even before
the design is completed (for example, piling
might commence whilst the detailed design
of above ground works continues). This
can shorten the time taken to complete
the project, but does mean that there will
be price uncertainty until the design is
complete and all contracts have been let.
R&M PROPERTY GROUP
MANAGEMENT CONTRACTING

9. • Advising on the development of the brief
(if appointed at this stage)
• Advising on appointments (such as site inspectors)
• Advising on the feasibility, interfaces, build-ability,
cost and programming of the design
• Advising on statutory approvals
• Defining key performance indicators for works contractors
• Advising on the need for mock ups, samples, tests
and inspections
• Acting as the principal contractor
• Cost planning and cost control
• Preparing a construction programme and defining
methods of working on site
• Advising on the packaging of production information
• Tendering works contracts
• Consenting to sub-contracting of work by works
contractors
• Arranging for site accommodation, welfare
facilities, fences, hoardings, roads and walkways,
drainage, power and water supply
• Co-ordinating setting out
• Arranging labour for certain site activities
(such as cleaning)
• Managing site inspectors
• Co-ordinating the release of information
• Managing and co-ordinating works contracts, including
acting as contract administrator, carrying out inspections,
issuing instructions and certificates etc
• Co-ordinating the work of statutory undertakers
Management contracting differs from construction management in
that management contractors contract works with contractors directly,
whereas construction managers only manage the trade contracts, the
contracts are placed by the client.
In legal terms, the management contractor is acting as a principal
whereas the construction manager is acting as an agent. This means
that on a management contract, the client only has one contract to
administer (whereas with construction management there can be
many contracts for the client to administer.
The agreement between client and management contractor is likely to
cover both pre-construction and construction activities, with a notice to
proceed between the two, before which works contracts cannot be let.
Key aspects of Management Contracting
• Plan
• Monitor
• Advise
• Facilitate
The most important aspect
of selecting the management
contractor is the quality and cost
of the project management team
they put forward. The team leader,
the financial manager and the
planner are crucial throughout the
process as is the field production
manager during the construction
stage. The management contractor’s
staff costs during construction
are likely to be between 5% and
7% of construction costs, but
the quality and effectiveness of staff
could easily change the financial
outcome of entire project by 10%

10. Acting as principal contractor, R&M Property Group are the contractor with control over the
construction phase of a project involving more than one contractor. They are appointed in
writing by the client (commercial or domestic) to plan, manage, monitor and coordinate health
and safety during this phase.
The CDM Regulations place responsibility for managing the health and safety of a construction
project on three main duty holders. The client has overall responsibility for the successful
management of the project, and is supported by the principal designer and principal
contractor in different phases of the project.
For the successful delivery of a project, good working relationships between the duty holders
are essential from the start.
R&M PROPERTY GROUP
PRINCIPAL CONTRACTOR

11. • The client ensures that the construction project is set up
so that it is carried out from start to finish in a way that
adequately controls the risks to the health and safety of
those who may be affected
• The principal designer manages health and safety in the
pre-construction phase of a project. The role extends to
the construction phase through the principal designer’s
duties to liaise with the principal contractor and ongoing
design work
• The principal contractor manages the construction
phase of a project. This involves liaising with the client
and principal designer throughout the project, including
during the pre-construction phase
• Depending upon the nature of the project, the principal
designer and principal contractor may be supported
by designers, contractors and workers. There are
two important phases of a project: before and during
construction or building work
• The pre-construction phase: the inception, design and
planning stage of a project (before the construction
or building work starts), although it is acknowledged
design and planning continues into and through the
construction phase
• The construction phase: the start-to-finish stage of
the construction or building work. Even the simplest
tasks, such as arranging routine maintenance or Minor
building work, require adequate time to plan and
manage the work safely
• Planning: preparing a construction phase plan that ensures
the work is carried out without risk to health or safety
• Managing: implementing the plan, including facilitating
co-operation and co-ordination between contractors
• Monitoring: reviewing, revising and refining the plan and
checking work is being carried out safely and without
risks to health
• Securing the site: taking steps to prevent unauthorised
access to the site by using fencing and other controls sitors
LIAISE WITH THE OTHER DUTY HOLDERS
As the principal contractor, you must work with the client
and principal designer throughout the duration of the
schemes delivery. Talk to the client about their needs
and expectations for the project to better understand the
project requirements. R&M Property Group check and
ensure that the client is aware of their CDM 2015 duties.
This will give you the opportunity to ask questions and
offer suggestions to better plan and manage the design
and the health, safety and welfare. Where the site is part
of an occupied building or structure we will need to liaise
with the client and their existing contractors, such as those
responsible for facilities management.
If the client requires their contractors to work at or access
your site then they have a duty to liaise and co-operate
with you in order for you to manage health and safety risks.
R&M will liaise and co-operate with the principal designer,
who is responsible for managing the preconstruction
phase and design work during construction, and share
any information which may be relevant to help them
consider health and safety in their design. R&M are able
to use our experience to discuss construction methods
and opportunities to enhance worker health and safety
during the design development. We also have the resources
to offer the principal design role in house with our own
architects service.
MANAGE THE CONSTRUCTION PHASE
Planning is an essential part of managing a construction
site and should start as early as possible to identify health
and safety risks, control measures and resources needed to
reduce or eliminate them. Our approach takes place for all
phases of the construction work.
We think about how we will monitor site health and safety
standards and control measures so that they remain
effective. When identifying appropriate control measures, find
out if the work could be avoided or done in a different but
safer way. If not, see how you can reduce the risks through a
variety of means. Use of personal protective equipment (PPE)
must be a last resort. This approach is known as taking into
account the general principles of prevention.

12. PREPARE THE CONSTRUCTION PHASE PLAN
R&M draw up a plan which describes how health and
safety will be managed during the construction phase. Pre-
construction information you have received and any client
requirements you have established will help in drawing up
the construction phase plan.
THE PLAN SHOULD BE:
• Proportionate to the size and nature of the work,
and the risks involved
• Workable and realistic
• Sufficiently developed to allow work to start on site
• Regularly reviewed and added to as new trades start
Before work on site can start the client has to ensure that
the construction phase plan has been drawn up. The plan
must be developed as soon as practical before setting up
the construction site and starting the work, so that it can
take into account early issues such as site set up, welfare,
and other initial work such as demolition or stripping out
the building. The nature of construction work means that
some contractors may not havebeen appointed before the
work on site starts, so the construction phase plan must be
updated with risk control information when it is known, and
before the contractors start work.
ENSURE WELFARE FACILITIES ARE PROVIDED
We are responsible for ensuring welfare facilities are
provided and are suitable and sufficient for the size
and nature of the site. They must be available as soon
as the work starts and remain until the construction
work is completed.
Principal Contractor must ensure a suitable site induction is
provided to every site worker. The induction should be site
specific and be relevant to the size and scope of the work,
and level of risk involved.
The following induction topics should be considered:
• Senior management’s commitment to health and safety
• An outline of the project
• Management of the site, for example who the site
manager is
• Site-specific health and safety risks, for example any
requirement to work near overhead cables
• Control measures on site, for example site rules, vehicle
and pedestrian segregation, PPE, temporary electrics,
and site restrictions such as delivery arrangements
• Dealing with emergencies including first aid arrangements
• Accident and incident reporting arrangements
• Training details, for example provision of toolbox talks and
task briefings
• Arrangements for consulting the workforce on health
and safety
• Individual workers’ responsibility for health and safety
A site induction should also be provided to those not
regularly working on site, such as the client or architect, and
be tailored to suit the nature of their visit and knowledge of
the project.
SECURE THE SITE
We must ensure that reasonable steps are taken to prevent
unauthorised access to the site. Close co-operation between
the client or others when working in occupied or shared
premises will help achieve this objective. The site boundaries
should be clearly marked out using suitable means depending
upon the risk, such as signage or fencing. You must consider
the surrounding area and the site’s proximity to others, such
as local residents, schools, shops, public roads and footpaths.
We must leave the site in a safe condition at the end of the
day and ensure that any existing occupiers are not put at risk
while your work is in progress. Any occupiers will need to
know of, and co-operate, with your plans.

13. R&M PROPERTY GROUP
PROJECT MANAGEMENT
Traditionally (depending on what project
management methodology is being
used), project management includes a
number of elements: four to five project
management process groups, and a control
system. Regardless of the methodology or
terminology used, the same basic project
management processes or stages of
development will be used.
Major process groups generally include:
• Initiation
• Planning
• Production or execution
• Monitoring and controlling
• Closing

14. PLANNING
After the initiation stage, the project is planned to an
appropriate level of detail. The main purpose is to plan time,
cost and resources adequately to estimate the work needed
and to effectively manage risk during project execution.
As with the Initiation process group, a failure to adequately
plan greatly reduces the project's chances of successfully
accomplishing its goals.
Project planning generally consists of:
• Determining how to plan (e.g. by level of detail or Rolling
Wave planning)
• Developing the scope statement;
• Selecting the planning team
• Identifying deliverables and creating the work breakdown
structure
• Identifying the activities needed to complete those
deliverables and networking the activities in their
logical sequence
• Estimating the resource requirements for the activities
• Estimating time and cost for activities
• Developing the schedule
• Developing the budget
• Risk planning
• Developing quality assurance measures
• Gaining formal approval to begin work
PROJECT DOCUMENTATION
Documenting everything within a project is key to being
successful. In order to maintain budget, scope, effectiveness
and pace a project must have physical documents pertaining
to each specific task. With correct documentation, it is easy
to see whether or not a projects requirement has been met.
To go along with that, documentation provides information
regarding what has already been completed for that project.
Documentation throughout a project provides a paper trail for
anyone who needs to go back and reference the work in the
past. In most cases, documentation is the most successful way
to monitor and control the specific phases of a project. With
the correct documentation, a projects success can be tracked
and observed as the project goes on. If performed correctly
documentation can be the backbone to a projects success.
MONITORING AND CONTROLLING
Monitoring and controlling consists of those processes
performed to observe project execution so that potential
problems can be identified in a timely manner and corrective
action can be taken, when necessary, to control the execution
of the project. The key benefit is that project performance is
observed and measured regularly to identify variances from
the project management plan.
Monitoring and controlling includes:
• Measuring the ongoing project activities ('where we are')
• Monitoring the project variables (cost, effort, scope, etc.)
against the project management plan and the project
performance baseline (where we should be)
• Identifying corrective actions to address issues and risks
properly (How can we get on track again)
• Influencing the factors that could circumvent integrated
change control so only approved changes are
implemented
CLOSING
Closing includes the formal acceptance of the project and the
ending thereof. Administrative activities include the archiving of
the files and documenting lessons learned.
This phase consists of:
• Contract closure: Complete and settle each contract
(including the resolution of any open items) and close each
contract applicable to the project or project phase.
• Project close: Finalize all activities across all of the process
groups to formally close the project or a project phase

15. • Also included in this phase is the Post Implementation
Review. This is a vital phase of the project for the project
team to learn from experiences and apply to future
projects. Normally a post implementation review consists
of looking at things that went well and analyzing things that
went badly on the project to come up with lessons learned.
PROJECT CONTROLLING AND PROJECT
CONTROL SYSTEMS
Project controlling (also known as Cost Engineering) should
be established as an independent function in project
management. It implements verification and controlling
function during the processing of a project in order to
reinforce the defined performance and formal goals.
The tasks of project controlling are also:
• The creation of infrastructure for the supply of the right
information and its update
• The establishment of a way to communicate disparities
of project parameters
• The development of project information technology
based on an intranet or the determination of a project
key performance indicator system (KPI)
• Civergence analyses and generation of proposals for
potential project regulations
• The establishment of methods to accomplish an
appropriate project structure, project workflow
organization, project control and governance
• Creation of transparency among the project parameters
• Fulfillment and implementation of these tasks can be
achieved by applying specific methods and instruments of
project controlling
Control systems are needed for cost, risk, quality,
communication, time, change, procurement, and human
resources. In addition, auditors should consider how
important the projects are to the financial statements, how
reliant the stakeholders are on controls, and how many
controls exist. The process of development and the quality
of the final product may also be assessed if needed or
requested. A business may want the auditing firm to be
involved throughout the process to catch problems earlier on
so that they can be fixed more easily. An auditor can serve as
a controls consultant as part of the development team
or as an independent auditor as part of an audit. Businesses
sometimes use formal systems development processes.
These help assure systems are developed successfully.
R&M PROPERTY /GROUP PROJECT
MANAGERS FOCUSES & STRATEGIES
WORKING WITH CLIENTS
R&M Property Group have a core set off highly qualified and
experienced project managers, who are all exemplary in Risk
& Value Management, Project Planning, Control & Analysis
and Project Team & Leadership Development. These provide
a common skills set for all our Project Management teams
and are all reportable upstream to R&M Property’s senior
directors on a weekly and monthly basis.

16. STRATEGIC PROJECT MANAGEMENT
Our aims are to develop for our clients generic and specific
advanced project management plan covering both the
production and business management remits. It will
provide a basis for critical thinking and analysis, cognisant
of the three core drivers of: sustainable development,
internationalisation, enterprise and employability.
PROJECT PLANNING, CONTROL
AND ANALYSIS
At this point our PM is concerned with developing the
planning, control and analysis our clients development, in
the context of scheduling resources in very often complex
projects. A holistic approach of planning complex projects,
and focus on the selection and application of internationally
accepted tools, technologies, and techniques requisite for
sustainable planning.
RISK AND VALUE MANAGEMENT
Our PM will build upon, and add to, the knowledge gained
in the study of above in order to develop a co-ordinated
professional approach to the assessment and management
of risk and value in relation to engineering and management
processes, security and insurance off the clients scheme.
Many year’s experience working on the principal contractor’s
side by our senior managers and directors is invaluable here
for our clients.
HEALTH AND SAFETY MANAGEMENT.
This area our managers will consider the requirements
and applications of health, welfare and safety legislation
relevant to the clients construction, engineering and
associated industries. The team will seek to analyse and
appraise the development of systems and cultures in the
management and control of safety and health with particular
emphasis upon human factors and continuous improvement
processes. R&M have set high levels off industry Health
& Safety standards, with many awards and recognition
collected. Everybody conforming is expected every time in a
proactive, positive aptitude, attitude and holistic approach.
ADVANCED CONSTRUCTION TECHNOLOGY
Our Project Management team considers the development
of construction techniques and processes with regard to the
production of buildings subject to contemporary industry
and project environments. It will seek to extend knowledge
of sustainable practices with regard to the use of materials,
advanced technologies and the assembly of components.
They will seek to develop the study and analysis of the
production process and debate how the use of technology
can reduce failures and defects, increase efficiency and
ensure zero carbon construction. All green and eco-friendly
possibilities will be reviewed at this time in line with our
green and eco friend policy.
PROJECT TEAM AND LEADERSHIP
DEVELOPMENT
The project team will provide the opportunity to evaluate
the role of the Project Manager regarding human aspects
of project management, including his/ her’s team skills and
leadership. Reflective learning for our business, personal,
educational, career & business development. All personnel
are supported in developing and understanding the
contribution that reflective review, and action planning may
make to everybody’s learning and personal development,
with emphasis placed upon transferability into the workplace
for each client and future projects.

17. HIGH RISE RESIDENTIAL
STUDENT ACCOMMODATION
CHANGE OF USE/PERMITTED DEVELOPMENT
HOTELS
HOUSING

18. THE EDGE, LIVERPOOL
Design and the construction of 231 student apartments in Liverpool City Centre.
The building is a five – eight storey concrete/timber frame structure clad in
facing brick work, metal cladding with aluminium and upvc windows aluminium
curtain walling and will contain studio apartments all with ensuite bathrooms,
shared communal kitchens, a residents gym and office support facilities.
HIGHRISERESIDENTIAL

19. X1 AIRE, LEEDS
The development consists of 147 apartments with a mix of one and two bed
units together with office space and a private residents’ gym. The structure of the
building is constructed from a reinforced concrete frame with a post tensioned
reinforcement design to help improve the floor to ceiling height accommodation
space. The frame is by a combination of materials ranging from masonry
brickwork and trespa clad boarding which provide the breaks in the building mass
to enhance the individual balcony space, the mix of trespa colours help bring its
own individuality to the building. Aluminium windows again help puncture the
spans of brickwork. The lower ground floor main entrance elevation is treated in
a timber cladding to soften the approach along the East street scene. The palate
of both soft and hard landscaping for the works follows the existing street scene
concept established by previous developments consisting of a mix of block paving,
tarmac and grass and soft planting. A double height steel structure frame creates
the car parking provision, developed at the rear of the building to provide 118
secure spaces with the lower floor hidden by retaining wall structures.
HIGHRISERESIDENTIAL

20. Design and construction of a new six storey student accommodation scheme
containing 103 ensuite studio bedrooms, ancillary accommodation including
offices, management suite and residents hub together with associated external
works, drainage and utility services. The scheme is constructed in a lightweight
steel frame with composite concrete floor slabs on piled foundations and clad in
a mixture of facing brickwork, zinc cladding, aluminium cladding and aluminium
windows and curtain walling.
HANNAH COURT, SHEFFIELD
STUDENTACCOMMODATION

21. CHANGEOFUSE
A refurbishments of an existing 14 storey, 1960’s office building with steel
frame extension at roof level, creating a 15th floor. Full façade replacements
and interior fit out to create 368 studios.
The contemporary studios are fitted with ultramodern kitchens, en-suite
bathrooms and a space-saving foldable double bed with integrated sofa.
The apartments also include free high-speed 100mb broadband, Wi-Fi and
a flat screen smart TV as well as communal areas such as a study hub ad
leisure facilities.
TELEPHONE HOUSE, SHEFFIELD

22. Design and the construction of a new archive facility consisting of a three
storey building incorporating archive store to the top two floors and multi-
purpose space to the ground floor including foyer reception with café,
exhibition space, learning zones, enquiries office and secure search room,
conservation studio. The three storey reinforced concrete frame structure is
clad with SFS framing to the inner wall, and clad externally with perforated
aluminium panels. The internal environment is strictly controlled and air
conditioned to provide conditions suitable for achieve materials.
WEST YORKSHIRE
HISTORY CENTRE, WAKEFIELD
COMMERCIAL

23. Construction of the new BDP headquarters building in Manchester, part of the
250m Town Centre Securities landmark city centre mixed-use scheme. The scheme
compromises part of approximately 400,000sq ft of office accommodation contained
in a variety of new and historic buildings at the city centre site. Works started on
the striking five-storey, 31,450sq ft office building in 2006 and involved complex
temporary and permanent work solutions to construct the concrete frame. The
dramatic cantilevered glazed staircase highlights the circulation of people throughout
the six storeys, with studios crowning the top of the building. The building combines
cutting edge innovative design concepts with sustainable construction materials
including high quality exposed concrete soffits and columns. Schuco curtain walling
is combined with FSC cedar boarding and stainless steel to create the façade and rood
while ETFE dome-shapes rood lights on hydraulic rams link to the BMS. Rooflights,
hoppers and the mass of concrete for cooling aided the building’s low energy usage.
The BDP offices were the first naturally ventilated commercial office building in
Manchester to achieve the much coveted 2006 BREEAM excellent rating
for environmental sustainability.
BDP OFFICES, MANCHESTER
COMMERCIAL

24. HILTON, LIVERPOOL
HOTELS

25. HEYWOOD BARNS, NETHER ALDERLEY
HOUSING
CROWN FARM, PICKMERE ST ANNES, FAIRHAVEN ROAD

26. In conjunction with our Environmental Policy R&M Property
Group has put together a Sustainability Plan to help the
company take meaningful action in terms of promoting
sustainable behaviour across its business activities.
It covers:
• Sustainable consumption
• Climate change and energy use
• Natural resource protection and environment
enhancement
• Waste production
The Sustainability Plan reflects acknowledged impacts
associated with the company’s business activities and
current specific objectives and targets. The Sustainability
Plan is reviewed and updated together with the Carbon
Footprint Statement at least once a year as part of the
company’s annual management review, in line with its
quality management system. It would also be reviewed
in response to any significant change in company
activities or the requirements of a specific contract.
RECYCLED PRODUCT – Ecocem
R&M Propoerty Group is at the forefront of using
recycled products whenever possible. This year the
company has started to replace traditional Portland
cement with Ecocem GGBS on all 2017 projects.
Ecocem is a recycled product with a very low
environmental impact which can contribute to LEED
and BREEAM green building rating systems.
As its chemistry is slightly different to Portland cement, it
also provides additional durability benefits to concrete,
such as improved resistance to sulphate attack, acid attack,
and chloride attack. It also gives concrete greater long-term
strength and because of its whitish colour, it gives concrete
a lighter, cleaner appearance.
Ecocem GGBS is increasingly being specified for its technical,
environmental and aesthetic qualities by engineers,
architects and the construction industry. View the approval
certificate for Framework Standard for Responsible Sourcing
Certificate here.
RECYCLING PROCESS
R&M Propoerty Group has pioneered the recycling of
materials from excavation or demolition projects over many
years. Using latest equipment, masonry and other materials
are crushed ready to take to the company’s recycling yard
and transfer station. The products are then reformulated
and reused on new schemes as part of a continuous
commitment to reducing the company’s Carbon Footprint.
R&M Propoerty Group is a member of the Achilles’
compliance network.
APPRENTICESHIP TRAINING
R&M Propoerty Group has established a training
partnership with a company called Greater Manchester
Construction Training. This helps the company tackle issues
around skills shortages and offer career paths to young
trainees to become the skilled operatives of tomorrow.
R&M PROPERTY GROUP
ENVIRONMENTAL POLICY AND SUSTAINABILITY PLAN

27. R&M PROPERTY GROUP
PRICING APPROACH
TRANSPARENT COSTING ADVICE
R&M Property Group can use an Open Book approach
to costs, which means all costs are presented to clients
for review before acceptance. Every scheme can be
developed collaboratively in this way, working with the
design team and client to agree the scope and cost
of the project before entering into contract. Project
risks are discussed upfront, with mitigation strategies
agreed. This means that the client will receive a
compliant bid, rather than exclusions and clarifications.
Once the contract is agreed there are two options.
R&M Property Group close the book at which point
the client knows that the scheme will be delivered at
the agreed cost, with the exception of any variation
works requested and risks they have decided to take
responsibility for. (Any overspend will be paid for by
the contractor). Or the contract can continue as Open
Book and the client pays actual costs. (Any savings or
overspend will go to the client).
BENEFITS OF OUR APPROACH
• Maximum price agreed at the outset (subject to
variations and risk)
• All costs visible and transparent
• All rates are available to the client for review (rather
than a priced scope of works)
• Client limits their exposure to risk
• Collaborative approach to designing and delivering
the schemey
• Early engagement of contractor and specialist
subcontractors means that the initial designs
will be much better developed, reducing design
development costs and variations once on site.
• Market testing and multiple quotes will show that
the scheme is being procured at competitive rates
• Reduced scope for potential conflict between parties
• Predictable cash flow forecast

28. CONTACT US
www.randmproperty.co.uk
E. thom@randmproperty.co.uk | E. rick@randmproperty.co.uk
Wilmslow T. 01625 403 008 | Manchester T. 0161 459 4277
R&M Property Group Ltd, The Colony HQ, Altrincham Road, Wilmslow, Cheshire SK9 4LY
R&M Property Group Ltd, Avenue HQ, 17 Mann Island, Liverpool Waterfront L31BP