Large consultancy of the year

Winner

Hoare Lea

The judges agreed that Hoare Lea was the clear winner in this category due to the depth and breadth of the services it offered.

They were also impressed by the practice’s commitment and investment in training. Recruitment is principally at graduate level and it runs its own CIBSE and IEE accredited initial professional development programmes, which currently have 55 graduates within their first two years on the schemes. The firm also sponsors undergraduate and post graduate trainees.

Hoare Lea has representatives on a number of influential groups including the CIBSE Carbon Task Group, the BCO Green Issues Group and the ACE’s Sustainability Special Interest Group. Hoare Lea has been driving forward a code of conduct for engineers with respect to sustainable development.

Over 80% of the practice’s work is for repeat clients and 50% is for clients of more than 10 years, standing.

Runners-up

BDP

In January 2005 BDP launched a five year development plan to increase turnover and staff numbers as well as influence working methods and the profession’s profile by the application of ‘Engineering intelligence’.

This renaissance has seen specialist staff recruited to provide a more structured approach to human resources and training, the adoption of building information modelling on projects and the raising of the firm’s profile through presentations to professional bodies, articles and individual awards.

Faber Maunsell

Faber Maunsell focuses on the triple bottom line of financial, ethical and environmental measures to reflect its sustainable business. It has been listed in both the Financial Times ‘Best workplaces in the UK’ and the Sunday Times ‘Best companies to work for’.

Hurley Palmer Flatt

During 2005 Hurley Palmer Flatt says it has become a truly international practice, with associated offices in over 80 countries. Throughout 2004/5 the firm had a turnover of £10.9 m with a pre-tax profit of £2.3 m. For 2005/6 it is predicting turnover to rise by 15%, with an increase in profits of 65%. In the last year it has increased staff numbers by 46. It achieves 88% repeat business, which is a testament to its quality of work.

Operon

Throughout 2005 Operon set a number of strategic business objectives. These have been borne out by the establishment of an office in Dubai to offer both design and FM services; the restructuring of local design offices; the establishment of an employee consultation group; and the setting up of a construction management division to deliver its company vision of ‘closing the loop’ on design and facilities management.

Rolton Group

The Rolton Group boasts profits up 200% year on year and turnover per staff member up 77% as well as impressive investment in R&D and training. It has achieved a staggering 95% repeat business, up from 80% the year before.