By Krasnov N.F.

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110 III The Construction Industry and its Participants 39 Figure 5: Services offered by BDp l15 These examples of mergers and acquisitions of consultants with or by a variety of other organisations signal a breaking down of the long established barriers and opens up a new era. initially, practices changed from partnerships to limited companies in order to reflect current business practices generally and made it easier to expand and acquire other businesses. S. Atkins acquired the surveying practice of Faithful and Gould, to create the largest facilities management consultant in the United Kingdom with a combined staff of around 5000, including engineers, architects, quantity surveyors and project managers.

Forty percent of the firm's work was in facilities management with the remainder in quantity surveying and project management. Atkins dominated the public sector having purchased large sections of the government's privatised Property Services Agency (PSA), whereas Faithful and Gould's clients were liS Seely, 1997, p. 524. 40 The Construction Industry and its Participants mainly in the private sector, thus complementing each other. Both companies considered their merger to be a positive response to their respective clients' needs and that providing extra services and specialist skills would bring added value to their business 1l6.

12. Pettinger, 1998, pp. 226. 129 Turner, 2000. 126 127 44 The Construction Industry and its Participants All of these significant factors combined, together with more general technological, political, social and economic changes have accelerated the change from direct employment of a contractor's work force to subcontracting and/or specialist contracting. The field of subcontractors expanded as design and construction techniques became more sophisticated and more general contractors relied on subcontractors to increasingly perform their work.

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