 |
 |
The Issues
Legrand UK began supplying electrical fittings in
the UK in the 1970’s and today some 30 years
later is one of the major players in the UK market
producing solutions for domestic commercial and industrial
applications.
Legrand employ over 25,000 staff in 51 countries and
their operations in the UK were based around a diverse
range of property in multiple locations. Unfortunately
the use of property for the business was both ineffective
and inefficient and in the face of tougher market
conditions
there was an immediate need to gain competitive efficiencies
and rationalise the UK distribution and manufacturing
base.
Our Role
We were asked to act as Legrand’s corporate
manager in the UK responsible for delivering their
business plan. At its simplest we were presented with
a short term challenge to identify a building to house
and meet the business requirements of the UK operation
whilst
maximising the use of infrastructure resources to
ensure long term compatibility with a tough economic
market.
Following extensive discussions with key decision
makers to establish business goals and key performance
indicators, a range of issues were identified as being
key to meeting their needs:
• The required
solution needed to meet the needs of the workforce
in order to minimise work disruption and staff attrition.
• Operating limitations needed to be removed
i.e. poor access and location
• The solution
needed to be scalable in order to accommodate future
scope and growth
• Costs needed to be minimised
and the investment maximised in order to secure the
best possible returns in a tough market.
Our Solution
• A demographic
study of the workforce allowed a maximum radius to
be defined. Using this and the building site requirements
and we were able to locate four possible sites/properties
which met objectives
• The developers of
two of the four possible sites were approached at
an early stage to examine a possible willingness to
take the present properties as part of the overall
deal.
• The sites were identified as allowing
for certain regional assistant grants to be applied
for.
• The plan had an occupancy date in
terms of operational opening in September 1996 some
two years after the initial study had been completed.
• Following a rigorous analysis of the local
labour markets, cost, timing and flexibility the most
appropriate location was deemed to be Central Gate,
Newtown Road, Birmingham.
• We worked closely
with Legrand to secure appropriate funding and in
addition assembled a bespoke team to define requirement
in terms of professional team, lawyers, designers,
engineers, defining and briefing as appropriate.
• The team acted as development managers nurturing
Legrand’s relationship with Birmingham City
Council and the DTI promoting rapid definition of
accommodation requirements and design and procurement
programmes.
The Results
• Within 24 months the Project was completed.
The ability to open a new building of approximately
120,000 sq ft to include 100,000 sq ft of production
space and 20,000 sq ft of offices was considered a
significant improvement to the business taking it
into the new millennium.
• Our ability to
identify imaginative solutions to cost and fund the
project released significant benefits including:
a) Operational cost savings.
b) Reduced relocation costs.
c) Enhanced disposal receipts.
d) Synchronised acquisitions and disposals.
e) Additional tax and grant contributions
•
The operational cost savings were shown to be £771,000 |
|
|
|
|
