After a tumultuous few years, legendary scaffolding and access company SGB are well and truly back in business as part of the BrandSafway group. We spoke to Kevin Fitzpatrick, head of commercial and mechanical businesses for the UK, about the company’s decision to return to their original name and the prospects for the future.
Kevin Fitzpatrick, UK head of SGB.What’s in a name? Quite a lot if you ask Kevin Fitzpatrick, UK head of SGB. “The SGB name carries so much weight and historic value,” he tells us, and we’re inclined to agree. With a history that stretches back to 1919, it’s no surprise that the name of this prestigious company often appears next to words like ‘legendary’. And the company’s name is not just synonymous with longevity, but also innovation; SGB founder Daniel Palmer- Jones was responsible for the ‘Universal Coupler’, a device which Kevin says “still remains active in service now with only some very small changes over 90 years.”
No company can stay in business for almost a century without hitting a few bumps in the road and, in recent times, SGB have had to overcome their fair share of obstacles. Between 2010 and 2014, the company underwent a number of changes as it attempted to adjust to new ownership. One of these changes meant that the company would lose its name and operate as part of Harsco Infrastructure – a US-based leader of industrial services.
Harsco operates in 35 countries worldwide and employs more than 12,000 people, so it is by no means a small player in the business. That said, the US-based company has little to no resonance in the UK market, and communicating that SGB were still a fully functioning entity proved difficult for Kevin and his team. He tells us: “There was a short period under different ownership where we changed our brand name. This was quite a challenge for our sales team and it took a while to communicate that we were still in the market and that the level of service is as highly professional as before.” Ironically enough, it took another change of ownership to bring the SGB name back into the fold.
St Pauls Cathedral
In the latter stages of 2013, Harsco Corporation announced that it would sell its infrastructure services into a joint venture with Clayton, Dubilier and Rice, a private investment firm which also acquired Brand Energy and Infrastructure Services around the same time. “It was an easy decision to bring the name SGB back for our access services business,” Kevin tells us, adding that the name “has created fond memories for so many people and families.”
That family ethic is central to SGB’s brand outreach and it also has a big role to play in Kevin’s approach to management. He adds: “My aim has always been to encourage young new blood into the business as well as keeping the people who work for this business happy to do so. I like to treat everyone as a family member who understands their role within the business.”
The rise and fall of the SGB brand might not quite be as dramatic as a phoenix rising from the ashes, but the narrative is far from being one of a dog returning home with its tail between its legs.
Kevin’s own journey in the business owes a lot to family; it was his uncle, the one-time head of SGB, who gave him a break into the industry some 35 years ago. That said, Kevin did have to do his fair share of grafting to make it to where he is today, taking further education courses in engineering and management, not to mention sticking with the company through thick and thin. Given the company’s legendary reputation and its recent, albeit brief, disappearance from the market, it is easy to imagine the SGB story as that of the phoenix rising from the ashes. Kevin doesn’t see it that way, however.
When probed about the company’s troubles after the initial rebrand, he responds: “I would not call this ‘trouble’ to be honest. It is a natural thing that any rebranding process takes time and effort.” Admitting “the change in the business name did set some confusion in the market about who we were,” Kevin says that the company was able to keep a steady ship thanks to hard-work, dedication and “still providing the excellent service and safety performance” so strongly associated with the SGB brand.
It just goes to show that you can easily change a company’s brand identity, but it is not so easy to change the ethos and lifeblood of the company. So, the fall and rise of the SGB brand might not be quite as dramatic as a phoenix rising from the ashes, but the narrative is far from being one of a dog returning home with its tail between its legs.
Indeed, going back to the original branding could suggest that, ultimately, a mistake was made to drop the SGB name in the first place. But these things are always part and parcel of the process when new ownership comes in and it is often out of the hands of people like Kevin who have dedicated their life to making their company and brand a success. If nothing else, there is a lesson to learn here for the larger corporations of the scaffolding and access industry: there is no substitute for the power of brand identity, especially one with a history as impressive as SGB’s. Now there is plenty of business prospects for SGB going forward.
As Kevin tell us, the reversion to the SGB name “has led to very positive customer feedback and has given us a lot of tailwind” and that “being part of the BrandSafway group helps us to grow our product and service portfolio further.”
This article was first published in the Spring 2018 issue of the ScaffMag magazine.
Being the best scaffolding company they can possibly be is what continues to drive on one of the UK’s top family firms – now into its 50th profitable year. No job is too big for Lyndon Scaffolding as it celebrates half a century of success. Grahame Anderson caught up with CEO Robert Lynch to discover the secret behind its outstanding reputation.
Projects don’t come much bigger or more prestigious than the Scottish Parliament Building, Welsh Assembly and BBC Broadcasting House. But I wondered if there was a project Lynch was particularly proud of?
Rob explained: “Of the more recent really large-scale projects, Birmingham Gateway – New Street station, is one I am very proud of, a hugely complex project with rail and public interface spread out over four years. The project for Network Rail has transformed the centre of our home town.
“But if I had to pick one project in the last few months highlighting what we are trying to achieve, it would be a complex drop lift scaffold on a city centre site. Although the job wasn’t very great in value, it certainly showcased a high level of expertise in traditional scaffolding, and our design capacity. More than anything else however, what really stood out was the fact the charge-hand scaffolder stopped the job…
“Prior to erecting one section of the scaffold the team became uncomfortable with the exclusion zone, and despite protestations from the client’s site management, they refused to start work until a larger exclusion zone and out of hours working meant our team was happy.
“This is exactly what I want from a team of scaffolders. I want them to have confidence in their assessment as professionals, to be prepared to stop the job when they have safety concerns, and to know that they will be supported by regional management, and me. I want our scaffolders to recognise when it comes to erecting scaffolding they are professionals and to have the confidence to act accordingly.”
Lyndon Scaffolding CEO, Rob Lynch
Lyndon has a fantastic reputation both in and outside the industry. This legend is something achieved over a number of years and with the backing of outstanding management. So just what is the ethos and philosophy of the company?
“The philosophy is all about putting the scaffolders front and centre of everything we do,” said Rob. “We all need to work together to make their jobs as easy as possible, so they can safely deliver safe temporary access. This philosophy impacts everything we do: An easy example is the materials we use from high yield steel, which Lyndon pioneered more than 30 years ago, machine stress graded BS2482 boards, to buying only the best possible fittings, and then investing more by servicing them – every time they are used.
“We have a very proud history of innovation from high yield steel, using roll off lorries, to developing the extending (‘Paddy’) transom and the safety step – all widely adopted by the scaffolding industry. Each innovation was about finding ways to make the scaffolder’s job easier and safer.
“All Lyndon supervisors, contract managers and senior managers are scaffolders: This is really important to us as contract scaffolding is what we do and who else knows the job better?
“Lyndon Scaffolding was created by two scaffolders, Tommy and Paddy Lynch, so it’s deep in our DNA how best to deliver scaffolding. On a personal level it needs to be understood Lyndon is a family company. It was created by my father and uncle from nothing, as scaffolders working on the tools. It remains a family company. It is the desire to be the most respected scaffolding company in the UK, not just this year or next year but in the long term, year in year out. It’s about being the best we possibly can be, on every single job across the UK.”
Image credit: Rhino Shrink Wrap
Nothing stands still of course, and half a century is a long time in the employment sense. How has the industry changed and what does a company like Lyndons need to do to keep up with those changes? Rob told ScaffMag:
“For those who watch scaffolding companies there have been some pretty obvious changes. Some of the old major players have left the industry or have much reduced their activities, while lately a new big beast has evolved. But I think these changes are much less interesting, and will have less of a long-term impact than the changes in expectation, as to how the top end of the trade should operate and deliver its service.
“Lyndon’s drive is to be recognised as a professional services business, not just the leading scaffolder but the best contractor on site full stop. This is increasingly understood by our customers, and so it should be. At Lyndon we use highly skilled qualified scaffolders, properly supervised, supported by an in-house safety team, 11 in-house engineers and £30 million of assets. We don’t operate from under the railway arches with a few tatty lorries and some gear we have ‘picked up’ along the way. We will continue to talk to our scaffolders, customers and suppliers to make sure we have the best ideas, and when one of our competitors has a better notion we will copy that! We need to be prepared to constantly look for ways to improve. It isn’t easy to change but that’s the only way to ensure we can be here in the long term.
We believe by spreading the message we can encourage our scaffolders to recognise how amazing the structures are they erect, take greater pride in what they achieve and be given the respect they deserve.
“But we aren’t just a body shop providing interchangeable labour. We want to train and develop our employees for the long term. The development takes a long time as formalised training courses are only part of it. Our commitment to quality is more than just sticking someone on a course, we need to prove to our employees we really mean it, and when they need to make a difficult call and stop a job we will support them.
Scaffolders need to provide the desire to be the best scaffolder they can be. Lyndon Scaffolding has made a profit in every one of its 50 years, and just as importantly reinvested those profits into the business.”
Lyndon is continually striving to enhance innovations within the industry, and their new award-winning site inspection app is certainly proof of that as Rob explained:
“The objective was simple; to improve the quality of the inspections we undertake, and by doing this making the scaffolds safer for the user. We have invested a massive amount of time and money in developing a programme which helps the scaffold inspector do his job better. It makes it easier to report faults and provides clear and concise information to our team and our clients.
“In terms of other ideas, we have a few ideas aimed at trying to get our workforce more involved in the business. I believe we can use social media such as Facebook more effectively, and we have already introduced a popular photography competition. Next, we will be launching an innovations competition offering very significant cash prizes.
We believe by spreading the message we can encourage our scaffolders to recognise how amazing the structures are they erect, take greater pride in what they achieve and be given the respect they deserve.
“During 2017, we purchased Taylor’s Hoists, (a premium Alimak only contract hoist business) in response to a growing demand from customers to offer an integrated hoist and scaffold ‘Total Access’ package, which is an exciting additional service.”
The life of any CEO is without question generally a busy one, so I wondered how this inspiring company leader saw his job?
“My role is primarily about setting the overall course, agreeing the long-term goal and then making sure that we all do what is necessary to get there. It’s really easy to lose the long-term vision, and to get caught up in daily issues. My job is to remind us all of what we are trying to achieve over the next 10 years. and beyond.
“Lyndons has a fantastic legacy of expertise, financial resources and respect. As a result of this, unlike some other businesses we don’t live or die by achieving short term budgets and targets. I am in the privileged position of taking the long view.”
2018 is a landmark 50th year for this extra-ordinary business leading the way in so many aspects of the industry. So what plans do they have for celebrating half a century of superb service? Rob said:
“This might seem perverse, but I took quite a bit of persuading before I was convinced that we should mark our 50th anniversary in any way at all. This isn’t because I am grumpy, but the fact I didn’t want anyone to think it was a sign of complacency – a view ‘now we have made it!’ We haven’t got there yet; there are so many areas we want to improve on and a number of innovations I am really excited about.
But a 50th anniversary was too good an opportunity to miss, so we will be holding a dinner in Birmingham where we will take a moment to thank everyone who has helped us get to 50 years, and will help us carry on trying to be the best scaffold company we can possibly be.”
Happy Birthday Lyndon Scaffolding!
This article was first published in the Spring 2018 issue of the ScaffMag magazine. View Issue
A 46-year-old scaffolder has been killed by an eastern brown snake in Queensland, Australia.
Mr Aaron Bryant died after a 1.5m long juvenile eastern brown snake bit him on Thursday evening, as he tried to remove the snake from his property, fearing for the safety of his family and pets.
Despite the CPR efforts of his partner, a neighbour and paramedics who worked on him for about 20 minutes, Mr Bryant could not be revived.
The Eastern Brown is the second most toxic land snake in the world and accounts for more fatalities than any other snake deaths in Australia.
It can be found across most of eastern Australia, commonly found in open grasslands, pastures and woodland.
Investigations are underway to determine the cause of a blaze on a bamboo scaffold surrounding a hospital in Hong Kong.
More than 400 people had to be evacuated from Yan Chai Hospital Multi-services Complex in Hong Kong. The hospital houses an elderly care center, nursery, rehabilitation centre and other facilities.
Local fire crews were called when flames broke out on part of the bamboo scaffolding outside the second and third floor of the building.
A water jet was used to battle the blaze and flames were extinguished within 30 minutes.
Local authorities say no injuries were reported.
Although a fire risk in itself, Bamboo scaffolding is still widely used in major construction projects in Hong Kong.
Global scaffolding manufacturer HAKI unveil a brand new website HAKI.com
The multi-language website launched yesterday (April 17th) replacing the old websites, which featured separate HAKI domains in different languages for different markets within the HAKI sales network. Now these are all housed under one user friendly .com site, with translations into English, French, Danish, Norwegian and Swedish easily available from a menu on the website’s header.
Featuring advanced functionality and fully optimised for an enhanced user experience regardless of the choice of desktop, mobile or tablet viewing device, HAKI.com showcases the growth of the HAKI brand, its proud 60+ year heritage, the latest business news, fascinating project reports from across the globe and a plethora of product information.
Brand new system scaffolding products like the HAKI Bridge System (HBS), Public Access Staircase (PAS), UTV slim stair tower and the MK2 of the brand’s world-famous HAKI Stair Tower system take pride of place in the products section of the website.
And the busy HAKI #Gethooked social media streams and films are integrated into a central ‘social hub’ on the home page – allowing HAKI clients, new and old, to stay up to speed with the many developments within the global Swedish brand in one place.
The all-new website also features a packed downloads section – offering a wealth of useful user material, technical data and product information for HAKI clients and prospective buyers alike. And there is a simple to operate contact section, allowing users to locate the HAKI sales, training and technical/product support networks nearest them.
Chris Stokes, VP Marketing and Business Development for HAKI said: “Developed across the HAKI network and marketing team, the website has been over a year in construction and offers the very latest in website design and we’re thrilled to be able to unveil the new site. It’s a superb ‘shop window’ into the expanding HAKI product range and worldwide brand.
“We are confident the new site will be a great asset for the business and to the HAKI brand, as well as receiving wide use across our global sales network as a useful, modern sales tool. Most of all, we are sure it will help people understand why HAKI Scaffolding, weather protection and stair tower systems are the safest, fastest and most productive and adaptable choice for all their access needs, whatever and wherever the job.”
The HAKI website can be viewed now at www.HAKI.com.
Reports suggest Sri Lanka is about to introduce proper scaffolding training for the first time.
The methods and techniques for erecting scaffolding in Sri Lanka have scarcely changed for hundreds of years. Timber and, in most instances, bamboo is still used, even during the construction of high rise buildings.
According to the Chairman of the Vocational Training Authority (VTA) of Sri Lanka, Eng. Dr. Lionel Pinto, over 50 scaffolding related deaths were recorded over the last 2 years. “This is mainly due to the unscientific and unprofessional construction and use of scaffoldings. With the rapidly growing construction industry in Sri Lanka which widely includes high-rise buildings, scaffolding becomes the most required mechanism that is and will be used,” he said.
To tackle this, the VTA is partnering up with Smart Trends International to offer the UK awarding body, NCFE globally recognised certified courses. This strategic partnerships first initiative will be to develop and design a scaffolding training program in Sri Lanka.
NCFE qualifications contribute to the success of millions of learners at all levels across the world. The Sri Lankan scaffolding training will up-scale and up-skill the local workforce to the next level of quality standards.
According to sources the new program will span 4 levels:
Level 1: Certificate in Business Scaffolding where workers will be trained to operate to the new Standards for Sri Lanka for Scaffolding including; identifying the correct scaffolding for the task, erecting and dismantling scaffolding and all related health and safety requirements.
Level 2: Certificate in High Rise Scaffolding will endow the additional skills required to erect and dismantle high rise scaffolding including all the additional health and safety requirements for working at height.
Level 3: Certificate in Scaffolding Supervisor – is for a Supervisory level which gives them the skills to supervise, train and assess to the new National Scaffolding Standards for Sri Lanka.
Level 4: Advanced Certificate in Scaffolding for Sri Lanka will be recognized as scaffolding inspectors ensuring that construction sites comply in all aspects to the new National Standards for Scaffolding in Sri Lanka.
SYS Scaffolding and UK System Scaffold Hire provide and install a 30-metre-long temporary footbridge over the River Witham in Lincoln.
This was the first time that Doncaster based SYS Scaffolding and their on-site scaffold team had used the HAKI bridge system. The two-phase project involved building the bridge alongside the river (out of possession time) – a first phase which took less than 20-man hours – while the second phase involved craning the bridge into position.It took less than a three hours possession to crane the 7 ½ tonne bridge into position on to two HAKI Scaffold towers.The bridge was designed to provide an imposed loading of 2kNsq.m offering a safe, comfortable non-slip walkway and featured internal cladding to protect pedestrians. HAKI public staircases were also built to provide access to each side of the bridge.This was the first collaboration between SYS and Chesterfield based UK System Scaffold Hire and Joe Pearce, MD of SYS Scaffolding, admits that it has changed his thinking about temporary bridge projects, observing: “It’s misleading to think of the HAKI Bridge System as a scaffolding solution – it’s so radically different to using tube and fittings that we now think of it as an engineering solution. But that doesn’t mean that it’s difficult to use: It’s so intuitive that our scaffolders built a 30-metre span in less than 20-man hours – and that included some on-site training.” Pearce also added that the success of the project was a result of the strategic partnership between SYS and UK System Scaffold Hire. “UKSSH has an unsurpassed knowledge of HAKI products and their expertise and proactive approach provided a vital contribution to ensuring that everything went smoothly.”The erection of a temporary footbridge over the River Witham in Lincoln was an integral part of a Network Rail project to refurbish a Grade II listed rail bridge close to the City Centre, and provided the ideal opportunity for UKSSH to showcase the HAKI Bridge System to SYS on a ‘live project’.SYS had previously undertaken similar projects using tube and fittings, when the construction of the bridge took two weeks and resulted in a bridge weighing over 20 tonnes.
Boffins in Germany have developed a robot that climbs, carries and feeds scaffolding materials to scaffolders.
Munich based start-up Kewazo in collaboration with robotics expert Infineon Technologies has created the robot that they say can reduce on-site labour costs for scaffolding by 33%.
The developers say during the erecting or dismantling of scaffolding more than 80% of scaffolders time is spent moving components from one part of the scaffolding structure to another. The robot aims to make assembly more efficient by delivering the materials to the workers where and when they need them.
According to Kewazo this ability to deliver components by robot saves 33% on labour costs and knocks 42% off the time required to erect the scaffold.
The use of a robot would also reduce the risk of an accident and avoid the effect of continual lifting on workers’ long-term musculoskeletal health.
Kewazo’s robot moves up, down and along a scaffold by means of a special track attached to horizontal and vertical tubes of the job. It can “see” its surroundings, and it can plan its journey to the scaffolders who need the materials using a path-finding algorithm, and this can be refined using machine-learning, so the robot builds up a better picture of how its human co-workers operate.
The company says its technology could be applied to other areas such as bricklaying, roofing and painting.
Kewazo was founded by Sebastian Weitzel, a former student at the Technical University of Munich. It employs two hardware engineers, two software engineers, a civil engineer and a business administrator, all of whom are in their 20s. According to Weitzel, the company expects to sell more than €40m of robots by 2022.
A transformative new system to access training and grant from the Construction Industry Training Board (CITB) has been launched.
The new Training Model and Grants Scheme is a central feature of CITB’s Vision 2020 programme, delivered on time and on budget as the training body becomes more responsive and accountable to the industry it serves.
The Training Model is broken down into three parts:
Construction Training Directory – where employers can find the right training, in the right place, at the right time. This is supported by Grant from CITB quality assured training providers.
Construction Training Register – an online database which allows employers to search records of employees to check skills and manage their training needs. The scale of this is huge, recording millions of individual training achievements by our construction workforce. One of the key benefits is that there will be less duplication of training, as employers can rely on the training a new employee has gained elsewhere.
New Grant Scheme – more flexible and focussed on supporting construction-related training, allowing CITB to support the areas of greatest training need. On successful completion of a course, a CITB Approved Training Organisation (ATO) will confirm the learner’s achievement, upload the details onto the Construction Training Register, triggering the automated grant process. This process will massively cut red tape for employers.
The new Construction Training Directory and Construction Training Register are both in early-stage use. CITB does not expect them to operate at their full potential, nor hold all courses and records, until early 2019.
Braden Connolly, Director of Products and Services at CITB, said:
“We are delighted to launch CITB’s new Training Model and Grants Scheme today, on time and on budget. It is a major step towards CITB becoming the modern, responsive, accountable organisation industry wants us to be.
“The new Construction Training Directory will make it much easier for employers to get the training they need, where they need it, when they need it.
“By tracking achievements and making employee qualifications accessible to employers, the new Construction Training Register will have a transformative effect on the ability of employers not only to train employees, but also to hire people with the right skills on day one.”
The Construction Training Directory will take time to fully populate as more and more training providers are approved. While the process begins the current grant system will run alongside the new Training Model and automated grant system. This will allow time for people to get familiar with the new system and for the directory to be populated.
Sarah Beale, Chief Executive of CITB said:
“This is a new chapter for us as an organisation and for the industry as a whole. The new automated Grants process will make it much easier for employers of all sizes to receive funding for the training they need.
“In addition, the new Construction Training Register will give us a much better understanding about the skills issues we have across the country, allowing us to take a more informed, strategic approach.
“We are still in the early stages but I feel confident that this work will make a real and lasting difference to construction employers across England, Scotland and Wales.”
Coventry-based Godiva Access & Scaffolding has become the first specialist scaffolding contractor to join the 5% Club, an industry-led initiative focussed on driving momentum into the recruitment of apprentices, graduates and sponsored students.
The 5% Club, initiated by Leo Quinn CEO of Balfour Beatty in 2013, is a movement of more than 280 employers providing ‘earn and learn’ opportunities to develop the skills and talents people need to become more employable and create meaningful careers.
Colin Taylor, managing director at Godiva Access & Scaffolding, said: “By joining The 5% Club Godiva is committing to raising the number of apprentices, and graduates on formal programmes to 5% of our total workforce within five years.
“A skilled workforce is our biggest asset and is a business critical component that means we can deliver the safest and highest standard of service for our customers. The move is a natural extension of our strategy to become the scaffolding contractor of choice in our chosen markets.”
Lady Cobham, Director General of The 5% Club said, “We’re delighted to welcome Godiva Access & Scaffolding into membership. The 5% Club provides a fantastic network of HR professionals, sharing and learning from each other. All our members share an ethos of creating a skilled workforce through ‘earn and learn’ development programmes, helping people develop meaningful career paths.”
Godiva has recently started work as the access and scaffolding contractor for Winvic Construction on the new student accommodation complex in Fairfax Street, Coventry, and it has been appointed as the scaffolding framework contractor at the University of Warwick.
It just goes to show that you can easily change a company’s brand identity, but it is not so easy to change the ethos and lifeblood of the company. So, the fall and rise of the SGB brand might not be quite as dramatic as a phoenix rising from the ashes, but the narrative is far from being one of a dog returning home with its tail between its legs.
Indeed, going back to the original branding could suggest that, ultimately, a mistake was made to drop the SGB name in the first place. But these things are always part and parcel of the process when new ownership comes in and it is often out of the hands of people like Kevin who have dedicated their life to making their company and brand a success. If nothing else, there is a lesson to learn here for the larger corporations of the scaffolding and access industry: there is no substitute for the power of brand identity, especially one with a history as impressive as SGB’s. Now there is plenty of business prospects for SGB going forward.
As Kevin tell us, the reversion to the SGB name “has led to very positive customer feedback and has given us a lot of tailwind” and that “being part of the BrandSafway group helps us to grow our product and service portfolio further.”
This article was first published in the Spring 2018 issue of the ScaffMag magazine. 
Lyndon is continually striving to enhance innovations within the industry, and their new award-winning site inspection app is certainly proof of that as Rob explained:
“The objective was simple; to improve the quality of the inspections we undertake, and by doing this making the scaffolds safer for the user. We have invested a massive amount of time and money in developing a programme which helps the scaffold inspector do his job better. It makes it easier to report faults and provides clear and concise information to our team and our clients.
“In terms of other ideas, we have a few ideas aimed at trying to get our workforce more involved in the business. I believe we can use social media such as Facebook more effectively, and we have already introduced a popular photography competition. Next, we will be launching an innovations competition offering very significant cash prizes.
We believe by spreading the message we can encourage our scaffolders to recognise how amazing the structures are they erect, take greater pride in what they achieve and be given the respect they deserve.
“During 2017, we purchased Taylor’s Hoists, (a premium Alimak only contract hoist business) in response to a growing demand from customers to offer an integrated hoist and scaffold ‘Total Access’ package, which is an exciting additional service.”
The life of any CEO is without question generally a busy one, so I wondered how this inspiring company leader saw his job?
“My role is primarily about setting the overall course, agreeing the long-term goal and then making sure that we all do what is necessary to get there. It’s really easy to lose the long-term vision, and to get caught up in daily issues. My job is to remind us all of what we are trying to achieve over the next 10 years. and beyond.
“Lyndons has a fantastic legacy of expertise, financial resources and respect. As a result of this, unlike some other businesses we don’t live or die by achieving short term budgets and targets. I am in the privileged position of taking the long view.”
2018 is a landmark 50th year for this extra-ordinary business leading the way in so many aspects of the industry. So what plans do they have for celebrating half a century of superb service? Rob said:
“This might seem perverse, but I took quite a bit of persuading before I was convinced that we should mark our 50th anniversary in any way at all. This isn’t because I am grumpy, but the fact I didn’t want anyone to think it was a sign of complacency – a view ‘now we have made it!’ We haven’t got there yet; there are so many areas we want to improve on and a number of innovations I am really excited about.
But a 50th anniversary was too good an opportunity to miss, so we will be holding a dinner in Birmingham where we will take a moment to thank everyone who has helped us get to 50 years, and will help us carry on trying to be the best scaffold company we can possibly be.”
Happy Birthday Lyndon Scaffolding!
This article was first published in the Spring 2018 issue of the ScaffMag magazine. 
A 46-year-old scaffolder has been killed by an eastern brown snake in Queensland, Australia.
