Luxury Hotel Lounge Refurbishment

Aims and Objectives

Description of the Works:

Decorating of all walls and ceiling to include wall papering. Supplying and installing new bespoke zebra granite countertops and workspaces. New luxury bespoke joinery for the kitchen and reception. Electrical works including new light fittings, DSSO’s and data points. Create a new bulkhead above the kitchen space with allowance for all AC and ventilation services to remain and be encased. French polishing on the skirting doors and panelling, and the flooring was stained.

Client Brief:

A written brief was not provided by the client, but an image of the required joinery was provided. Tesla Group were invited to visit the hotel and walk through the works to understand the requirements. We were then to compile our understanding of the specification on our own quotation. This was then refined and amended to produce the final client brief.

Aims and Objectives at the outset:

The client is one of the most luxurious five-star hotels in London and the Executive Lounge is reserved for the most important of their clientele. The aim was to provide a soft refurbishment that will still transform the appearance and feel of the lounge.

Implementation

Pre-Construction Services:

A meeting was held between the Tesla PM, Site Foreman, Client’s agent and the Director of Engineering at the hotel. The scope of works was reviewed in line with our quotation and details agreed with the management of all clients appointed sub-contractors to the project. This was minuted and circulated by the client’s agent.

Construction Phase Health and Safety Services:

The following pre-contract documents were issued:

• CDM Documents
• HSE File
• Construction Phase Plan
• Programme of Work
• Full Design package
• RAMS
• Pre-Start Meeting Minutes

A full construction phase plan was also issued to the client and kept on site as per CDM Requirements.

Cost Planning and Management:

There were no provisional sums within the contract sum. The project was to be undertaken on a fixed price basis. Tesla Group would issue a fixed cost quotation for any additional works requested by the clients representative or the client. These would be sent via email to the clients representative only and we would receive an email confirmation by reply to proceed.

Specific working methods for providing and maintaining high customer satisfaction:

A site foreman was appointed to oversee works on site. Whilst he was a working foreman one of his responsibilities was for continual snagging. He would ensure that the quality of works was to a high standard throughout the project.

In addition to this the project PM would review the works twice a week. Looking at the deliverables and installations completed to ensure standards are maintained.

All joinery items were ‘test’ assembled in the Tesla workshop prior to delivery to make sure they are correctly manufactured and without fault. This would also ensure that installation on site could be completed as efficiently as possible.

Details of trades and disciplines subcontracted out and how suppliers were managed:

Tesla Group Ltd were responsible for the overall programme of works, including all of The client’s own contactors. These were the upholsters, carpet fitters and curtain installers. We would also oversee the delivery of client supplied goods, this included the pendant light fittings, a bespoke joinery screen and other furniture.

All the client’s contractors were approached prior to the commencement of works to ensure the brief and scope were understood by all parties and the programme of works was achievable. Works on site would be reviewed and snagged and Tesla would ensure any remedial works were completed to a satisfactory standard.

Tesla would also liaise with the hotels own supply chain as well as manufacturers to ensure the client supplied goods were received in a timely manner and in line with the programme

Details of meetings, communications, and interactions between all parties:

During the works weekly site meetings were held with the Tesla Group Ltd project manager and all on site staff. These meetings would discuss progress, any programme issues, quality of works, HSE and any safety concerns, any client variations not notified directly to the PM by the client, risk management, staff housekeeping, and any other issues or points for note.

Every week a separate site meeting would be held with the Tesla Group Ltd PM, and the clients representative to view the works, discuss programme and risk management, and to assess the quality of the deliverables. This was minuted by the the clients representative and circulated to all parties

Description of approach to handover:

On this project, 1 week prior to the completion date the Tesla Group PM would commence internal snagging and liaise with the foreman about any issues noted. On the final day of the project the client’s representative attended to snag the project and circulated a photo record of any snags identified. These were completed over the final weekend so that handover could be achieved still on Monday 27th January.

Following completion, a post project evaluation meeting was held in which feedback was provided. The only required training was how to open the cupboards and shelves in our joinery as there was no visible ironmongery. This training was delivered directly to the head of the service team in the club lounge and a video record was taken.

A full O&M file was then drafted and all certificates collated and supplied to the client for their records.

Outcomes

How successful was the project:

The hotel were exceptionally pleased with the outcome of the project. The hotel could re-open the Exec Lounge to paying guests on time which was their main concern on commencement of the works.

Were there any variations to the delivery of the project that caused a cost time variation:

There were no variations to the project that had an impact on time. The client requested that we undertake some additional decorating within the washrooms linked to the Exec Lounge and this was resourced with additional manpower. There was also an issue of damp found on one of the walls once the old wallpaper was stripped off. This was investigated and repaired within the agreed period of work.

Lessons Learnt:

The main learning outcome on this project was around the management of client subcontractors. Although aware of the project the client’s upholstery contractor was issued a PO from the hotel late and therefore failed to collect the furniture on time to commence their works. To ensure there was no delay to the project Tesla staff assisted greatly in the removal of the furniture from the hotel to the upholsterer’s workshop.