The Vice-President of the Insitute of Demolition Engineers has said his industry should think twice before using scaffolding to cover buildings under demolition.
VP, Richard Dolman, who is also the managing director of AR Demolition, said it was time for the demolition industry to consider new ways of dust suppression and protection from flying debris during the demolition of buildings.
His stark comments were captured in a ConstructionIndex article following a flurry of recent demolition incidents that involved the collapse of scaffolding in Reading, Liverpool and Nuneaton.
Speaking to Theconstructionindex Dolman said: “For many years, I’ve never understood why people think is a good idea to fasten scaffolding to a building, then demolish the structure behind the scaffold using a machine.“Scaffolding is useful if it’s used to take a building apart in reverse of how it was constructed, but I’ve never thought that it goes well with big machinery. It’s not even great for stopping dust because the minute you dismantle it, the dust goes everywhere. If there’s a structural collapse, you’re in real trouble as the recent incidents show.”Richard Dolman
However, his company AR Demolition has invented an alternative solution in the form of a modular debris protection frame and blast mats.
“Our modular frame system took six months to design and can be transported in sections and bolted together in a day. The mats hang off a crane or a demolition rig – they’re six metres wide, 15 metres high and act as shield to stop debris and dust,” he said.
“Only a few companies use it and as far as I know we’re the only one which uses an incorporated jet system to spray water back on to the work face.”
He concluded in saying: “Let me emphasise that I’m not saying there is no place for scaffolding in demolition. There are occasions – mainly during floor-by-floor, very controlled, small-scale demolition – when it is the most appropriate method of dust suppression and protection against debris. I just think that there are better methods which should be more commonplace.”
Stork has bagged a five-year contract to provide services for the Heather, Thistle and Magnus offshore platforms in the North Sea.
Global maintenance firm Stork has been awarded a five-year contract by EnQuest PLC to provide multi-skilled deck crew services for its offshore oil and gas assets located in the northern and central North Sea.
Stork hasn’t disclosed the contract value.
However, ScaffMag understands that The Muehlhan Group has retained the scaffolding contract. They will continue to supply and erect scaffolding services on EnQuest platforms in the North Sea.
“Stork is pleased to once again work with EnQuest by providing operational support services and continuing to help improve the efficiency of the company’s North Sea assets,” said Taco de Haan, Stork’s president.
Stork’s multi-skilled crew will provide services for the Heather, Thistle and Magnus offshore platforms in the northern North Sea and the floating production, storage and offloading vessels in the northern and central North Sea.
The five-year contract began in September and includes two one-year extension options.
48.3 is driving the evolution of scaffolding by integrating all aspects of temporary and permanent works design, which results in a much more time-effective, cost-effective and safe solution. 48.3 Managing Director, Ben Beaumont, proudly introduces the future of scaffolding.
Albert Einstein once stated that “Insanity is doing the same thing over and over again and expecting different results.” This is exactly the case when it comes to processes and procedures in the temporary works sector of the construction industry as we know it today. We are continuously going through the process of instructing scaffolding contractors without considering the scaffolding design, designing scaffolding without taking into consideration any other temporary works, and racing to the end of the scaffolding part of a construction project without taking a step back and considering the bigger picture (i.e. the permanent works). The process is arduous and generally unsatisfactory, and yet the industry continues to work this way.
The need for change
Scaffolding is often the first thing people need, and the last thing people think of. The result? A round-the-houses solution which usually ends up incorporating multiple aspects of temporary works, with unnecessarily more risk due to the combination of said temporary works, increased miscommunication between all the different interfaces (the strife of a Temporary Works Coordinator) and, ultimately, unbelievably high contract growth (I’m talking 75-80%). Seems ludicrous – and yet on it continues. Why? There’s potentially an element of habit and tradition (i.e. that’s how it’s always been done) and probably something to do with the principal contractor not necessarily knowing what they will ultimately need (scaffolding is a skilled niche after all). But with the update of BS 5975 published in May this year, this code of best practice has significantly updated its Section Two on the procedural control of all temporary works and how all involved parties should operate their procedures.
The first step to change
The first step in 48.3’s evolution came to fruition around two years ago, with the introduction of its commercial and management services offering. This provides principal contractors and tier 1/2 sub-contractors with an effective scaffolding procurement strategy, where we take full responsibility for scaffolding and access requirements. As mentioned earlier, the ‘usual’ process of scaffolding design is to incorporate the design requirements into the scaffolding contractor’s package. There’s no upfront design as is expected with other temporary works. A scaffolder’s scope of works is understandably focused on the scaffolding, therefore other temporary works or permanent works are not usually considered. This culminates in the Temporary Works Coordinator needing to manage the integration of multiple interfaces, contacts and designs which all need to align and conform. It’s a chaotic approach which becomes very consuming of time, cost and resource. We have been encouraging principal contractors to remove design from the scaffolding package, to make design an up-front requirement of a scaffolding project and to improve the visibility and understanding of a project (i.e. how much it will cost and how long it will take). It’s a shift in habitual behaviour, but ultimately, it provides more time and more opportunity to provide a much better scaffolding solution in a much safer way.
48.3 and Mercer Scaffolding working collaboratively with an integrated design approach. Edwardian Hotel, Leicester Square, London.
Integrated design services
In July, 48.3 announced that it has joined the Richter Associates group of companies. The combination of scaffolding and access design expertise from 48.3 and Richter’s civil, structural and geotechnical know-how means that there is now a provider of fully-integrated design services to the industry. The benefits that this brings to principal contractors and scaffolding contractors are extensive.
Being able to provide principal contractors with a full circle design service, which includes both temporary and permanent design from one team, means that all requirements from the start to the finish of a construction project are considered at the very beginning. It removes the need for multiple contacts with multiple tasks and removes any conflicts of interest or miscommunication. For example, instead of scaffolding being designed on a concrete slab that requires backpropping, we’ll consider how to reinforce the slab more effectively (permanent work) so it can safely support the scaffolding without the requirement for additional temporary works (the backpropping). We can consider all requirements to create a much more cost and time effective solution. If it is decided the backpropping is the best solution, then we design that too, along with checking the ground and foundations. We want to put an end to “design by others” or “design by principal contractor” notes on the drawing. That way, it is as simple and easy to manage for the TWC (temporary works coordinator) as possible.
We recently presented our proposition to a principal contractor, who spends £10 million a year on scaffolding (with an average contract growth of 74%). By managing their scaffolding packages from tender stage and providing an integrated design service, thoroughly planning and establishing what is actually needed, taking into account the requirements of both the temporary and permanent works, we committed to reducing their average contract growth to around 35% (an annual saving of £2 million). No changes to what they need to do, no revision of any internal procedure – just a pure saving. Even more importantly is the positive effect this approach has on safety. ‘Slips, trips and falls from the same height’ and ‘working at height’ are two of the most frequent causes of accidents. Scaffolding, or working from scaffolding, is a significant contributor to both categories.Our approach to scaffolding design means that we provide the right solution, the first time, with scaffolding going up and down once, and with few unplanned modifications or updates. The reduction that this has on Accident Frequency Rates is fantastic, which drives us even more to transition the industry into well-managed procurement and planning combined with an integrated design mindset.
For scaffolding contractors, the benefits of an integrated approach are also significant. Whilst the scaffolding contractor doesn’t have to take any more responsibility than they typically would now, the responsibility of the surrounding interfaces is taken by 48.3. For example, 48.3 will design the scaffold as per the scaffolding contractor’s requirements to satisfy the design brief, but then also check the ground (or any supporting structure) upon which it is standing and if necessary, design suitable footings and foundations. 48.3 will check the structure to which the scaffold is tied, both locally and globally, under the temporary load case imposed by the scaffold. We can include all aspects of civil, structural or geotechnical design. All other things being equal, this will give a scaffolding contractor a significant competitive advantage over rivals in tender; significantly easier and more straight-forward design delivery and temporary works management for the principal contractor.
The future of scaffolding
One of our fundamental values at 48.3 is ‘See the finished structure before you start.’ This means planning, vision, direction, understanding, reverse engineering and foresight. All of these components are what makes our integrated design approach a success. Incorporating temporary works and permanent works all into the original, up-front design ensures no unnecessary integration requirements of multiple temporary works, safer working environments due to thorough planning and considerable saving of time, cost and resource. It’s gives scaffolding contractors quite the competitive edge and equips principal contractors in a unique way. It is the future of scaffolding design, driven by 48.3.
Towards the end of 2019, the Temporary Works Forum will be releasing ‘The Management of Scaffolding’ – a guidance document on how to satisfy the procedural management requirements of the updated BS 5975. Ben Beaumont of 48.3 is convenor of the working group creating this.
As the pride of the city the charismatic Leeds Town Hall was opened back in September 1858 by Queen Victoria and Prince Albert. Today it’s a live venue hosting concerts, civic functions and even world-famous organ recitals. An icon of this effervescent city, imagine the responsibility of any scaffolding company asked to erect a system so much needed refurbishment work can be carried out as the building stays live? Add to this, the fact ground-based scaffolding isn’t an option, and a major challenge quickly emerges alongside a strict time-line. In essence, all works would need to be completed on time to meet concert dates. No pressure then? Certainly not for IBN Scaffold Access Ltd, working for Bermar Building Company Ltd to provide a quality service with safety at the forefront.
Combination Thinking
This is also of course, where state of the art modern conference and meeting facilities meets the splendor of vibrant Victorian architecture. In terms of restoration, the project has involved a new heritage trail around the Victorian cells, work on the courtroom, Victoria Hall and clock tower, alongside the strengthening of the roof, improved acoustics and a 21st century bar.
IBN Scaffold Access Ltd Called in the services of Creator Scaffold Designs to come up with a combined plan to create the perfect system for the task. In short, this amazing scheme was all about access solutions and temporary roofs. This was their brief:
No ground-based scaffolding
No public disruption
Wind loadings on the clock tower
No supported scaffolding from existing roofs
Complete safety around the site
And naturally, as is the case with most buildings these days – it had to look aesthetically pleasing, from hoist supports to beamed support walkways. Weight was crucial, as all scaffold would be erected from supporting beam work or gallows brackets. Every step of the way excellent management combined with great skill and continual flexibility, offered up a perfect demonstration of how scaffolding in the modern industry is accomplished.
Red Letter Day
Sunday, June the 16th was a red-letter day for the company when a team of ten highly skilled operatives began work erecting trusses at ground level, before they were lifted by a temporary crane to cover the roof of the town hall. The nearby road was closed as every single truss was lifted and put into place on the same day. Having reviewed all roof options they discovered a rolling roof system wasn’t possible due to a restriction of imposed loads on the roof structure itself. Everything went according to plan thanks partly to the efficiency of the Generation Uni Roof design. In fact, the timing was superb.
In terms of the famous clock tower, both Asterix and Deep X Beams were used for support work on the base of the clock tower. Taken overall, the project has involved 145 tonnes of scaffolding – It was 36.00 metres from the support work to the top of the lift of scaffolding.
Stuart Smith, Surveying Director for Bermar Building Company Ltd told us: “IBN was the scaffolding company of choice on the major re-roofing project we undertook with Leeds City Council on the listed buildings of both the Leeds art gallery and library. The project was successfully completed in no small measure thanks to IBN’s exceptional services.
“When we were awarded the recent re-roofing project of the grade 1 listed Leeds Town Hall, we were keen to use them again.”
Managing Director of Creator Scaffolding Design Ryan Berry added: “Through forward-thinking IBN instructed Creator to attend regular visits to ensure compliance with design and to assist the site team with engineering complexities. This, ultimately ensured a safe structure.”
A Go-Ahead Enterprise
IBN Scaffold Access Ltd is an independent Scaffolding Company offering an extensive range of scaffolding services from Depots based in Barnsley and Manchester. The company has grown to be one of the leading Scaffolding Companies in the North of England, offering clients a bespoke service, from initial design advice right through to a successful completion of the works on site.
Success is measured by clients choosing scaffolders like IBN Scaffold Access Ltd because of their belief in their ability to meet or exceed expectations when it comes to safety, price, service and experience.
All deadlines and expectations were indeed met and even exceeded in some cases. All staff involved on this momentous project could rightly feel very proud of the result. Yet again, the scheme proved there’s much more to scaffolding than the public think.
With everything due to be dismantled in mid-autumn, it seems IBN have as usual, exceeded expectations in delivering another first class job. 21st-century innovative scaffolding at its best – Original designer Cuthbert Brodrick and Queen Victoria would have surely been impressed.
A new version of the TG20 scaffold design software is currently being developed.
A small team from the NASC is again working with scaffolding software experts CADS, who produced SMART Scaffolder and the original groundbreaking scaffold design software TG20:13 eGuide.
The TG20:13 eGuide was one of the biggest changes within the UK scaffolding industry in recent times when it was officially launched in February 2014. The scaffold design software came part of a suite of guidance from the NASC that included the Operational Guide, Design Guide, eGuide and the TG20:13 User Guide.
ScaffMag understands that the new version of the eGuide is being built from scratch and the NASC team is currently reviewing feedback from the industry on the original software. It’s looking at ways to update and improve the program.
The trade body said in the recently published NASC Yearbook 2020, “With the consensus being that TG20:13 is still fit for purpose. Work is focusing on how to modify the software rather than make wholesale changes.The planned updates include better and more uniform functionality, making it easier to use, while also slightly increasing the scope of the software.”
The new version of TG20 eGuide is expected to be released sometime next year.
An inquest has heard that a man died of his injuries after his car was in collision with a flatbed scaffolding lorry that was reversing across a major road in Dorset.
The man who was 73, was driving a silver Vauxhall Astra, he died following the crash with an Iveco flatbed scaffolding lorry, in Dorchester Road, Upton on Monday October 14.
The Daily Echo reports that emergency services attended the scene and took the man to Poole Hospital, he died the following afternoon.
The passenger in the man’s car, a woman in her 80s, and the driver of the lorry, a man in his 50s, were uninjured.
Police have launched an investigation into the man’s death.
An inquest was opened and adjourned on Friday at the coroner’s court in Bournemouth.
Inspector Joe Pardey, of the traffic unit, called for information after the crash.
He said: “At this difficult time, our thoughts are with the family of the man who died.“I would urge any witnesses who have not already spoken to police to please contact us. I am particularly keen to speak to the driver of a dark-coloured Ford Fusion that was in the area at the time and may have witnessed the collision.“I am also appealing to anyone who was travelling in the area at the time of the collision and may have relevant dashcam footage to come forward.”
The National Access and Scaffolding Confederation NASC has further strengthened its connection with the military by signing the Armed Forces Covenant.
By signing the Armed Forces Covenant, the UK Scaffolding Trade Body has made a formal commitment to promoting careers within the scaffolding industry and training opportunities to ex-military personnel.
The NASC has said, the signing cements an existing NASC objective to engage more regularly with the Armed Forces. The trade body has also said they have created a £150,000 funding pot dedicated to the training of ex-services personnel.
NASC Vice President Lynn Way said: “We are proud to have signed the Armed Forces Covenant, making our commitment to encouraging Armed Forces personnel into taking up roles within the scaffolding industry official.
“In the past year, we have begun promoting the variety of highly-skilled, well-paid and rewarding careers available in our industry to the Armed Forces community and have outlined plans to increase these efforts in the coming years.
“We recognise the skill sets of ex-servicemen and women, which is why we’ve created a funding pot to provide an extra incentive to consider a career in scaffolding. We believe this pot will help them transition as seamlessly as possible from the Forces to the scaffolding industry, providing many individuals with a long-term career and the UK scaffolding industry with the workforce it needs to continue to thrive.”
Infiniti Scaffolding’s new Leeds depot was unveiled this week, as the construction services group celebrated a number of new contracts wins across Yorkshire and the North.
The new 4,000sqft depot, at Prospect Park, Grangefield Industrial Estate, in Pudsey, Leeds, includes a warehouse, storage yard and a small office, and will support the company’s Scarborough HQ.
“This new depot represents a significant investment for us,” said Joe Naylor, Infiniti Scaffolding director, “but it is absolutely essential in allowing Infiniti Scaffolding to serve our growing list of commercial, industrial and private roofing, construction and scaffolding clients.
“We have been successful at gaining new work in the region which would have been unfeasible to service from Scarborough alone. As clients want us to work for them further afield, Infiniti Scaffolding has had to grow to meet that demand; we expect further investments to follow.”
Recent Infiniti Scaffolding contracts include for Mitie Group on Leeds and Huddersfield job centres; Wharfedale Homes in Harrogate; the entertainment centre in York; ENGIE in Helmsley, and William Hare in Bury, Manchester and Skipton.
Established in 2015, the group employs about 40 staff including skilled scaffolders, scaffold inspectors, expert builders, roofers, general labourers and drivers, as well as an experienced administration and office team.
AFS Scaffolding Ltd has lost its licence to operate commercial vehicles after it gained an unfair competitive advantage over other businesses.
The Traffic Commissioner for Scotland, Claire Gilmore, has disqualified a Dundee based scaffolding company and its director for five years following the repeated unlawful use of a vehicle.
The industry regulator concluded AFS Scaffolding Ltd poses “a significant risk to road safety” and that director Ross Findlay “deliberately and repeatedly” operated a vehicle without the required operator’s licence.
Ms Gilmore’s decision follows a public inquiry into the business, which looked at the company’s illegal use of a vehicle before it was given an operator’s licence.
Businesses are required to hold a valid licence to run commercial vehicles over 3.5 tonnes and must meet certain standards to keep that licence.
AFS Scaffolding Ltd’s application for an operator licence was considered at an inquiry before the Deputy Traffic Commissioner for Scotland in February this year, following allegations that it had been using a vehicle unlawfully.
Mr Findlay gave assurances to the Deputy Commissioner that the unlawful use had been infrequent and happened as a result of error rather than a deliberate attempt to avoid the licensing regime. After considering the application in detail, the company was told it could start running vehicles on 29 March.
However, evidence subsequently gathered by the Driver and Vehicle Standards Agency (DVSA) revealed the company had actually continued to use the vehicle unlawfully before its operator’s licence came into force.
In evidence at the latest public inquiry, Mr Findlay said one of the journeys was an emergency job to stabilise someone’s chimney.
He told the Deputy Traffic Commissioner that the vehicle in question had been parked up for lengthy period prior to the licence being granted, but inspections revealed it had travelled significant mileages. In fact, over 10,000km was recorded in the vehicle between 10 December 2018 and 25 March 2019, when the company did not have a licence.
Other concerns raised at the inquiry related to vehicle safety standards, including a vehicle that was not checked properly and sent out with a tyre worn below the legal limit. The defect was categorised as safety critical.
In a written decision following the inquiry, the Traffic Commissioner said she was unable to rely on the Mr Findlay’s evidence.
“[He] knew he needed a licence to operate, and also that the licence granted by the Deputy Traffic Commissioner did not come into force until 29 March 2019. He therefore deliberately and repeatedly operated the vehicle without a licence.
“Unlawful operation for such a lengthy period undoubtedly resulted in this operator gaining an unfair competitive advantage.”
She added that it was a serious case involving breaches of trust which went to the heart of the licensing regime.
The disqualification orders against AFS Scaffolding Ltd and Mr Findlay will prevent them from applying for or holding an operator’s licence until September 2024 at the earliest
At an industry event this month marking the company’s 25 years in business, GKR Scaffolding made a call to some of construction’s largest contractors to join their movement to change the blame culture that is stifling progress in our industry.
Citing research from Harvard Professor, Amy Edmondson and also Google’s Project Aristotle which investigated team performance in high-risk and innovative industries, GKR highlighted why psychological safety builds high-performance teams.
GKR defines psychological safety as creating an environment of trust where everyone feels comfortable discussing mistakes, asking for help and sharing ideas without fear of reprisals.
Edmondson’s and Google’s research proves that high performing teams record-making more mistakes, creating a learning cycle for continuous improvement. Although this has obvious implications for improving safety, there are also benefits to productivity and innovation due to the openly sharing ideas.
The non-operational by-product of this is an improvement in mental wellbeing due to staff feeling included and not working in a culture of fear, but it also aids diversity. Diverse workforces need psychological safety to create genuine inclusion.
The business will be launching their #SpeakUp campaign internally in November based on their research into what makes people work safer, to a high technical quality and supports general wellbeing, whilst still driving people to work to extremely high standards.
Workshops will run through the GKR Academy for all employees responsible for managing others both on-site and in offices. These workshops will simulate situations to highlight the benefits of building psychological safety into modern management styles as well as covering the tools and techniques to drive this.
It is also integrated within staff communications sessions, appraisals and objectives, as well as promoted via the Share-Learn-Improve reporting process used by staff to highlight near misses and observations of good practice.
Helen Gawor, Business Strategy Director, said:
“We are addressing many challenges within our industry – a need for diversity, being slower to innovate, low productivity and poor mental health. We have historically focussed on these challenges through individual initiatives, but all these initiatives can only succeed if we improve psychological safety.
Our blame culture is the elephant in the room. We want everyone to feel confident about speaking up. This could be to share great ideas and highlighting good practice as well as questioning work that may be wrong or reporting something that is unsafe.”
Peter Cullen, Health & Safety Director, said:
“Principal contractors have the huge task of bringing different businesses with different capabilities and different ways of working together as one team. Because of our legacy blame culture, we stifle learning and create a hero culture based on self-preservation. All because people fear the consequences of mistakes so don’t speak up.
We hypothesise that psychologically safe supply chains will improve project performance, but it needs to be embraced by the principal contractor. We all need to change how we manage our people, communicate with each other and the KPIs used to measure success. Reporting RIDDORS, for example, actively discourages reporting due to the potential consequences faced. This discourages reporting for learning.”
The initiative has been welcomed by industry representatives and GKR will be sharing their learning and resources with contractors to build momentum in removing the blame culture from construction.
GKR believe that #SpeakUp initiatives take behavioural safety to a whole new level, driving culture change to improve productivity, safety, an ability to innovate and the mental wellbeing of our whole industry. Ultimately building the high-performance environment construction needs to create for the future.
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