Rob has been instrumental in the history and development of John Perkins Construction. Having started his career with John Perkins & Son Ltd. in 1978, Rob went on to co-found John Perkins (Bristol) Limited in 1992 alongside David Perkins. Following a rebranding and repositioning exercise in 2005 John Perkins (Bristol) Ltd. was renamed as John Perkins Construction Ltd.

From December 1992 until August 2020 in the position of Managing Director, Rob had a significant role in shaping the company, working with the other Directors to establish the values, standards and professional approach that continue to underpin the business today. His contribution to the formation and long-term direction of JPC was substantial.

As Rob steps into retirement, we thank him for his commitment and leadership over the years and wish him well in all his future endeavours.

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Over the last 5 years it’s in the field of digital technology that the fastest change has been occurring. This can seem bewildering and with constrained resources it is hard to know ‘which horse to back’.

At John Perkins Construction the primary step we have taken to help us reliably and repeatedly deliver our operational procedures, which have recently been reviewed and updated as part of our resilience journey, is to take on board Procore software.

This digitally based system works to support our delivery teams and makes communication within our project team more accountable and efficient, it has been transformative for us to the point at which we are receiving excellent feedback. Indeed, we are currently giving serious consideration to making a further investment to purchase the estimating and accountancy Procore ‘ad ons’ that wrap around the project management delivery software.

We have found that adopting this software supports our desire for collaboration by providing a Common Data Environment, producing transparency which in turn builds trust between our team and clients.

Here are some of the benefits that we are already obtaining from embracing Procore software:

1. Common Data Environment

In other words, all project data in one place – drawings, RFIs, submittals, schedules, financials – which reduces miscommunication and ensures everyone is working from the latest information. These documents are accessible from anywhere via cloud in real time.

2. Improved Collaboration and Communication

The fact that the documents and updates are available in real-time keeps staff in the office and on site in sync with one another. It also acts as version control preventing mistakes and miscommunications from outdated documents. By inviting Subcontractors, clients, and architects onto the project platform allows everyone to collaborate in one shared environment.

3. Better Project Visibility & Tracking

The online dashboards provide live status on tasks, deadlines, budgets, and issues which enables project managers to identify any bottlenecks early and take corrective action.

4. Enhanced On-Site Productivity

On-site staff can log time, submit photos, and update daily logs on mobile devices. Offline access means work can continue without internet, syncing later both of these aspects speeds up issue resolution and reporting from the job site.

5. Reduced Changes to Programme and Mistakes

By improving document accuracy and communication across the project it allows for errors to be caught early.

Fewer mistakes and changes equal lower costs, faster delivery, and higher client satisfaction.

What’s coming next.

We are aware that one eye always has to be on the future and in this case, increasingly, the future seems to involve the increased adoption of AI technologies and robotics to aid with the delivery certain construction operations. This does feel somewhat daunting and out of reach at the current time, but we know well how quickly the unnerving of tomorrow can become the routine of today.

Our next steps will be to listen and observes the excellence sources of guidance in our industry such as the National Federation of Builders.

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We felt it was important to create these documents as we have witnessed over the last couple of years, specifically since 2021 when the UK Government’s Social Value Model mandated that all Government procurement must assess social value, making it a key factor in winning public contracts, the importance of delivering Social Value during a project dramatically increase.

This increase in focus has undeniably made social value a hot topic in construction. Whilst it is regularly discussed it is not clear how well people understand what social value should mean to them. In the worst cases, social value ‘initiatives’ can be reduced to not much more than a tick box affair. Part of the reason for this could be a lack of understanding.

As a company we like to think we have always held ‘social value’ as a core company value. We feel like it is important to shine a spotlight on what we do and have always done to deliver social value into the communities where we work. We hope by creating these documents we will support our clients’ understanding and confidence and also set an example for other SMEs.

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John Perkins Construction Managing Director, Rupert Perkins, commented.

‘We are really delighted to have been able to renew our spot on the Coleg Gwent Framework. We have pride and affinity with Coleg Gwent and admire the positive influence that their campus’ have within the communities.’

It is a further point of pride to have been awarded the colleges latest project, completing complex enabling works on their Cross Keys Campus. We are honoured to have been entrusted with this work in diverting major utility supplies and area remodelling in preparation for major works in the coming years.

This serves as a continuation of the work that we have been partnering on with the college over the last few years, notably the Roofing Project for B-Block and T-Block: Working with Coleg Gwent over two of their campus’, we were tasked with the renewal of significant areas of the college’s roofs. The work was accomplished over 15 weeks, with the project sites needing to be accessible for the resumption of classes in September of that year.

We were also responsible for the refurbishments at their Cross Keys Campus. The £800,000 Project encompassed roof upgrades as well as the internal refurbishment for the Photography and Design Maker courses at Coleg Gwent’s Crosskeys Campus near Newport.

In all, this serves as evidence to us that our partner first approach to work works. Proving that prioritising good communication and open relationships build strong and lasting relationships. We are looking forward to continuing to grow our relationship with the college and the local community in the years to come.

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