Frequently Asked Questions

Building without required permission can result in enforcement action, delays, forced alterations or removal of completed work. Issues that could have been avoided early often become complex and expensive later.

Where planning permission is required, it should be in place before construction begins. We do not proceed with work that we understand to require planning approval until the appropriate consent has been obtained, as this forms part of a properly structured and compliant project.

In some cases, retrospective planning permission may be possible, but it is never guaranteed and should not be relied upon as a route to proceed.

Where planning permission is required, it should be obtained before construction begins. Proceeding without approval introduces uncertainty around compliance, potential enforcement action, and the risk of remedial work.

As part of a properly structured project, we do not rely on retrospective permissions and instead ensure the correct approvals are in place before work starts.

Building Control is an independent inspection process that verifies works comply with Building Regulations at key stages of construction. It provides a structured system of oversight to ensure that what is built meets required safety, performance and compliance standards.

Building Control acts in the interests of the client and the wider public, offering independent confirmation that work has been carried out correctly. It is a critical safeguard within any properly managed project — not a formality — and plays an essential role in achieving certification, compliance and long-term protection

Where Building Control applies, it should be appointed before construction begins so inspections can be scheduled at the correct stages. Delays in appointment can affect both compliance and programme.

Building Control applies to most types of building work — including extensions, structural alterations, conversions, and many internal changes involving electrics, plumbing, ventilation or other regulated elements. It is not limited to structural work alone.

For bespoke interior projects, whether Building Control is required depends on what the work involves. Purely decorative or joinery elements may not require approval, but once works affect structure, services or compliance, Building Control is typically required.

For smaller or specialist works carried out by registered installers, compliance may be handled through a competent person scheme. Where this does not apply, Building Control should be formally appointed before work starts.

We arrange Building Control inspections at the appropriate stages of the works.

This can only take place once Building Control has been formally appointed and the associated fees have been paid, which is the client’s responsibility.

Once appointed, we coordinate inspection timings, manage access, and respond to any items raised to ensure the project progresses in line with Building Regulations.

Yes, some clients choose to attend key inspections for reassurance. It isn’t required, but we can confirm inspection stages and provide an indication of when they are likely to take place.

Inspection timings are typically arranged within agreed timeframes (such as morning or afternoon), rather than fixed appointment times. If you would like to attend, it’s best to allow some flexibility to avoid delaying the programme.

You should receive a Building Control completion certificate, which confirms that the work has been inspected and complies with Building Regulations.

Towards the end of the project, Building Control will carry out a final inspection once the works are complete and all required information has been provided. As part of this process, completion declarations are typically submitted by the client, contractor and any appointed designers confirming that, to the best of their knowledge, the work meets the relevant requirements.

Once Building Control is satisfied with both the inspection and supporting documentation, they will issue the completion certificate. Without this, you may face issues when selling, refinancing or insuring the property.

A construction quote should be based on clear scope, defined assumptions, and an allowance for the work to be delivered properly and compliantly.

Differences in pricing often arise where quotes vary in the level of detail, preparation, and what is included or assumed. Lower quotes can sometimes exclude key elements, rely on provisional allowances, or not fully reflect compliance, sequencing or coordination requirements.

A well-prepared quote should set out what is included, what is excluded, and how the project will be managed — reducing the risk of misunderstandings, variations and delays during the build.

An estimate is based on the information available at a given point in time. A fixed price is agreed once the scope, information and assumptions have been clearly defined.

Our approach is to move from estimate to certainty wherever possible by ensuring that scope, design and assumptions are properly understood before work begins. Where an estimate is used, we treat it as a controlled starting point and aim to deliver the project within that range through careful planning and management.

Changes can still occur where details evolve, unforeseen conditions arise, or where provisional sums and agreed variations apply. What matters is that these are identified, discussed and agreed in advance so the overall cost remains transparent and well‑managed.

Provisional sums are allowances within a contract for elements of work where full detail cannot be confirmed at the time of pricing.

At Andira, we do not rely on vague allowances. Where provisional sums are used, they are typically based on a realistic lump sum figure with clear assumptions, reflecting the information available at the time.

As the project progresses and details such as measurements, specifications or site conditions are confirmed, these sums may be adjusted up or down. Any changes are clearly identified, discussed and agreed so that the impact on the overall contract value remains transparent and clearly defined.

The final cost can change once work starts where the scope evolves, unforeseen conditions are uncovered, or details are refined during the project.

Adjustments may also occur where provisional sums are included and are later confirmed with actual measurements, specifications or site conditions. These can move up or down depending on what is ultimately required.

Any change to the agreed scope or contract sum is treated as a variation. This is discussed, priced transparently and agreed in writing before work proceeds, so that the impact on the overall cost remains visible and controlled.

Our approach is to minimise change by ensuring scope, design and assumptions are properly defined before construction begins, and to manage any changes in a structured and consistent way.

Our pricing is structured to reflect the true cost of delivering the project properly. This includes labour, materials, project management, coordination, and the commercial overheads required to operate in a compliant and sustainable way.

Where applicable, costs are built up transparently from known inputs at the time of pricing. This allows clients to understand what is included and ensures that the project is resourced, managed and delivered in a controlled and professional way.

Our focus is not on presenting the lowest possible figure at the outset, but on ensuring that costs are realistic, clearly defined, and aligned with the level of quality and oversight required to deliver the project properly.

A variation is a change to the agreed scope, design, specification or sequence after the contract is in place.

Variations typically arise where scope evolves, unforeseen conditions are encountered, or where provisional sums are confirmed with actual information.

Any variation is discussed, priced transparently and agreed in writing before work proceeds. It is treated separately to the original contract sum so that there is clear visibility over what has changed, why it has changed, and how it affects the overall cost.

A programme of works is the agreed plan for sequencing and timing — what happens when, and in what order. It helps manage expectations, coordinate trades and inspections, and reduce delays caused by poor planning.

A schedule of works is a written description of what is to be carried out as part of the project. It sets out the scope in detail, helping ensure that everything required is clearly defined and understood before work begins.

A programme of works, by contrast, sets out the timing and sequencing of the project — when different stages will take place and in what order.

In simple terms, the schedule of works defines what is being delivered, while the programme of works defines when and how it will be delivered.

Both are important: the schedule provides clarity on scope, while the programme helps ensure the project progresses in a coordinated and well-managed way. Together, they form part of the supporting documents that define and guide the project.

We choose not to rely on trade directory platforms as a primary way of securing work.

While these platforms can be useful for certain types of contractor, our focus is on delivering projects through a structured, professional process — built on clear scope, proper approvals, contractual protection, and direct client relationships.

Most of our work comes through referrals, repeat clients, or clients looking for a more considered and accountable approach to construction.

We believe that projects of this nature are best supported by clear documentation, defined responsibilities, and direct communication. If you’d like to understand what good practice looks like in more detail, this is set out in our guidance on Choosing The Right Builder.

Our approach is to have a written contract in place before work begins, so that scope, responsibilities and expectations are clearly defined from the outset.

A contract should be supported by drawings, design and engineering information, a written scope or schedule of works, and a programme of works.

Together, these documents define what is being delivered and provide clarity during the build, reducing ambiguity and supporting consistent decision-making.

Responsibilities within a project are defined through the contract, supporting documents and applicable regulations.

In most cases, the client is responsible for appointing designers, approving key decisions and ensuring the project is properly set up before work begins. Designers (such as architects or engineers) are responsible for design information and compliance, particularly where structural or regulatory requirements apply.

Our role is to deliver the construction works in line with the agreed scope, managing sequencing, coordination and day-to-day site activity to ensure the project is carried out properly.

Clear definition of these roles ensures accountability, supports consistent decision-making and helps the project progress in a structured and well-managed way.

A programme of works is the agreed plan for sequencing and timing; what happens when, and in what order. It helps manage expectations, coordinate trades and inspections, and reduce delays caused by poor planning.

You should always ask. We encourage questions and take time to explain terms so clients are comfortable, informed, and clear on what they are agreeing to before committing.

A cooling-off period is a defined timeframe, where applicable under current regulations, during which a client may cancel after signing. As our contracts are issued remotely, this period typically applies to all projects.

The cooling-off period assumes that work has not begun, including any mobilisation such as ordering materials or committing resources.

Where an earlier start is requested, the client may choose to waive the cooling-off period. In these cases, the implications are clearly set out and agreed in writing so that expectations are fully understood before work begins.

We choose not to rely on trade directory platforms as a primary way of securing work.

While these platforms can be useful for certain types of contractor, our focus is on delivering projects through a structured, professional process — built on clear scope, proper approvals, contractual protection, and direct client relationships.

Most of our work comes through referrals, repeat clients, or clients looking for a more considered and accountable approach to construction.

We believe that projects of this nature are best supported by clear documentation, defined responsibilities, and direct communication. If you’d like to understand what good practice looks like in more detail, this is set out in our guidance on choosing the right builder.

Payments are structured around the agreed contract sum, with the balance—after the deposit and retention—split into regular intervals throughout the project. These are typically weekly or fortnightly, depending on the duration and nature of the works.

This approach provides a consistent and predictable payment structure, supporting cashflow for both parties and helping to keep the project moving in line with the programme.

Where applicable, payments reflect the progress of the works and any agreed variations, ensuring that costs remain visible, defined and aligned with the contract.

Retention is an agreed percentage of the contract sum (often around 5%) held back as a safeguard until key completion milestones are met.

It is built into the agreed payment structure from the outset and typically released in stages, linked to practical completion and the end of the defects period.

This ensures that a portion of the contract value remains in place until the project has been fully completed and signed off in line with the agreed terms.

No. As an established contractor, we do not rely on upfront client payments to procure materials. Materials are ordered in line with the agreed programme through established supplier relationships, and payments remain aligned with progress rather than procurement pressure.

Ask us. Invoices should clearly relate to progress, agreed stages or approved variations. We’re always happy to explain what a payment represents before it is due.

Most contracts allow for suspension if payments fall significantly outside agreed terms.

Payments are an integral part of the agreed structure of the project, and maintaining that structure is important to ensure work can progress as planned and resources remain in place.

In practice, suspension is rare when payment stages are clear and communication is consistent. Our approach is to avoid issues arising by ensuring everything is agreed, documented and managed transparently throughout the project.

Most disputes are avoided through clear contracts and communication. Where issues do arise, we follow the agreed contractual procedures to resolve matters professionally and fairly.

Where a resolution cannot be reached informally, contracts typically provide for independent adjudication as a structured and impartial way to bring matters to a conclusion.

In most cases, no. Clients are usually responsible for insuring the existing structure through their own building insurance. We encourage clients to check and confirm cover before work begins so there are no gaps in cover during the works.

Yes. Most building insurance policies require you to inform your insurer before construction work begins, particularly where the structure is being altered or works are significant. We recommend confirming this in advance so that your cover remains valid throughout the project.

Yes. Any professional contractor should be willing to provide copies of current, valid insurance certificates relevant to the works when requested.

Where applicable, we provide workmanship guarantees in line with the agreed contract, alongside relevant manufacturer warranties and required certification for the works carried out.

Where additional protection is required, insurance‑backed guarantees may be discussed at the client’s request, subject to project suitability and insurer acceptance.

This type of cover is optional and typically provided at additional cost.

An insurance‑backed guarantee provides protection in the event that a contractor is no longer able to honour their warranty, such as if they cease trading.

Where offered, it should be clearly explained, including what it covers, the duration, and any conditions attached.

This type of cover is optional and typically provided at additional cost.

Neil is your main point of contact on site and manages the build and all technical queries. Zoe handles matters relating to contracts, invoicing and materials, ensuring questions are dealt with promptly and clearly.

This depends on the scope and sequencing of the works. Some projects allow you to remain in the property, while others may not be advisable due to disruption or safety considerations. We discuss this in advance so you can plan accordingly.

Practical completion is the point at which the works are considered complete and ready for handover, aside from minor outstanding items that are recorded and agreed.

It provides a clear, formal handover stage and typically marks the start of the defects period and the release of retention in accordance with the contract.

The defects period is a defined timeframe after practical completion during which any minor issues or defects can be identified and addressed.

This period allows the project to be fully settled in use before final sign-off and the release of any remaining retention in line with the contract.

Depending on the project, this may include completion certificates, warranties, guarantees, inspection records and handover information. We ensure you understand what should be issued, what it covers, and why it matters.

Yes. Projects include a defined aftercare and defects period, handled in line with the contract. Our involvement doesn’t end at handover; we remain accountable for addressing any outstanding items and closing the project out properly.