The John Rowan and Partners magazine | Issue 10
Together we can build back better
ALSO INSIDE...
Are JVs still relevant in a post-Covid world?
The importance of Social Value, with Ken Morgan +
jrp.co.uk
Hospitality: Delivering in a Pandemic
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INSIGHT Contents
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Inside this edition 4 We asked you what you thought of us. Here’s what you said… 10 Insight series: The importance of Social Value 12 Blowing the trumpet: A quick look at some of our latest successes 14 Insight series: Are JVs still relevant in a post-Covid world?
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16 Tim Young on the pressure of procurement 18 Education and building for learning 20 Hospitality: Delivering in a pandemic 22 Update from Chairman Mash
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“We must make sure the young people who live within the sector we work in don’t miss out, and with so many different companies working within affordable housing, I firmly believe that as a sector we could really make a difference!”
Ken Morgan, Partner and Head of the Public Sector Regeneration team on the role of mentoring. John Rowan and Partners John Rowan and Partners is an award-winning property and construction consultancy specialising in the delivery of cost management, project management, building surveying, health and safety, sustainability advice and strategic asset management services to all areas of the construction and property industry. jrp.co.uk 2
Stat of the month:
95%
of clients said they would recommend us.
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Welcome to the latest edition of Insight. While I’m sure most of us will be pleased to see the back of 2020, there are some positives and we should certainly celebrate our industry’s resilience and ability to adapt and overcome. Like many companies, we had already embraced agile working and so in fact our initial ‘test day’ for people working at home was so successful, no one had to come back in! It’s certainly changed the way our industry lives and works forever, but now we need to check on the impacts. The mental health and wellbeing of our staff is incredibly important to us and we are reviewing the effect on work-life balance. Yes, people are at home more, but are they also working more? We also need to think about our graduate training and the next generations of construction professionals. Young people need access to mentors and the learning experience that comes with being on site or in an office environment. In this edition we show you what we’ve been up to this year, your feedback from our latest client survey, how the hospitality and education teams kept projects on track and we look at the role of Joint Ventures in a post-pandemic world. So, while we are cautious about what 2021 will bring, we’re looking forward to it. At the end of the day, we must move forward, the UK desperately needs more housing, landlords need compliance and future events such as the 2022 Commonwealth Games need hotel venues. I hope you enjoy the edition. Gurpal Virdee Managing Partner 3
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2020 Client survey F I N D I N G S
Strengthening Relationships
Relationships are at the heart of our business, and your feedback matters to us. This year we asked our clients and partners to share their thoughts and opinions with us. Thank you so much to everyone who responded. We thought you might be interested to see some of the findings...
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We’re pleased to say that the overwhelming picture for us is one of positivity.
82% say that we have a ‘Strong’ or ‘Very Strong’ image and reputation.
95% of clients said they would recommend us.
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YOU TOLD US WE OPERATE WITH PROFESSIONALISM, RELIABILITY AND FRIENDLINESS, VALUES THAT HAVE BEEN CORE TO OUR BUSINESS SINCE IT WAS FOUNDED NEARLY 40 YEARS AGO.
What you associate with us... Approachable
Friendly
Collaborative
Professional Experts
Reliable
43% 6
Personable
Knowledgeable ‘Professional’ is the most widely used term to describe John Rowan and Partners, followed by ‘Reliable’ and ‘Friendly’.
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What you are interested in...
Tall Building Compliance
Strategic Asset Management
Joint Venture Management
Asbestos Compliance
Bank Monitoring
Latent Defects
THE GOOD NEWS IS THAT THESE ARE ALL AREAS WE HAVE EXPERTISE IN AND ARE READY TO SUPPORT YOU WITH
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How can we support you? Over half of you said your needs are changing and you need greater support with compliance services. The good news is we are perfectly placed to support you and will be updating you on all our available services soon! You also want a faster response to your needs – a more dynamic, proactive approach.
Clients have the greatest need for Fire Compliance Services and want to understand more about the service.
95% Out of all our services our clients have the greatest need for site inspectors.
Many of you also have a need for Tall Building Compliance and want to know more about how we can support you.
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OUR PROMISE Inform We will make sure we let you know about our specialist services and the support we can provide.
Review We will continue to monitor, review and improve our services to ensure you are always getting the best from us.
Deliver We will ensure that we continue to deliver the very best projects, places and people.
Value We will continue to live by the values that form the core of our business.
We live by our values – People thinking about people
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Delivering
S O C I A L VA L U E THROUGH MENTORING John Rowan and Partners has issued a challenge to companies working within the public sector to rethink how they can support the emerging new generation of workers in a post-lockdown world. It’s great for the construction sector to be embracing the idea of ‘building back better’ but Ken Morgan, Equity Partner and Head of the Public Sector Regeneration team, has an idea of what ‘better’ could actually look like…
Now that the construction industry is beginning to ramp up its work programme, we don’t want to lose sight of what building back better could mean in the public sector, particularly for the young people that live and work within the communities we work in. The public sector has a long history of promoting social value through procurement but we feel now is the time to make this even more robust and really define what value we can provide to the communities that really need it. 10
Don’t underestimate the value in mentoring
Covid makes this even more important.
There are many ways that businesses like ours can help communities – whether it’s working with local schools or colleges to provide work experience or CV writing workshops, participating in mentoring programmes or joining forces with organisations like the Construction Youth Trust.
We are in a world now where unemployment is rising, businesses are folding, and others are merging to try and save costs. The same is true for our clients, such as housing associations, and there’s a real need to address the skills and experience gap this environment creates – and that doesn’t only apply to young people who are just starting out on their career journeys.
The construction industry has a great history in sharing its skills and expertise with the wider community, but the impact of
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Use your professional skills Putting our ‘money where our mouth is’, we have been working with the Housing Diversity Network (HDN) to help mentor people working in the housing sector. Made up of housing associations, the HDN is a social enterprise that aims to inspire and empower people, promoting equality, diversity and opportunity for all. It uses mentoring as a way of enabling individuals to tap into the experience of people already working in similar fields, or whose skill sets overlap. I personally first started working with HDN a couple of years ago and I have now mentored three separate individuals, supporting them with advice and training that’s directly related to their current job situations and their career aspirations. I’m proud to say that my first mentee won a ‘Overall Best Immersed Mentee’ award. Benefits go both ways It is hugely rewarding seeing how individuals grow in the six months you work with them, and to see their evident desire and enthusiasm for personal development.
“It is hugely rewarding seeing how individuals grow in the six months you work with them.”
London Enterprise Advice Network (LEAN) as an enterprise adviser.
smarter in the ways we support people in the shorter term.
LEAN is another great example of how professionals can help young people to build the skills and experiences they need to lead successful futures. It does this by connecting businesses with schools and colleges. This ensures that young people are aware of all the career pathways and opportunities available to them.
We must make sure the young people who live within the communities we work in don’t miss out, and with so many different companies working within the public sector and specifically affordable housing, I firmly believe that we could really make a difference!
I think the schools and colleges are likely to encounter some enormous challenges following the Covid lockdown and I feel it is our moral responsibility to be proactive so that we can support our future generations. Get involved
The HDN matches you to candidates and provides you with training to ensure you can give your ‘mentee’ the best support possible. My latest mentoring challenge began in September, and I’m really enjoying it.
I appreciate mentoring may not be for everyone, but I do believe that all businesses have a role to play and something they can offer. Maybe it’s offering work experience, or providing career advice and support, or running mock interview sessions via Zoom or another online platform.
The HDN is just one organisation you could work with however and we are also about to work with local schools as part of the
If the construction industry is serious about ‘building back better’ then we need to be
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BLOWING THE TRUMPET: A QUICK LOOK AT SOME OF OUR LATEST SUCCESSES
Supporting LB of Newham to become Carbon Neutral John Rowan and Partners has been awarded a major energy and sustainability project by the London Borough of Newham. We will be acting as multidisciplinary consultants involving project management, building surveying, cost management and technical inspection and we will be working with our sustainability 12
specialists to develop energy saving measures through fabric efficiency, energy efficiency and renewable energy technologies to almost 1000 units across the borough. Thomas Farrell, Partner at John Rowan and Partners, leading on the project, commented: “This is a great opportunity
for us to work closely with the client team in achieving their aspirations and commitment to be Carbon Neutral by 2030 and Carbon Zero by 2050, thus reducing their environmental footprint.�
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Aiding the expansion of a historic educational institution Wellington College, founded in 1853, is one of the world’s top coeducational day and boarding schools, set in 400 acres of beautiful parkland in Berkshire. It is home to approximately 1057 pupils, with approximately 85% choosing to board. There is now a need to provide additional boarding
facilities for sixth formers and particularly increase the number of boarding spaces for girls. We have been appointed to provide cost management services on a project to expand capacity and aid the college’s target for an equal split between boys and girls by September 2025.
Athma Sarma, Partner at John Rowan and Partners, leading on the project, commented: “We are looking forward to working with this prestigious client and are excited to be involved in this project. It is a great opportunity for us to expand our education workstreams whilst helping the college achieve their aspirations.”
John Rowan and Partners hand over Affordable to Rent Units in London Borough of Hounslow regeneration scheme The Assembly is a two-phased regeneration scheme in the London Borough of Hounslow, being developed by Countryside Properties. Providing 284 new mixed-tenure homes of which almost 50% are affordable, Phase 1 is already complete with Phase 2 nearing completion by early 2021. We are Employer’s Agents on behalf of Network Homes who have entered into a Development Agreement with Countryside for the Affordable Units within the scheme.
Recently we handed over Phase 2’s Block C & Block E of the development, consisting of 68 Affordable to Rent Units, a mix of 1, 2 and 3 bedroom properties. There are only two more blocks to go and the affordable element of the scheme will be completed. The £52m scheme is a mix of Private for Sale, Shared Ownership and Affordable to Rent units on the 2.67-hectare site.
It also includes the already delivered redevelopment of Hounslow Town Primary School, with a capacity for 1,200 pupils and providing contemporary sports and play facilities.
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Mash Halai discusses if JVs are still relevant in a post-Covid housing sector?
POST-COVID 14
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The arrival of Covid-19 on our shores has sent shockwaves across the construction industry, with all sectors feeling the pain. There’s furlough to wrestle with, cash flow to address, project viability to assess and hard decisions to be made. Against the backdrop of Brexit and all the challenges that has been presenting, to organisations trying to plan ahead as well as manage existing projects, the result is one of uncertainty, change, and the need to rethink business as usual.
We’ve been considering what all this might mean for joint ventures (JVs) in the housing sector – are they still a great solution, or has Covid changed the landscape? It’s all about the risk Certainly, the balance has changed, with more of a focus now on the management of risk and the financials associated with development projects. But the benefits of the JV approach remain as attractive as ever, and perhaps more so in this new Covid world. Historically the JV route offered a way for Housing Associations (HAs) and Local Authorities (LAs) to spread and manage the risks involved, tap into specialist expertise and established supply chains, and wield more buying power than would have been possible as a niche ‘player’ in the market. Conversely, it also allowed private developers to share their risk and collaborate with specialist landlords who are better placed to manage the development and its residents, as well as purchase all the affordable homes.
I think this remains true today, even with the additional pressure that Covid puts on their differing objectives. With the right JV, public bodies are able to benefit from private developers’ supply chains, while also having more input into the design, specification and, in some cases, specialist sales and marketing set-ups. Align objectives Of course, a JV needs to work from the perspective of both partners, and for private housebuilders, this approach means they get a partner with the ability to pre-purchase both affordable and often an element of private housing stock. This makes HAs and LAs attractive partners for developers with good returns on capital employed (ROCE) and potential access to funding on favourable terms. With some developers sitting on a pipeline of land but nervous about the viability going forward, it makes sense for them to explore and be open to this avenue.
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It is important that at the outset, JV partners share the same objectives and incorporate these into any plans. Developers are most likely to pursue a ‘build and sell’ strategy while HAs will have medium-to-long-term goals in their sights. These goals need to be aligned – entirely possible but those important conversations need to be had at the outset, and a route forward agreed by both parties.
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In a world where funding streams and economic stability can by no means be relied upon, these factors make JVs even more attractive, with the risk spread and resources shared. To my mind, it’s a better way of managing both risk and reward. I remain convinced that the future of housing development and delivery will remain predominantly in the hands of HAs, LAs and private housebuilders/developers willing to embrace JVs. I also believe, that we will see more potential for HAs and LAs to join forces with investors or pension funds – with LAs also increasingly setting up their own investment vehicles.
Find the right partner The factors that make JVs work remain just as important now, if not more so. Good open and transparent communication is absolutely critical to success, as is alignment of business practices. Partners need to have a genuine desire to work in partnership (during the good times and more challenging ones, especially on long-term estate regeneration projects). Regular reviews, addressing issues as they arise – and arise they will! – and responding accordingly are all part of the recipe for successful design, delivery, sales, and ongoing management of projects.
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Image courtesy of Conran and Partners
Finding the right partner to work with also remains critical and can be challenging, particularly for HAs or LAs just starting out on this road. Bringing an experienced, independent third party on board can be invaluable in helping ensure that the right partner is found, and more quickly than might be the case if the authority is working ‘solo’. It’s not just about bringing together the right partners – but also about building and managing that relationship as the JV progresses. Here at John Rowan and Partners, we see our role as a mix of match-maker and marriage guidance counsellor as well as construction advisor: enabling
both partners to collaborate and have open and honest conversations about their goals and resolve any divergence or conflict. Having successfully delivered almost 1,500 new homes through this route over the last 10 years (with another 1,500 in the pipeline), we know a thing or two about JVs! So, I absolutely do believe JVs will remain relevant, Covid or no Covid. The benefits remain,
the best practice approach will still deliver results, and both partners can enjoy positive results, both in the longer and shorter term. In fact, working in this way makes more sense than ever, as long as you have all the right “dating profiles” right from the outset. Mash Halai, Chairman, Head of Residential Development & Regeneration, John Rowan and Partners.
“To my mind, it’s a better way of managing both risk and reward.” 17
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THE PRESSURE
OF PROCUREMENT
Insight talks to Equity Partner and Head of Innovation, Tim Young, about why local authorities may be missing out on the chance to extract maximum value for their new-build housing projects... We, like many other consultancies, have seen a huge rise in the number of tenders that have been issued by Local Authorities (LAs) during the Covid lockdown 18
period. With this also comes an increasing tendency for LAs to procure consultant teams for new-build housing under a consortium led by the Project Manager.
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particularly when the extent of the works is unknown, is unlikely to provide positive results. The current market is tightening so that only a limited number of the very large global PM consultancies are able to take on a full design team as sub-contractors to deliver new build housing, and I feel it’s unlikely they’ll truly have all the depth of expertise that’s needed to give the LAs best value and quality. What’s the solution?
We believe there is a better model, which sees a single project manager lead picking up cost manager, principal designer and site inspector roles, but with a separate design team, usually led by an architect, and bringing in other design consultants as sub-contractors.
However, this approach is restricting competition and has led to many small and medium-sized consultants missing out on contracts due to the way the tender process is being conducted. For the LAs, it reduces the likelihood that they’ll get access to the best experience and advice across all aspects of their building project. It’s understandable, of course, that LAs are looking to simplify their procurement processes, but requiring a consultant to provide a fixed fee on an estate regeneration,
This has the added benefit of providing a continuous separate, independent review of the evolving design process. The client is then getting better value for money and a surer chance of success. Go back to the shortlist
Typically, LAs will look to their procurement framework agreements and issue tender invitations accordingly. But lately the current default position seems to be not only to want just one company to deliver everything, but to ask all companies on the frameworks to bid, regardless of whether they really have all the expertise that’s needed. This is very costly for companies to respond to tenders, and
frankly unrealistic to ask twenty companies to bid. It would be better – as advised in the OJEU rules – to have a filtering process in place so you can screen out the outliers and focus on say three or four companies. Utilise expertise
We believe that it makes good business sense for LAs to make sure that they have SMEs on their frameworks, or on approved supplier lists. This means they can drill down and look at what their project needs, and identify the specialist companies on their databases who are best placed to ensure success. For example, we recently worked on an LA housing project where the anticipated number of homes was 70. As the scheme evolved, the specialist SMEs involved were able to work together to identify hidden opportunities and expand this project to 180 units. If the project had been delivered under the LA large consultancy approach, it is unlikely the same incentive would have existed to encourage such a radical scheme design change. By drawing on multiple SMEs, each with their individual areas of expertise, the LA was able to remain flexible and deliver quite a different scheme to that which was originally envisaged. This was a great result for the LA and more importantly this approach has helped to provide much needed additional homes for the local community. 19
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BUILDING FOR LEARNING
Supporting Public Sector projects for close to forty years, John Rowan and Partners knows that whether it is housing, hospitals or schools, it’s the end users whose satisfaction really matters. Ken Morgan, Equity Partner and Head of the Public Sector Regeneration team, talks to Insight about the education sector and why asset management matters…
We’ve been helping to deliver schools, colleges and dormitories for over 20 years now. As with our housing and hospitality work, it ultimately comes down to creating spaces that work for the end user, while using asset management to get the most out of the buildings. It will certainly come as no surprise to anyone that we think there needs to be more money invested in education. We’re pleased that Prime Minister Boris Johnson launched 20
his government’s plans for investing in new build and refurbishment work for schools and colleges in July this year and believe that it’s a move that isn’t a moment too soon. The government says it wants to see a 10-year, £1 billion programme rolled out starting this year. Given that the majority of our school buildings are more than 40 years old, and very little has been spent on bringing them up to date in recent years, such investment is sorely needed.
The first 50 projects were due to start during the 20-21 academic year and present the perfect opportunity to design in sustainability, creating greener and more environmentally friendly places of learning.
Review, review, review However before just investing money, educational organisations should ensure they are undertaking effective asset management to really look at how they are using their stock, what needs improvement,
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refurbishment or knocking down and starting again. Good asset management is the only way to ensure that educational facilities achieve value for money and the greatest social return on investment (SROI).
Sustainable education New buildings are also needed – something that we’ve been involved in for a number of years – and provide the perfect opportunity to develop more sustainable stock. At the historic Wellington College in Berkshire, for example, where we provide cost management advice, two of their projects will include heat pumps. These will provide a cheap and sustainable source of heating for decades to come. Sustainability was also designed into the Redbridge Primary
School which was recently completed, and will be an important feature in the secondary school swimming pool and leisure centre which we’ve just begun working on.
Compliance review At John Rowan and Partners, we have a large compliance team that specialises in supporting our clients to ensure buildings are safe. Part of this is asbestos management and this is an area that schools need to review. Many schools still have asbestos as part of the building fabric and it’s important that schools have the money to be able to review their asbestos and have the right strategy in place to manage it. This may not mean removal, it’s just about having a clear strategy to ensure our schools offer safe environments for both pupils and teachers.
Asset management adds value We know from our experience that key to a successful asset management programme is current and reliable information. Our advice to any education project is to ensure that you have up to date information and surveys. This way you will be in the perfect position to develop your facilities when the funding finally reaches you. If in doubt, come and talk to us as we have many years’ experience of providing asset management plans that meet the right balance of cost, quality and resource. Our own online system can help you to evaluate your portfolio, health check assets, incorporate up to date market information and identify where to focus investment to maximise your return and building efficiency. 21
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HOSPITALITY & LEISURE
Delivering I N A PA N D E M I C Plans for both refurbishment and new build projects across the hospitality sector have, inevitably, been impacted by Covid-19. Insight spoke to Paul Sherwood, Equity Partner and Head of the Hospitality and Leisure team, to find out more about how their clients have been affected… “It is of course true that it clearly isn’t a case of ‘business as usual’ for our hospitality clients, and that the market has been significantly disrupted,” he told Insight. “However, we have seen some of these clients take this time as an opportunity to re-examine their capital investment plans and project timescales.
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“It’s provided a chance to implement some of their plans, particularly renovation, without disrupting their guests or impacting revenue.” Take, for example, The Hilton London Metropole in Paddington. The owners took the decision to close two wings of the hotel, still leaving plenty of space for guests, but enabling the development of work on not only bedroom renovation, but also public areas including conference and event space, restaurants and the gym.
“Our role on the project is as Project Managers,” explained Paul. “There are 550 hard room renovations planned and, originally, work would have started on these back in the summer. The arrival of Covid delayed the start date, but we are now making up for lost time. “We’ve completed the three ‘model’ rooms – examples for sign off – and the schedule is to hand over 20 completed rooms each week from mid-January 2021 onwards.” This, says Paul, is an ambitious timetable, but ‘doable’ – and demonstrates the optimism the Hotel Owners and Hilton Group have in a recovering market.
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Images courtesy of Perkins + Will
“We have had to take a flexible approach to the design of each of the public spaces to make them as Covidsafe as possible. In the gym, that means ensuring there is sufficient space between items of equipment but making it possible to add new kit as and when conditions allow.
At the same time, John Rowan and Partners’ team is looking at air conditioning systems for the restaurant and exploring design to increase fresh air supply and reduce or omit air recirculation. “Covid has made us rethink just about everything about the way we work,” added Paul. “Even things like obtaining client approval of our ‘model’ rooms is different. Instead of having people flood into the room for the usual healthy discussions, we now have just one or two. That means building more time into the viewing and sign-off process.”
One hundred miles or so up the road at the NEC, the Birmingham Metropole’s 600-plus-room and public areas programme is being reinvigorated after being temporarily put on hold during the spring lockdown. “We have created the first ‘model’ room for review and are re-establishing the design team,” explained Paul. “With the Commonwealth Games due to take place in Birmingham in 2022, our client is hoping to have everything up-and-running to take full advantage.”
HOSPITALITY & LEISURE
“The same is true for the new-look dining facilities, where there needs to be sufficient space between tables allowing guests to eat in social-distanced conditions, and making it easy for staff to provide top quality service to customers without compromising their own safety.
“The space is being configured to make the adding of additional, or larger tables, straightforward.”
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HOSPITALITY & LEISURE
“Covid has made us rethink just about everything about the way we work” John Rowan and Partners are also project manager and cost consultant on a newbuild Hampton by Hilton which won planning permission earlier this year. “Again, there is potential for this to play a role in providing hospitality for the 2022 Games,” said Paul. “Covid-19 has certainly taken its toll on the hospitality and leisure industry, but I really think the
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industry should be applauded for the way it has handled the crisis. The sector has adapted and innovated at an amazing rate to integrate new operations and put policies in place to keep everyone safe and well while continuing to operate. We look forward to supporting the sector in the coming years to overcome these challenging times.”
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BREXIT It’s not just the pandemic that is impacting on the sector and its plans. Brexit continues to cast a long shadow over the shape of the sector and its approach to investment.
“Items like fan coil units, lighting, carpets and fabrics usually have long lead times so it makes sense
“You’ll need to consider storage, too, if you go down this route – so identify and book that warehouse space early.” Paul advises clients to look closer to home for a solution when possible. “Ask whether you can source these items from British companies. You’ll be supporting GB plc and if you’re spending in 2021 with a no-deal scenario, you may well find the costs are comparable or even lower than relying on high tariff regions.”
HOSPITALITY & LEISURE
“In the case of ‘no deal’ we envisage that this will cause procurement costs outside the UK to rise. With this in mind, where projects are already underway, we are encouraging clients who are sourcing items from international markets to do so before Christmas,” Paul commented.
if you are buying from the EU to plan ahead, order and make the commitment now before any new or additional tariffs are added.
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Company update Mash Halai, Chairman
#PEOPLE THINKING ABOUT PEOPLE We’ve been awarded a Best Companies 2-star Accreditation, which recognises outstanding levels of employee engagement. It is the second-highest standard of workplace engagement and represents organisations striving for the best!
from
CHAIRMAN MASH
#INVESTING IN THE FUTURE We’re really pleased to say that at a time when economic uncertainty is daily news and opportunities for young people have dramatically reduced, we have continued to commit and invest in the future, hiring six new starters throughout the pandemic. We welcome our new Marketing Manager Ritu Arora Johnson, QS Francesco Ciccarelli, Clerk of Works Tyrone Rhoomes and three new graduates; George Royle, Jack O’Boyle and Roberto Borroni, all to our team. And we’re still hiring!
#GIVING BACK In other news, our Chairman Mash Halai has signed up to become a mentor for the Makers & Mentors programme from Mount Anvil supported by the Mayor of London, to help people make connections and grow skills across the construction industry. Our partners have been helping to raise cash for charity by taking part in our latest client survey. To encourage people to participate, we pledged to make a charity donation for every response and as a result, we’ve donated over £700 to CRASH and Shelter. 26
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#ALL STAR UPDATES
Congratulations to Rich Barnard and Teik Khor for becoming the summer 2020 John Rowan and Partners All Stars! Both were described as unsung heroes who work meticulously and diligently to get the work done. Congratulations to Jay Kang for winning the autumn 2020 John Rowan and Partners All Star award! Jay highly deserved the All Star recognition for demonstrating the JRP values of ‘We care about people’ and ‘We are family’.
Teik Khor and Rich Barnard
Jay Kang
They all faced strong competition but triumphed by demonstrating that are #livingourvalues.
#APC SUCCESS Congratulations to Rajvina Nijjer MRICS and Asmita Kerai MRICS who have both passed their RICS APC. Both Rajvina and Asmita joined us as graduates back in September 2017 and Rajvina is now a Chartered Building Surveyor, while Asmita is a Chartered Quantity Surveyor. #GraduateDevelopmentProgramme. We look forward to more success from our class of 2018 – who are next up!
Rajvina Nijjer and Asmita Kerai
Watch this space!
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John Rowan and Partners UK head office Craven House 40 Uxbridge Road Ealing London W5 2BS General contact T: +44 (0)20 8567 6995 E: jrp@jrp.co.uk W: jrp.co.uk
