A positive impact on everything we touch
Over 2000 dedicated people nationwide
Providing critical infrastructure for the UK
A positive impact on everything we touch
Over 2000 dedicated people nationwide
Providing critical infrastructure for the UK

Nottingham University Hospitals NHS Trust

Queens Medical Centre


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Following the successful completion of the boiler plant upgrade project at Nottingham City Hospital, we were awarded the new plant room and medical ward fit out scheme at the Queens Medical Centre in Nottingham.

The project consisted of new steel frame, composite concrete floors and insulative clad plant room, located within an existing closed courtyard area.  Within the existing hospital, we carried out upgrade works to several operational areas which included, labour suites, theatres, wards and other auxiliary clinical rooms.

Key Information


Queens Medical Centre


Nottingham University Hospitals NHS Trust




JCT Intermediate


24 weeks

Delivery Business Unit


Benefits at a Glance

New, modern plant room facilities
More efficient clean air provisions for theatres and treatment areas
Upgraded theatres, wards and other treatment areas


The nature and complexity of the new plant room and its location within an existing enclosed courtyard, created significant issues in terms of buildability and subsequently programme.  Added to this were restrictions on material movements in and out of the court yard. Due to client operations, we were unable to use any craneage outside of the work area. This meant that all materials had to be handled and moved into site either manually or using micro plant.  This slowed the construction process down considerably and required innovative thinking to better and maintain programme projections.


For a project of this nature to be successful, we quickly identified that it was critical to engage with the supply chain and client team early in the scheme.  From the outset of the tender period, we carried out detailed programming and planning reviews with the client and key supply chain partners. This allowed us to make best use of the mobilisation period up on the successful award of the project.


Through collaborative working with all major stakeholders, we were able to understand several key issues.  Firstly, we were able to understand why the client had imposed restrictions on our construction methods. This then allowed us to communicate and discuss this information to the rest of the team, in order to find the most effective solutions to the problems we faced.  Secondly, we were able to discuss and collaborate with the client and their end user teams. This ensured synergy with our planned methods and programme requirements, and with the clients’ operational needs. This subsequently de-risked the clients’ day-to-day operations and removed any incompatible activities.  Finally, our supply chain was afforded sufficient time to able to research plant, equipment and logistical requirements well in advance of hitting site. This created greater efficiencies and reduced programme risk during the construction period.

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