Prestigious Club Refurbishment

Aims and Objectives

Description of the Works:

The refurbishment project was comprehensive, addressing both cosmetic and infrastructural enhancements to eight high-profile rooms and their adjoining corridor. The project included the installation of high-end, noise-cancelling wall panels, custom-designed art deco furniture pieces, and state-of-the-art lighting systems that could be controlled via in-room tablets. Flooring was replaced with handcrafted parquet that matched the original style but incorporated modern durability standards.

Client Brief:

The client sought to elevate the guest experience significantly by integrating modern luxuries into traditionally styled rooms without compromising the club’s historic essence. High importance was placed on technological integration, which should remain intuitive and unobtrusive, enhancing guest comfort without visible modern intrusions.

Aims and Objectives at the outset:

The goal was to refurbish the rooms to a standard befitting the club’s prestigious reputation, meticulously curating every aspect of the guest experience to provide luxury, comfort, and a seamless blend of old-world charm with cutting-edge technology.

Implementation

Pre-Construction Services:

This phase involved detailed risk assessments, including structural integrity checks using non-invasive techniques to preserve the building’s fabric. Historical preservation experts were consulted to ensure all planned modifications met stringent heritage conservation standards. Advanced 3D imaging and modelling technologies were utilised to simulate the results and tweak designs before physical work commenced.

Construction Phase Health and Safety Services:

A zero-accident policy was enforced through rigorous safety protocols, including regular audits and the use of wearable technology to monitor worker fatigue and stress levels. The construction area was isolated from the rest of the club to prevent any disturbance to daily operations, with all work scheduled around the club’s peak hours to minimise the impact on guests and staff. The following pre-contract documents were issued:

• CDM Documents: Comprehensive documentation as required by the Construction (Design and Management) Regulations ensured that all health, safety, and welfare aspects of the construction work were planned, managed, and monitored from start to finish.
• HSE File: A Health, Safety, and Environment file containing critical information about the project necessary for ensuring safe working conditions and compliance with health and safety laws.
• Construction Phase Plan: A detailed plan outlining critical aspects of how the construction phase would be managed, including timelines, resources, and processes to ensure project objectives were met safely and efficiently.
• Programme of Works: A schedule detailing the sequence and duration of all construction activities, providing a roadmap for project completion within the agreed timelines.
• Full Design Package: Complete architectural and engineering designs and specifications for the refurbishment, including detailed drawings, materials specifications, and integration plans for modern technologies.
• RAMS (Risk Assessment and Method Statements): Documentation identifying potential hazards and detailing procedures and control measures to mitigate risks associated with the construction activities.

These documents collectively ensured that the project was well-defined, risks were managed effectively, and all parties involved had a clear understanding of their roles and responsibilities, contributing to the project’s success.

Cost Planning and Management:

Weekly site meetings were held with the client’s representative, our Director, and the Project Manager. In these meetings, progress was discussed, as well as any issues that had arisen that week, any additional items that needed to be carried out, and programme updates.

The client would have weekly meetings with the PM and Site Foreman, during which we would manage and track costs. All Provisional Sums would be converted into fixed costs and agreed upon directly with the client. Tesla Group would also issue a fixed-cost quotation for any additional works requested by the client. These were approved by return via email. Overall, once all Provisional Sums were expended and all additional work completed, the project came in under budget.

Specific working methods for providing and maintaining high customer satisfaction:

An on-site client liaison officer was appointed to act as the direct line of communication between the construction team and the club management. This role was pivotal in ensuring client expectations were met continuously throughout the project and that adjustments were made swiftly to accommodate any changes in the project scope or design.

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

Tesla Group Ltd was responsible for the overall programme of work.
Before the work commenced, meetings were held with the client’s contractors to agree on the programme and how the project would be delivered logistically. Discussions were also held on how we could assist each other in the works, and a good working relationship was established. All works were agreed upon to ensure the brief and scope were understood by all parties and that the programme of works was achievable. Works on site would be reviewed and snagged, and Tesla would ensure that any remedial work was completed satisfactorily.

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 discussed progress, programme issues, quality of works, HSE and safety concerns, client variations not notified directly to the PM by the client, risk management, staff housekeeping, and any other issues or points for note.

The PM would also carry out a weekly inspection of the works, take a full photo log, and record it. The client would receive a weekly email providing an update on progress. Every four weeks, the Company Directors would inspect the site to review compliance with all CDM requirements, HSE regulations, and Quality Control and Management. These inspections were not preplanned.

Description of approach to handover:

The handover process was carefully staged. It started with a soft launch, during which club management could experience the rooms in use and ensure all functionalities met the specified requirements. This was followed by a formal handover, which included detailed documentation of all systems and training for club staff on the new features.

Following completion, a post-project evaluation meeting was held, during which feedback was provided. A full O&M file was then drafted, and all certificates were collated and supplied to the client for their records.

Outcomes

How successful was the project:

Feedback from club members and guests has been overwhelmingly positive, particularly the flawless integration of modern elements within the historical context. The project has led to increased bookings and has been cited as a benchmark for future refurbishments within the heritage property sector.

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

Various complexities and challenges occurred during the project, as you would expect with a project of this size and type. Any issue that arose was dealt with through prompt communication between all parties involved so as not to impact the overall costs of the work or the time in which the project was delivered.

Lessons Learnt:

Communication is vital to the successful delivery of any project. It is paramount to ensure that all information is correctly and appropriately communicated so that it can be digested and understood by all parties involved. In this project, the client was very hands-on and would attend the site frequently. This is not always the case, and Tesla Group is aware of the importance of making all communication relevant to the project to avoid creating obstacles in delivery.