3M Fall Protection has issued an urgent stop use and remediation notice for select models of their 3M™ DBI-SALA® Ultra-Lok™ Self-Retracting Lifelines due to a potential issue with supplied raw materials.
Please Note: This safety alert does not apply to products sold in Europe under the CE mark.The affected products, produced between November 17, 2023, and June 14, 2024, may fail to lock up properly or may inadvertently switch to retrieval mode during a fall, posing a serious risk of injury or death.
Affected Products:
3503882: Stainless Steel Cable, 50 ft (specific lots impacted)
3503886: Galvanized Cable, 50 ft (all lots within date range)
3503887: Stainless Steel Cable, 50 ft (all lots within date range)
3503889: Stainless Steel Cable, 50 ft (specific lots impacted)
Additionally, associated tripod systems with model numbers 8301076, 8301077, 8301078, 8301090, and 8301091 are impacted if they include the specified self-retracting lifelines.
Immediate Actions for End Users:
Identify Affected Units: Check the model number, manufacture date, and lot number on the device label. Compare this information with the detailed list provided in the notice.Submit Repair Requests: If your unit is affected, submit a repair request using the provided QR code or visit the specified web link. 3M will cover repair and shipping costs.Await Instructions: Once your request is submitted, you will receive a repair authorisation number and return shipping instructions from 3M’s Block Repair Customer Service department.
Actions for Distributors:
Check Inventory: Verify if you have any of the impacted products in stock.
Submit Repair Requests: Use the provided QR code to submit a distributor stock repair request. Forward the notice to customers who may have purchased the affected products and assist them as needed.
3M emphasises the importance of following these instructions to prevent potential accidents. No incidents have been reportedso far, but adherence to this notice is crucial for safety.For further information and to access the necessary forms, visit the provided QR code links or contact your 3M Fall Specialist. 3M remains committed to resolving this issue promptly and ensuring the safety of all users.
The Scaffolding Association has announced that its annual Scaffolding Conference, ScaffCon, has been shortlisted for an accolade at the prestigious Memcom Excellence Awards.
The Memcom Excellence Awards celebrate outstanding achievements across a wide range of sectors, including professional bodies, trade associations, membership charities, trade unions, and the broader not-for-profit membership community.
The awards encompass various categories that highlight excellence in strategy, leadership, engagement, publications, and individual and team accomplishments, aiming to honor innovation and superior performance in multiple areas.
ScaffCon has been nominated in the “Best Event under £100K” category, competing against notable events organised by the Association of Chartered Certified Accountants, the Chartered Banker Institute, the Chartered Institute of Trade Mark Attorneys, the Railway Industry Association, and STEP.
“Being shortlisted for a Memcom Excellence Award is a fantastic achievement.”
Sally Smith, Head of Marketing and Events at the Scaffolding Association, expressed her excitement over the nomination: “Being shortlisted for a Memcom Excellence Award is a fantastic achievement. It underscores the dedication and hard work of everyone involved in making ScaffCon a successful event. We are thrilled to have our efforts recognised!”
The winners of the Memcom Excellence Awards will be revealed at an elegant ceremony on Thursday, September 26th. This event is set to gather influential figures from various industries, celebrating remarkable achievements and sharing best practices.
Industry leader Des Moore explores how to build a stable business—something that scaffolding businesses need to consider at all times, but that becomes even more critical during volatile economic periods.
In my previous articles for ScaffMag, I’ve talked about how to scale a business for sale. In short, the more stable and well-managed a business is, the more attractive it is to a buyer. But even if you have no intention of selling, you should still make it a priority to ensure your business is as strong and resilient as possible.
Not only is this important for your long-term personal success, but your employees rely on you for their livelihoods, and your clients rely on you to support them with their projects. As a company owner or leader, it’s your primary responsibility to build a stable business. And it’s even more important when the economy is volatile, when there are pressures on the sector, and when an election is looming – all of which we are facing at the moment.
In this article, I’m going to cover the business fundamentals that contribute to creating a strong business. These principles apply to companies of all sizes and in all stages of growth.
Know what your business is for
Every business should have a ‘Raison d’être’ – you may wonder what this is. It’s simply a statement that sets out your company’s reason for being. You should also have a vision of where you want the business to be in the next five years, and you should have a set of values that reflects your individual approach. This shows your clients that you have a clear purpose, and that your employees understand what that purpose is. It also gives you a clear target for where you want your business to go – and that forms the central part of your business strategy.
Manage the bigger details
A strong business has to be built on the details. This means having an up-to-date budget that supports your business strategy. It means ongoing cashflow management, and it means having an action plan that sets out how you are going to achieve your goals. You should also consider essential factors like timely agreements of variations to contracts, as this can have a significant detrimental impact on your working capital. Measure your progress against these strategies on a regular basis – at least once per month – so you can make any changes you need.
Make sure you have a mix of work
The broader your spread of work, the less reliant you are on one customer or one job. You’re also not committing all your resources and equipment in one place, so you are lowering your risk all round. By taking on a range of project sizes, for example, you can make sure you are keeping your cashflow healthy and not overcommitting the business to any one project.
Don’t rely on three or four primary customers
It’s important to build good relationships with your customers, and take on plenty of repeat work. But if you only have a small number of main customers, you are creating a huge potential risk for your business. What happens to your company if one or more of those companies fail, or you fall out with them? You will lose a significant proportion of your work overnight and this could put you in a very difficult position – particularly if there is a large amount owed to you. If you are in this position now, you should look for ways to balance these customers with other work, to give you a safety blanket sooner rather than later.
Accept a measured level of risk
Every business has risk. The question is, how much are you prepared to accept? If your aim is to build a stable business that can withstand market, economic or any other shocks, you need to accept a level of risk, but minimise it where possible. I’d say have at least 75% of your business insured. Be realistic and detailed about the risks facing your business, mitigate them wherever possible and review them regularly.
Work across multiple sectors
Every sector is subject to its own risk. So, to protect your business, it’s safest to spread your work across several sectors. For me, four sectors is optimal – you are able to understand your customers’ needs and develop expertise in each sector, but you are not overcommitted to any single one, and you will know the risk to your business of work disappearing from any one of those sectors. In particular, stand back and look at the types of contracts you have – are they progressive, where you are regularly supplying scaffolding so your cashflow is constant? Or are they static, where you get a payment when the scaffold is erected and then nothing for many months – or even years – until it’s time to take it down?
Manage your cashflow
When smaller or owner-managed businesses fail, it’s often because of poor cashflow management. It’s absolutely imperative to understand both how cash comes into your business and how it goes out. Generally, this is referred to as Days Sales Outstanding (DSO) – the number of days it takes for payments to come in from clients – and Days Payable Outstanding (DPO) – the time it takes to pay your own suppliers. Simply put, if you don’t have a grip on this, you could end up with a mismatch that has a serious impact on your cash position, and your working capital will be squeezed.
Consider taking out bad debt insurance
We have all been in the position where a new customer – no matter how good your due diligence was – doesn’t pay their bill. Usually called a ‘trade credit’ insurance policy, this insurance helps to protect your business against non-payment. It can help to mitigate a common risk faced by the scaffolding industry. I’ve always had this – and so should you.
Don’t jump into an exceptional contract
Large, exceptional contracts are very tempting. You can see that they will bring in good income, and they may improve your market reputation or result in increase work with a new client. However, these exceptional projects come with their own complications. You will need to commit significant equipment and workforce to them, for example, so your overheads will increase. Large projects also tend to pay on much longer terms, which could affect your cash flow, and you could end up failing to serve your existing customers well because you have been distracted by a more ‘glamorous’ option. And, when these jobs are finished, they invariably leave a large hole that can take two or three years to fill – all while you are still carrying those overheads. I could cite several examples of this – but it would be unprofessional to name the individual companies concerned.
Regular project reviews
Project reviews help you to plan ahead, manage your workforce and learn lessons from challenges or failures. For example, reviewing work on an ongoing basis allows you to make any necessary changes to processes, work with your clients to resolve problems and show that you take a proactive approach.
Support clients’ financial wellbeing
I am a strong believer in helping clients to succeed. Your business is not just here to provide a hands-off service; it’s here to help your clients flourish – if they don’t, you won’t. So invest time in advising your clients on the best, and most cost-effective way to do things, not just at tender stage, but during the course of the project. This will help you build strong relationships and increase the likelihood of repeat business and referrals.
Involve your team
Employees should feel that they have some ownership and shared values of the company they work for. The more involved and engaged your team is, the more successful you will be. So be clear about vision and values, ask them to take part in key discussions and always be transparent with them, irrespective of the position they hold – from apprentices in the yard to directors in the boardroom. This doesn’t just mean ‘telling’ them things – it means explaining your decisions so that they can see your thinking. Be open, be clear and be honest, and if your people are still unclear, take the time to go through it again. I guarantee that this will pay significant dividends in the future.
Next steps to a stable business
The first thing to do is assess where your business is now. Look at your current clients by project value and sector. Think about the potential risks to your business and how you are mitigating them. Pay attention to your cashflow and working capital to get a clear idea of the financial stability of your business. And make sure you have a clear purpose and business strategy to give you the focus you need.
Ask yourself this question: If there was a recession tomorrow, what would I do to protect my business and my workforce? Whatever the answer is, you should already be doing it today.
I can help you with this initial assessment, showing you where your strengths, weaknesses and opportunities are, so that you can take the right steps to build a strong and stable business for the future.
This article was originally published in Issue 22 of the ScaffMag magazine.
Industrial Textiles and Plastics (ITP) Ltd, a prominent Yorkshire-based manufacturer of scaffold sheeting and protective textiles, has announced the appointment of Martin Green as its new Managing Director, marking a significant step in the company’s strategic growth plan.
Martin Green brings 24 years of experience in senior roles within the construction and related industries, having achieved success with both national and international manufacturers. In his new capacity, Green will lead ITP’s efforts to broaden its global market reach, managing a diverse product portfolio that includes sheeting for scaffolding and temporary fencing, acoustic barriers, debris netting, keder sheeting, protective breather membranes and vapour barriers for walls and roofing, and ground barriers for use on contaminated land.
“We are delighted to have Martin on board.”
Richard Menage, Chairman of ITP, expressed his excitement about Green’s addition to the team, stating, “We are delighted to have Martin on board. He has outstanding credentials as an innovative thinker across operations, sales and marketing, business management, and distribution in both domestic and international markets. He has the strategic agility to drive continued expansion in our core sectors, including construction, environmental protection, petrochemical, marine, and offshore.”Green shared his enthusiasm for joining ITP, noting, “I’m very excited to be joining a company which has been at the forefront of technical development and innovation over the past 35 years. ITP’s knowledge base is unrivalled, with senior management that has been hugely influential in advancing flame retardant technologies and advocating certain standards of testing and certification, particularly in relation to fire safety which has become more important than ever with the arrival of the Building Safety Regulator. The company has become a go-to resource for construction companies requiring fully compliant scaffold solutions and a trusted name for architects and contractors requiring fully compliant solutions for high-rise buildings.”Located in Easingwold, North Yorkshire, ITP supplies projects throughout the UK and operates a robust export business, distributing products worldwide. The company’s factory specialises in in-house manufacturing of materials, including surface coating, finishing, and large-format flexographic or digital printing. Over the years, ITP’s product range has expanded significantly to include hundreds of materials in various sizes, specifications, and applications.
Taziker Industrial Services has announced the securing of a significant long-term contract with Heidelberg Materials UK, a prominent provider of low-carbon, heavy-building materials.
The partnership will see Taziker providing scaffolding services at Heidelberg’s Ketton and Padeswood cement plants.Heidelberg Materials UK specialises in the production of aggregates, concrete, asphalt, cement, and recycling, playing a crucial role in the UK’s construction sector. The newly formed alliance with Taziker is expected to enhance daily plant maintenance through comprehensive scaffolding services, including 24/7 emergency callouts and scheduled outage support.Neil Starkey, the Industrial Services Director at Taziker, was enthusiastic about the partnership.“We are delighted to share the exciting news of our contract award with Heidelberg Materials UK. This will play a vital part in achieving our overall strategy and demonstrates the strides Taziker has taken in the UK industrial market.Throughout discussions, it was clear that both of our company visions were aligned, and we are now looking forward to working collaboratively with Heidelberg Materials UK’s teams.”Taziker, a multi-disciplinary engineering contractor, specialises in critical UK infrastructure maintenance, refurbishment, and replacement works. The company’s operations span Structural Solutions, Surface Preparation and Protective Coatings, Structural Strengthening and Repairs, Access Solutions, and Industrial Services.With over 350 employees and eight regional locations, including a Support Services office in Lancashire, Taziker is well-positioned to deliver on this new contract.This new agreement follows a series of significant achievements for Taziker. In 2022, the company’s Industrial Services division secured a place on a long-term, multi-million-pound framework for scaffolding services with National Grid, covering multiple UK locations. Additionally, in 2024, Taziker won the prestigious RoSPA Gold Award for the fourth consecutive year, underscoring its commitment to health and safety excellence.
The SCP Group celebrated a significant milestone at its annual Best Scaffolding Golfer of the Year Championship, fondly known as ‘The Scaff Open’, held at The Astbury Golf Resort.
This year’s event attracted a record number of participants, with over 100 scaffolding industry professionals gathering for a day of competitive golf and camaraderie.
The highlight of the event was the 18-hole Stableford competition, where industry experts vied for the coveted title of SCP Group’s Best Scaffolding Golfer of the Year and the prestigious claret jug.
The challenging course at The Astbury Golf Resort provided the perfect backdrop for the day’s events, with scaffolders showcasing their skills and passion for the sport.
In a remarkable show of support for the construction industry, the SCP Group partnered with The Lighthouse Construction Industry Charity for this year’s ‘Scaff Open’.
The partnership aimed to raise awareness about the support services available to scaffolding professionals and underline SCP Group’s commitment to making a positive impact within the sector. As part of this collaboration, the SCP Group made a generous donation to the charity, reflecting their dedication to the wellbeing of construction workers.
Following the intense competition on the greens, participants enjoyed a networking session, a BBQ, and an awards ceremony. The relaxed post-tournament activities allowed scaffolders to connect, share experiences, and celebrate their achievements in a friendly and supportive environment.
The SCP Group expressed heartfelt gratitude to all the scaffolders who attended and contributed to the event’s success. Special thanks were extended to the team at The Astbury Golf Resort for their exceptional hospitality and support, which ensured a memorable experience for everyone involved.
Overall, the 2024’ Scaff Open’ was a resounding success, reinforcing the importance of community and support within the scaffolding industry. The SCP Group looks forward to continuing this tradition and furthering its efforts to make a difference in the construction sector.
In a bold move set to invigorate the scaffolding and construction sectors, Deputy Prime Minister Angela Rayner has reinstated mandatory house-building targets for planning authorities across England.
This significant policy shift aims to fulfil Labour’s ambitious election manifesto promise of constructing 1.5 million new homes in England by the next general election. The announcement heralds a potential boom period for the scaffolding industry, poised to play a critical role in meeting these targets.Deputy Prime Minister Angela RaynerRayner’s new rules reverse last year’s decision to dilute housing targets, mandating councils to meet specific construction goals. Emphasising both professional responsibility and moral obligation, she has communicated directly with council leaders and chief executives, underscoring the importance of this initiative. To ensure compliance, Rayner has not hesitated to threaten government intervention should councils fail to develop adequate plans.The focus on brownfield land and introducing the ‘grey belt’—areas on the edge of settlements and roads, including old petrol stations and car parks—are expected to streamline the approval process for new developments. This prioritisation could lead to an unprecedented surge in construction activity, thereby increasing the demand for scaffolding and related services.Achieving the target of 1.5 million homes by 2029 will require an almost twofold increase in the current annual output of 158,200 housing units in England. Rayner has set an even higher goal of 370,000 units per year, a figure that underscores the monumental scale of this undertaking.Industry leaders have responded positively to the announcement, with thirty-three major house-building companies, represented by the Home Builders Federation, expressing support for the government’s reforms. Neil Jefferson, chief executive of the Home Builders Federation, remarked that the new planning system is a significant step towards overcoming long-standing barriers to housing delivery. He emphasised the importance of a reformed planning system in addressing land availability and affordability pressures.Small and medium-sized house-building companies, while generally supportive, have voiced the need for more comprehensive reforms. Richard Beresford, chief executive of the National Federation of Builders (NFB), highlighted the necessity of removing barriers to construction and ensuring that policies not only facilitate planning approvals but also enable ground-breaking work.Rico Wojtulewicz, NFB’s head of policy and market insight, stressed the importance of strategic planning and the need to focus on the planning process’s commercial impacts. He also called for greater attention to the role of SMEs, which are pivotal in training apprentices and building social housing. Wojtulewicz emphasised the need for policies that support biodiversity net gain without hindering affordable housing projects.The government’s strategic planning reforms, coupled with increased planning fees and expanded criteria for nationally significant infrastructure projects, aim to streamline the construction process. A consultation paper on these proposals is currently open for feedback until September 24, 2024.The positive response from industry heavyweights, including Land Securities and the British Property Federation, underscores the widespread support for these measures. Mark Allan, chief executive of Land Securities, praised the focus on brownfield land and mixed-use developments, while Melanie Leech, chief executive of the British Property Federation, lauded the package as a catalyst for addressing the housing crisis and stimulating economic growth.As the scaffolding industry prepares to meet the increased demand, the reinstatement of housing targets promises to usher in a period of robust growth. With the government and industry aligned on the path forward, the scaffolding sector is set to play a pivotal role in building the homes that will shape the future of England’s housing landscape.
TRAD’s target for ‘Team Thomas’ raised to £12,000 after raising over £4,000 in just 3 months.
TRAD UK has raised its fundraising target for the year to £12,000 after the first three months of its ‘Team Thomas’ campaign saw the company raise more than £4,000.
The company is raising money for Duchenne UK – a charity that supports families dealing with Duchenne Muscular Dystrophy – like TRAD’s Stockport employees, Liam and Danielle Ackers, whose son Thomas was diagnosed with Duchenne aged just two.
The Ackers family has been leading a wide range of fundraising activities across the whole of TRAD, including a recent ‘Duchenne Dash’ where staff members covered the distance between London and Paris by taking on various activities including cycling, running and walking.
Liam is planning to run the Manchester Half Marathon in October 2024, and Danielle has pledged to climb Snowden as part of future fundraising and the team are not stopping there.
“We’re truly grateful for the amazing amount of money raised so far,”
TRAD is bringing back its popular charity Golf Day, which started in memory of John Paterson and is now a firm favourite in the calendar. And several staff members are planning a sponsored skydive later in the year, alongside ongoing fundraising events across all the company’s depots.
“We’re truly grateful for the amazing amount of money raised so far,” says Danielle. “The research this is funding gives Thomas, our family and all other people coping with Duchenne so much hope – we’re looking forward to smashing this new target too!”“Raising money for charity is an important part of our culture at TRAD UK,” says MD Colin Dobson. “Everyone has really pulled together to support Liam, Danielle and Thomas, and it’s great to see such team spirit evident across the business. I’m really looking forward to seeing what the rest of the year brings for our support of Duchenne UK.”
Click to support TRAD’s fundraising efforts.
Since its founding in 1992, George Roberts (North West) Limited established itself as a beacon of quality and reliability in the scaffolding industry.
With a focus on maintaining comprehensive stocks of high-quality products, the company has grown from a local business into a major player serving both domestic and international markets. Under the visionary leadership of Chairman George Roberts, the company adhered to a strategy that emphasised enduring personal relationships with clients and a commitment to exceptional service standards.Operating from a purpose-built 16-acre site in Liverpool, George Roberts (North West) Limited supplied a diverse range of industries, including housebuilding, nuclear, oil & gas, formwork, defence, and general construction sectors. The company’s extensive product range included tube, fittings, boards, and accessories, along with being a leading distributor of Genuine Layher, K/Lok, K/Stage Systems, Uniscaff Stair Towers, and System Temporary Roofs. This diverse portfolio was supported by unrivalled stock availability and a robust in-house HSEQ regime, ensuring that all products consistently met relevant standards.The company’s success over the past 32 years is a testament to its strong brand, comprehensive product offerings, and dedicated team. With a turnover exceeding £50 million, George Roberts (North West) Limited became synonymous with quality and innovation in the scaffolding industry.
Charting a New Course with Employee Ownership
In a move that underscored its commitment to its workforce and customers, George Roberts (North West) Limited announced the formation of an Employee Ownership Trust (EOT) in February 2024. This strategic decision highlighted the company’s dedication to maintaining its exceptional service standards and ensuring the future success of the business through employee engagement and commitment.Chairman George Roberts, who had led the company since its inception, explained the inspiration behind the decision: “Naturally, as the business has grown over the years, it has attracted interest from many third parties who expressed a desire to purchase it. However, as someone who has always enjoyed working at the front end with our clients, my worry was that new ownership might change the things that made the company so special—its total independence, focus on supply and hire only, and forging close personal relationships with our clients. When the idea of the EOT was tabled, it just felt right and the perfect way to protect the legacy and soul of the company. I have always been deeply invested in the loyal team who work here, and the EOT offered an opportunity to protect and strengthen their futures as well as the company’s.”Regarding the impact of the EOT on the company’s growth and operations, Mr. Roberts added, “The main message is that whilst the management structure will evolve over time, the business remains strong and will continue to grow. The fundamentals of stock availability, quality, rapid delivery, and excellent customer relationships are the base on which everything is built in this business.”The formation of the EOT was met with overwhelmingly positive reactions from employees. “A third-party sale always brings a level of uncertainty, which is something I was very mindful of,” Mr. Roberts noted. “The EOT negates this and provides continuity and the opportunity to evolve over time. Feedback overall is that it has embedded people into the business and given them a feeling of security, which is fantastic to see.”
“I honestly believe that this business is set up with the customer experience front and centre of everything.
Future Plans and Employee Engagement
Under the new structure, the company plans to pursue new opportunities while promoting improved employee engagement and efficiencies. “The EOT should promote improved employee engagement and efficiencies into the organisation, and its continued success will be ultimately their own personal success,” Mr Roberts stated.To ensure employees are fully engaged and understand the benefits of the EOT, the company has implemented several initiatives. “Although we are in the early days of the EOT and the transition will take time, a core part of the EOT is engagement and communication, and this is now starting to take shape. I have always been really open regarding the company’s performance, but this will now be enhanced by regular meetings with departmental managers who will share information with their teams. Quarterly meetings with the Trust will also allow managers to represent their team with any questions or issues that may arise,” explained Mr Roberts.
Commitment to Customers and Quality
The EOT is expected to influence the company’s relationships with customers positively. “I honestly believe that this business is set up with the customer experience front and centre of everything. The attitude is that everyone’s role is customer-focused—from the first person they speak to on the phone right through to the drivers who arrive on site in the latest vehicles that are well-presented and efficient. We believe our customers get a level of service that goes above and beyond, and this will not change; it will only improve,” Mr. Roberts affirmed.Highlighting the company’s commitment to quality, Mr. Roberts shared, “Quality covers many different angles in our industry. Aesthetically, it is the extra details that should be a given but often are not. Little touches like us having a golden rule that every hire tube that goes out of the yard is accurately sized and, if cut, is done so properly—things like this make the difference between a good scaffold and an impressive one that looks the part. To achieve this, you need a culture running throughout the business. The yard operatives here have really bought into the standards we insist on; without that, it simply would not be possible, and I’m always so proud of this.”The company maintains its high standards for product quality and safety through diligent effort and documented systems embedded into daily routines. “We have a team here with significant experience, covering all aspects, from qualified scaffolders who understand what our clients expect to those who know the manufacturing processes. All of these skills mix together to give us the end result of top-quality products and the ability to understand our clients’ needs,” Mr Roberts said.
Embracing Innovation and Sustainability
George Roberts (North West) Limited continually seeks to implement new technologies and processes to stay ahead in the industry. “Environmental issues are now a real focus across the industry, and these are challenges we embrace. Ultimately, scaffolding is a pretty green industry when you think about it—a 13-foot board will be recycled until it’s eventually a sole pad, and a 21-foot tube will end up as a small butt used for a tie. It’s remodelled and repurposed all the time. We are always looking into new ways to improve our processes,” Mr Roberts explained.The company has achieved various accreditations, including ISO9001 for quality, ISO14001 for environmental management, ISO45001 for health and safety, and a FORS-approved transport fleet. The latest accreditation is PEFC, which covers the sustainable and responsible purchase of timber products. Additionally, the company is moving to electric vehicles wherever possible, with all external sales force now using electric vehicles and efforts underway to convert forklift trucks from diesel to electric to reduce the carbon footprint further.
Reflections on the Company’s Journey
Reflecting on the company’s journey, Mr. Roberts shared, “From humble beginnings, I am still amazed at what the company has achieved. I just enjoy coming to work every day—it’s not even like going to work; I love every minute of it. It’s hard to pin down one thing, really, but a big thrill is seeing young people who have been on the tools decide to have a go and start their own business. Over 32 years, there have been many, and it’s a source of pride that there are so many now established scaffolding companies out there who we knew and worked with at the start of their journey. If someone comes in to see me who has just started up, I love to back them and watch them grow. We all need a chance in life, don’t we?”Mr. Roberts attributes much of the company’s success to his industry knowledge and sales experience. “First and foremost, I’ve always been a salesman at heart. Apart from watching Liverpool FC, selling scaffolding is probably my favourite thing to do! I was a Sales Rep for Palmers in the early stages of my career, before mobile phones and email, and it was a tough job—but I loved it. The things I learned in that job I still use every day,” he said.DCIM100MEDIADJI_0628.JPG
Looking to the Future
George Roberts (North West) Limited remains committed to its core values and continues to set the standard for innovation and excellence in the scaffolding industry. As the company charts this new course with the Employee Ownership Trust, it remains focused on quality, customer satisfaction, and sustainable growth, ensuring a bright future for all its stakeholders. This strategic move secures the company’s future and reinforces its dedication to maintaining the highest standards of service and quality in the industry.In conclusion, the establishment of the Employee Ownership Trust at George Roberts (North West) Limited represents a forward-thinking approach that will benefit employees, customers, and the industry as a whole. As the company charts this new course, it remains committed to the values that have driven its success for over three decades, ensuring continued growth and shared prosperity for years to come.This article was originally published in Issue 22 of the ScaffMag magazine.
The Health and Safety Executive (HSE) reported that of the total 135 workers killed in work-related accidents in 2022/23, 45 were in construction, with just over half (51%) of all construction fatalities in the period involving falls from height.It is extremely unfortunate that each one of these tragic deaths has contributed to a total figure almost 22% higher than the annual average of 37 fatalities recorded over the five-year period from 2018 to 2023.Terry Hall, Field Services Manager for PERI UK, commented: “The formwork industry needs to look at how the scaffolding industry has evolved in recent years. Regardless of the height and complexity of the scaffold towers being erected, they must be built by CISRS scaffolders who have undertaken advance training.“Typically, formwork is being used to construct some of the tallest buildings across the UK, yet these systems are installed without stringent training standards for the formwork operatives undertaking the work, who without training, can easily have developed unsafe working practices.“Without the right training, these operatives are likely to make more mistakes and erect systems incorrectly at best and dangerously at worst. This can have serious implications for their personal safety and that of the public, given that many modern formwork systems are used at great height, on constrained sites and in busy public spaces.“However, whilst the training remains voluntary, construction contractors may not prioritise spending time or money on training courses to upskill their operatives and encourage safer working practices on site. Only mandatory training will address the risks of simple mistakes or lack of knowledge causing avoidable problems.”Currently, an operative erecting formwork requires an NVQ Level 2 qualification, but this fails to recognise how formwork systems and climbing formwork in particular has developed in the last 20 years. System-based formwork products have evolved to meet modern construction needs, including more powerful climbing capacity and some have been developed for specific applications, which risks widening the gap between basic and advanced product knowledge. Hall concludes: “Although we are seeing a significant jump in the number of formwork operatives currently being trained, as contractors better understand the risks and the simple solution, it remains on a voluntary basis. “By ensuring that formwork training receives equal emphasis and recognition as scaffolding training, we can prioritise safety and proficiency in all aspects of construction work, promoting a culture of competence and professionalism.Until the training is mandatory and no one can erect formwork systems without the appropriate qualifications on their CSCS card to prove their competence, the risk of recruiting inadequately skilled operatives who are working with heavy-duty systems at height, will remain.”
In my previous articles for ScaffMag, I’ve talked about how to scale a business for sale. In short, the more stable and well-managed a business is, the more attractive it is to a buyer. But even if you have no intention of selling, you should still make it a priority to ensure your business is as strong and resilient as possible.
Not only is this important for your long-term personal success, but your employees rely on you for their livelihoods, and your clients rely on you to support them with their projects. As a company owner or leader, it’s your primary responsibility to build a stable business. And it’s even more important when the economy is volatile, when there are pressures on the sector, and when an election is looming – all of which we are facing at the moment.
In this article, I’m going to cover the business fundamentals that contribute to creating a strong business. These principles apply to companies of all sizes and in all stages of growth.
