RAINWATER MANAGEMENT
WEATHERING THE STORM
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s of mid-March, there had been three major named storms that significantly impacted the UK since the start of the year. Storm Goretti brought the first red wind warning of the year to Cornwall and the Isles of Scilly, where record-breaking gusts of 99 mph were recorded. It also caused widespread snow across Wales and the Midlands. Storm Ingrid brought heavy rain and strengthening winds primarily to south-western England and Wales. And Storm Chandra caused significant flooding in Devon and Somerset, where a major incident was declared due to the combination of heavy rain onto already saturated ground. All, but Storm Chandra in particular, had a big impact on the merchants in the affected areas, affecting not just daily operations, but also demand.
IBMG Group managing director - Heavyside, Danny Spokes, says: “Storm Chandra hit hard and fast. Heavy rain, strong winds and widespread flooding brought parts of the country to a standstill and as merchants, we felt it immediately.”
He says that, on the day the storm hit, sales dropped 20%. “Sites closed. Deliveries were cancelled. Footfall dropped sharply as customers quite rightly prioritised safety. For a short period, it was a case of battening down the hatches.”
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With three major storms having affected parts of the UK already this year, BMJ talked to IBMG about how its south-western businesses managed.
He says that what was interesting, though, was how quickly demand shifted. Larger project work paused almost overnight, to be replaced by smaller, urgent jobs. Roofing call-outs. Drainage issues. Fencing down. Flood damage. The trades still needed materials, just different ones, and often at short notice. “Roofing in particular moved quickly. Tiles, battens, membranes, guttering, all the essentials for making properties watertight again. Our roofing merchant businesses saw enquiries pick up rapidly once the worst of the weather passed.
“That’s something most of us have seen before. Storms create disruption in the short term, but they also generate follow-on work. The key is being ready for the swing.”
Operational reality
Spokes says that the impact on logistics was significant, with both damage to infrastructure and heightened demand exasperating supply issues.
“The practical challenges were significant. Flooded roads meant some branches were
harder to access. Deliveries had to be rerouted or postponed. Suppliers further up the chain were dealing with the same transport issues, which inevitably led to pressure on certain product lines.
“In moments like that, flexibility matters more than process.”
He says that, in order to manage the group focused on: • Keeping daily contact with suppliers • Moving stock between branches where needed • Adjusting delivery routes in real time • Being upfront with customers about availability
“No one benefits from over-promising during disruption,” he says, “Clear conversations build far more trust than unrealistic timelines. One thing that stood out was the importance of local decision-making. Branch teams understand their trading patch better than anyone. Road closures, site access, customer priorities - that knowledge can’t be managed centrally. Empowering teams to make quick calls made a real difference.”
www.buildersmerchantsjournal.net April 2026
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