Civil Engineering- Construction Management Analysis 2022

First Name Last Name
Instructor
civil engineering- construction management
10 April 2020
Table of Contents
Introduction................................................................................................................ 2
History..................................................................................................................... 2
The organization structures..................................................................................... 2
Operations............................................................................................................... 2
Budget..................................................................................................................... 3
Quality........................................................................................................................ 3
Quality Management Systems.................................................................................... 3
Health safety and environmental management.........................................................4
Financial and commercial systems............................................................................. 5
Financial Management Systems, FMS.....................................................................5
Commercial Management Systems, CMS................................................................6
Human Resources Management................................................................................. 7
Ethics and sustainability............................................................................................. 8
Ethics...................................................................................................................... 8
Sustainability........................................................................................................... 8
Conclusion.................................................................................................................. 9
References............................................................................................................... 11

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Coursework Assignment
Bowmer + Kirkland Ltd
Introduction
History
Bowmer + Kirkland Group (B+K) is a British construction services and security firm
founded in 1923 as a collaboration by Alfred Bowmer and Robert William Kirkland. Ever since,
it has evolved to be a prominent private development and construction company. There are 29
firms in the company, which are mostly construction-related, but there is a Homeland Security
Group, it has firms doing business in the United Kingdom and the United States. In November
2018, the organization rebranded, swapping colors and fonts and removing the stylized logo to a
plus symbol.
The organization structures
The business is based in Heage, Derbyshire, with B+K regional branch offices in
Scotland, Sunderland, London and Manchester. Bowmer + Kirkland has more than 1400 staff
and has been certified by Investors in People in 2001 and has been reaccredited in 2004, 2007,
2011 and 2016. The company is very much a family company with its culture, values and ethos
molded on the very basis that the company is family owned(2012).
The company is headed by eight board of directors under the chairmanship of Jack
Kirkland. The next level of management consists of eight regional directors with David Scorer
being the Group director of Construction. The next level constitutes a team of key personnel
including Frame Director Chris Arno, Group PR Manager, Group Business Development
Manager, Human Resource Manager, Group Director of Health and Safety, and Technical
Education and Environment Manager.
Operations
The company’s commitment to client satisfaction in its operations prides it to developing
into the largest and most successful privately owned development and construction groups in the
United Kingdom. In the past half-decade, the firm has secured projects valued at three billion
pounds with 63% of the projects being secured from returning clients. The firm serves both
public and private client base delivered locally through regional personnel team.
The company’s operations ranges in 10 key sectors such as; accommodations,
commercial properties, distribution properties such as go downs and warehouses, Educational

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both further and higher learning institutions education both primary and secondary level
institutions and facilities, Health facilities such laboratories, Hospitals etc., industrial properties
such as factories, warehouses, Leisure facilities such as tracks and pools, Mixed use properties,
Retail and Sport facilities.
The construction department, which accounts for eighty percent of the turnover, is an
Affiliate Member of the Constructors System. The business has won a range of Gold Awards
from RoSPA and has developed standards for Efficiency, Management Processes, Ethical Work,
Training and Growth, Sustainability and Climate, and the Code of Ethics for Subcontractors –
enabling the industry’s supply chain align with B+K's own operating practices and standards
(Walker, 2016).
Budget
The annual turnover 2019 was 938 million pounds, and a pretax profit of 54.5 million
pounds. The company net assets grew to 436 million pounds with a healthy cash balance being
achieved/ maintained- end year net cash position s at 409 million pounds.
Quality
Quality is key to retaining clients and preserving their trust such that future engagements
are more motivated. Quality services make a significant difference to long-term profits and
productivity (Halpin, Senior, & Lucko, 2019). Defining quality in companies is what really
counts and what makes the difference. Identifying the quality attributes of a service includes
breaking it down, calculating and monitoring it. Such measures are how organizations should
identify their product and develop, I prove and maintain a brand or a reputation in the market
(Brook, 2017). In this regard, Bowman and Kirkland Group employs a number of quality
management systems in their workings as discussed as follows;
Quality Management Systems
Quality Management System (QMS) is a set of organizational practices based on reliably
satisfying consumer needs and maximizing client satisfaction (ICE, 2019). This is consistent
with the objective and strategic strategy of the company (ISO9001:2015). Quality Management
System (QMS) in the construction company relates to production preparation, production
monitoring and quality management (Coffey, Willar, & Trigunarsyah, 2011). The primary goal

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of the Bowmer and Kirkland Ltd is to ensure that development schemes are effectively executed
within the parameters of the highest standard, timeline and lowest potential costs.
The performance of QMS does not focus solely on establishing rules and keeping
records. While top management at Bowmer and Kirkland Ltd is very good at making
improvements and establishing policy, without adequate coordination and supervision of
procedures, the required consistency cannot be accomplished hence strong and well-defined
communication pathway exists with continuous review to guarantee efficiency in performance,
collaboration and monitoring of standards (Hughes, 2019). Proper monitoring and control are
achieved through department directors and chain managers in regards to projects and teams
progress and performance ( Rumane, 2017).
The company on bi-annual basis develops a project quality plans or review existing ones
as the project progress through the various phases coupled with proper resource allocation for
necessary mobilization and implementation as well as pre-defined responsibilities for each
project. The firm conducts quality audits, prepares schedules, progress report generation and
review as measures for quality control a monitoring (Neyestani, 2017). The firm provides
adequate technical expertise in all projects through relevant trainings and certifications in quality
management.
Health safety and environmental management
Safety, health and environmental concerns have important consequences on all
companies, markets and industries. Bowmer and Kirkland appreciates the need to ensure that
health, safety and environmental sustainability is carefully regulated and follows legislative
guidelines and established recommended practice, such as OHSAS 18001 and ISO 14001
certification. The advancement of environmental health and safety, as a general move forward in
working environments, shows a crucial strategy, not just to guarantee the protection of
employees, but also to slowly motivate them to succeed (ASBURY, 2018).
The implementation of a robust organization system centered on the avoidance of
incidents that arise when operating in and with the respective areas. The policy minimizes
workplace-related mishaps and increases productivity by reducing and eliminating the sources of
hazards found in varied work settings (Friis, 2019). The company has set forth and continually
reviewed control and cautionary measures within the company through careful planning,
enforcement and control by the company’s occupational health, safety and environmental