Meet the Supplier: Get to Know Mulalley

In our latest Meet the Supplier feature, we caught up with Chris Holcomb, New Business & Relationship Manager at Mulalley – supplier on the Watford Community Housing Herts, Beds and Bucks Development and GFP Decarbonisation Delivery frameworks.

Chris shared why being a family-run business still matters, how social value shapes Mulalley’s culture, and what the journey to Net Zero looks like for the organisation.

What is your company’s mission statement/aims/objectives? 

Our vision is simple: to be the construction company that organisations choose to work with. Everything we do is anchored in our five core values—integrity, respect, responsibility, equality and innovation.

We’re committed to putting clients first, exceeding expectations, and creating safe, healthy, and happy environments for our team, partners, and communities. We also take pride in delivering what we promise, investing back into the communities we serve, and operating as a sustainable, carbon-neutral business.

Could you give me a brief history of the company?

Mulalley is a privately owned family business, part of the Sherrygreen Group, with an annual turnover of around £200 million. We were founded in 1972 by the O’Malley family and have grown ever since.

Our work spans new housing and development, social and education projects, major refurbishment, estate regeneration, planned maintenance, most of it delivered through long-term partnering arrangements with councils, RSLs, ALMOs, and other public bodies.

Our main offices are in Woodford Green, Essex, with over 400 staff, and several satellite offices across London and the South East. The business is structured into operational divisions supported by specialist teams such as Resident Liaison, Design Coordination, Procurement, Training, M-Architecture and more.

What are the benefits of being a supplier on these frameworks?

One of the biggest advantages is the close working relationship you get with Pretium. Because they’re a smaller organisation, it’s easier to build real connections, you always know who to call.

The frameworks are also backed by contracting authorities that share Pretium’s values, which gives confidence to both suppliers and clients. On the Greener Futures Partnerships framework, for instance, having five major organisations behind it is hugely reassuring.

Most importantly, opportunities continue to come through the frameworks, showing that clients trust the model and want to work within it.

What specific products or services does your company deliver through the frameworks?

Through the Greener Future Partners (GFP) framework, we support clients with both grant-funded and self-funded retrofit works. While much of the work so far has been grant-led, we see a growing case for using the GFP for wider asset-management energy efficiency programmes.

The Herts, Beds & Bucks Development Services framework is closely aligned with our New Build Division. It covers everything from design and site preparation to the full construction of new homes and even non-residential projects such as commercial and educational buildings.

What sets your business apart from its competitors?

At Mulalley, the family ethos is still at the centre of everything. Eamon, Teresa and Vince are always in the office, doors open, which helps keep the structure flatter and decision-making more agile. Clients know who the key decision-makers are, and many have long-standing relationships with them.

We’ve been carbon neutral for 10 years now and have reduced our emissions by 61% since our 2016 baseline. We’re transitioning to REGO-backed renewable energy contracts, rolling out LED lighting improvements, and moving towards more energy-efficient site cabins.

We also have a clear carbon reduction plan to reach Net Zero by 2050, which includes initiatives like our company-wide EV salary sacrifice scheme and EV chargers already installed at our head office.

How does your company contribute positively to the communities it operates in?

Social value isn’t a box-ticking exercise for us, it’s how we do business. It drives decisions about procurement, subcontractors, and the services we offer. Everyone at Mulalley approaches their work with a social value mindset.

In 2024–25, we increased our social value output by nearly £30 million compared to the previous year. Highlights include:

• 2,703 hours of volunteering (double the previous year)
• £298,487 in donations, both in-kind and financial
• 1,500 hours of wellbeing training (triple last year)
• 2,560 hours supporting people into work
• 926 hours supporting schools and colleges
• £53.7m spent with local subcontractors
• £79.8m in total social and economic value added

We’re proud that in 2024 alone, we created or sustained 63 local jobs, provided over 1,400 apprentice weeks, and ensured all staff, including trainees, are paid the London Living Wage.

What will be the key areas of focus for your business over the next 12 months?

Our focus is on sustainable growth, particularly in our Construction and Planned Maintenance Divisions.

For New Build, we’re committed to delivering much-needed new homes for our clients. We hold several long-term contracts, and our priority is to maintain high-quality delivery and strong collaboration.

Across the business, we have significant schemes underway, so meeting commitments and supporting clients through their challenges is essential.

What are the biggest challenges currently facing the housing sector?

It depends on your perspective. For contractors, a key challenge is the ageing workforce and supply chain. Ensuring suppliers have the right skills, knowledge, and capacity while bringing new people into the industry is vital.

For clients, funding is a major issue, though the rent settlement may help stabilise things. But funding isn’t the only challenge. The sector is juggling legacy system upgrades, Awaab’s Law, Net Zero ambitions, building safety remediation, and growing temporary accommodation pressures.

It’s not one issue, it’s a combination that all interacts.

What are the biggest challenges currently facing your company and your supply chain partners?

It varies by workstream.

For high-rise buildings, navigating the new building safety gateways can be complex but essential.

For retrofit, especially grant-funded work, the processes involved can be extensive to ensure compliance with PAS 2035.

Are there any recent innovations or developments within the business that excite you?

Honestly, joining the business six months ago has been exciting, it’s given me so much opportunity to grow and develop professionally and personally.

What stands out most is how well the office is utilised. In a world where hybrid working is the norm, it’s refreshing to be part of an organisation that values time together. Being face-to-face enhances collaboration with our in-house teams, from BSR and CDM design to operations and commercial teams. It makes learning faster and relationships stronger.

If you were Housing Minister for the day, what would you change?

I’d reintroduce rent convergence at £3 per week to help bring social rents to a more consistent level across the sector.

I’d also like to see reduced bureaucracy around compliance, without compromising on quality or safety. The current processes can be overly complex and simplifying them would help everyone focus on delivering what matters most.

Can you tell us an interesting fact about your organisation?

In 2004 we received The Queen’s Award for Enterprise for our innovative Resident Liaison Management System. It allowed us to carry out kitchen and bathroom refurbishments with minimal disruption to residents’ lives a real game-changer at the time.