Today, Henry Brothers employs more than 200 people across offices based in Magherafelt, Belfast, Glasgow, Nottingham, and Manchester.

A series of acquisitions throughout the 1990s saw the formation of the wider Henry Group, which consists of a number of manufacturing and construction sector companies, ranging from external construction through to interiors fit-out. Jim’s children — David, Ian, Julie and Hazel — are currently board directors.

Here, Allen shares how strategic decisions around sustainability, talent, supply chain, and technology are helping the business stand out from the crowd.

For construction firms, reducing greenhouse gas (GHG) emissions is essential yet challenging. Equipment like diggers, excavators, and bulldozers typically rely on diesel fuel, and connecting new builds to an additional electricity supply — especially on greenfield sites — can cause challenges in reducing the carbon footprint.

Henry Brothers is committed to carbon reduction, aiming for a 50% cut in GHG emissions by 2030 and achieving net zero by 2050. And it was recently recognised for its efforts.

The business was honoured with the King’s Award for Enterprise for Sustainable Development this year, praised for its exemplary approach resulting in benefits for the business, the environment, and the wider construction sector.

Construction leaders have initiated multiple strategies to lower their carbon footprint. From installing solar panels to implementing battery storage solutions and hybrid generators on project sites, technology has played a pivotal role.

Allen also points to other impactful measures, including being an early adopter of hybrid and electric vehicles, eco-efficient lighting, use of HVO fuel, their 26-acre Nature Reserve in Magherafelt and tree-planting initiatives.

In 2021, Henry Brothers launched their Net Zero Carbon Strategy, underscoring a commitment to green practices and detailing steps for future sustainability. An integral part of this initiative is carbon literacy training, designed to foster environmental awareness across the workforce.

The training was developed by Henry Brothers in collaboration with other construction industry environmental leaders and delivered by Keep Scotland Beautiful on behalf of The Carbon Literacy Project, who accredited the course.

It not only encourages employees to be mindful of their workday emissions but also brings sustainability into their personal lives, Allen says. By fostering a company-wide culture of sustainability, they ensure that each project — whether timber-framed buildings or energy-efficient Passivhaus designs — contributes meaningfully to the company and wider stakeholders’ net zero goals. The supply chain and sub-contractors are also involved.

“Ultimately it comes down to communication. The culture of our workforce is what is driving the focus and improvements right across the group,” Allen says.

For construction firms, sustainability is becoming a differentiator in competitive bidding processes. Customers, investors, and regulators increasingly demand transparency around sustainability, with a particular focus on Scope 1 and Scope 2 emissions, as well as Scope 3 emissions related to supply chains.

Beyond regulatory requirements, companies that can measure and report these emissions are likely to gain a competitive edge in the years to come. It is a challenge though, Allen concedes: “Getting accurate and transparent information from supply chains is likely to remain difficult going forward.”

A defined culture and purpose could also attract and retain top talent — a vital concern in a field facing labour shortages and an ageing workforce. Allen describes how Henry Brothers has introduced flexible work options, wellbeing support, and extensive training programmes to ensure employees feel valued and part of a forward-looking organisation.

As a second-generation, family-owned business, Henry Brothers embodies a unique blend of stability and purpose, with a strong commitment to succession planning and fostering a culture of responsibility.

By balancing family-led vision with an inclusive leadership structure, they ensure that all employees have opportunities for growth, supported by mentoring programmes and environmental training. This approach not only boosts morale but also attracts environmentally conscious talent.

Advanced technologies enable companies to track, measure, and report on social, economic, and environmental impacts.

This type of tracking is essential for customised client reporting requirements, allowing firms to demonstrate their commitment to sustainability on each project.

She continues: "We’re delighted to work with such a progressive and visionary business and look forward to supporting Henry Brothers in the future."

“Their commitment to reducing environmental impact, developing a carbon-conscious supply chain, and fostering a culture rooted in family values demonstrates a forward-thinking approach that clearly resonates with clients and investors alike.

“Earning the King’s Award for Enterprise highlights how these values are not only enhancing Henry Brothers’ business performance but also supporting the wider industry’s shift toward sustainable practices.”

Start small, think big: Implement easy-to-adopt technologies like LED lighting, hybrid generators, and battery storage. Even small steps add up over time.

Invest in carbon literacy: Educate your workforce about carbon reduction and sustainability to foster a culture of environmental responsibility that spans both professional and personal life.

Optimise energy use: Develop strategic energy management plans to reduce Scope 2 emissions, and focus on early electrification of sites to minimise diesel dependency.

Engage your supply chain: Build strong relationships with suppliers who share your commitment to transparency and sustainability; accurate Scope 3 data will be crucial for future regulations.

Leverage technology for reporting: Use technology to monitor and report on project impacts. This transparency not only builds trust with clients but also strengthens your bid positioning.

By acting now to prioritise change, your business could be more ready to boost future resilience, meet market demand, reduce costs, or access capital.

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