Paul Brothwood

Celebrating our certifications under ISO 9001:2015, ISO 14001:2015, and ISO 45001:2018, T Newman Hire Ltd is pleased to report the successful completion of our annual ISO audits. These successes highlight our constant commitment to provide in every sphere of our activities quality, sustainability, and safety. Chief Operating Officer Paul Brothwood of T Newman Hire Ltd said, "The audit results this year reflect the diligence and dedication our staff brings to upholding the best standards. Positive results all around confirm our dedication to ongoing development and the effectiveness of our combined management systems. Conducted by Citation ISO Certification, our most recent audits turned up 35 positive observations and no nonconformities. From upholding environmental standards to guaranteeing the health and safety of our team and customers, this extraordinary result emphasises the strong procedures we have followed. The auditors praised T Newman Hire Ltd's proactive attitude to...

PRINCE2 has stood the test of time as an essential component of project management. Its transition from rigid origins to a flexible, adaptive methodology reflects not only changes in the framework but also shifts in how industries such as construction approach complexity. As a PRINCE2 Practitioner and COO in the construction industry, I’ve seen its transformative effects first-hand. The evolution of PRINCE2 — from its inception to its current iteration — shows how project management methodologies must evolve to remain effective in dynamic environments. Modern PRINCE2 places a much greater emphasis on flexibility, which has made it far more practical for industries like mine. I discovered this firsthand when I implemented PRINCE2 in our construction operations. Tailoring is no longer a suggestion but rather a key component of the framework. This is especially evident in how modern PRINCE2 enables project managers to tailor its principles to the scope and complexity of the task at hand. ...

As the COO of a construction company and an ITIL4 Practitioner, I’ve experienced how foundational ITIL concepts shape daily operations and the overall business framework, particularly in a dynamic and high-stakes industry like construction. Information Technology Infrastructure Library (ITIL), which originated in the 1980s, began as a method for bringing consistency to IT management. Today, ITIL4 focuses on flexibility, incorporating Agile and DevOps principles, making it applicable beyond traditional IT environments. ITIL began with a focus on control. The structured approach emphasised documentation, standardisation, and repeatability, all of which are necessary for consistent IT service management. Back then, it was all about minimising risk through rigid processes, and it was heavily centralised. While that approach was effective at the time, it was often slow and rigid, particularly when applied outside of IT. The most recent ITIL4 framework, however, emphasises collaboration and ...

As the Chief Operating Officer of a small construction company, I’ve often faced the challenge of making environmental sustainability part of our daily work. Adopting eco-friendly practices can feel daunting for smaller businesses, which don’t have the resources of larger firms. However, I found unexpected inspiration in Bushido, the ancient samurai code. Bushido emphasises values like integrity, discipline, and loyalty — qualities that resonate with me as I guide our company toward a more sustainable path. While the samurai applied these principles in their own way, modern businesses can use them to shape responsible, environmentally conscious operations, particularly in industries like construction, where sustainability is often seen as costly or complicated. Here’s how I think Bushido can help small businesses make meaningful environmental progress, even with limited resources. Gi, or rectitude, is about making the right choices, even when they’re difficult. For small businesses, th...

Health and safety are now central to construction, but it can still be seen as just a compliance exercise—"Have we ticked all the boxes?" "Is everyone up to date on the latest regulations?" While this approach is important, I think we're missing an opportunity to go further. What if we started seeing health and safety not as a checklist but as an ongoing effort that adds real value to both our business and the people on-site? This is where rethinking our processes comes in. It’s about taking a hard look at how things are done, cutting out inefficiencies, and finding better ways. In my role as Chief Operating Officer at T Newman Ltd, I’ve seen firsthand how this mindset can transform operations. It struck me that the same principles could apply to how we manage health and safety on our sites. Taking a Step Back The goal of re-engineering is simple: rethink how we do things from the ground up. The construction industry, like many others, can be slow to adopt new w...

As Chief Operating Officer of T Newman Ltd, a scaffolding and roofing company, I'm excited to share the steps we're taking to bring more women into our growing team. The construction industry has traditionally been male-dominated, but it offers great opportunities for women, and it's important that we break down barriers and create an environment where everyone feels welcome to contribute. We believe diversity is a strength. It brings fresh ideas and solutions, which are essential in a sector that values problem-solving. To achieve this, we've changed our recruitment processes to encourage gender diversity and inclusivity. Reviewing our recruitment practices One of the first steps we took was to redesign our recruitment process to make it more accessible and appealing to women. Historically, job descriptions in construction have used language that may not attract female candidates. To address this, we revised all job postings to use gender-neutral language and focused o...