Another record breaking year for PASMA training

pasma training

In 2013 PASMA training centres were responsible for training over 65,000 people to work at height safely. The number, a new record for the mobile access tower association, is an increase of almost 10% from 2012’s figure.

This latest rise is in line with PASMA’s progress over recent years. At the beginning of this year there were around 320,000 active PASMA cards in circulation, the result of a series of steep increases over the past five years. PASMA training courses are now recognised as the industry standard. As a result, health and safety professionals increasingly specify the PASMA certificate of competence and photocard as the only acceptable proof of competence when using mobile access towers as required by the Work at Height Regulations (WAHR). The rise came during a year of significant growth for the association. During 2013 PASMA agreed a partnership with Scotland’s electrical trade association SELECT to make tower training more accessible to the electrical industry, expanded its presence overseas, launched PAS 250 – the first minimum standard specification for low level work platforms – and held the first national Tower Week. Sponsoring PAS 250 involved working with the British Standards Institution and consulting with organisations including the Health & Safety Executive, Hire Association Europe and the UK Contractors Group. Its launch completed a three step plan involving the release of a guidance DVD and the low level PASMA training course. PASMA’s growth is expected to continue over 2014, fuelled at home by the likes of the alliance with SELECT as well as through industry events, building on the success of Tower Week. The first PASMA training centres outside of the UK have already been launched in Dubai and South Africa and work to expand the association’s presence in these regions will continue in 2014. PASMA’s Director of Training, Stuart Hopkins, said:
“As the fifth consecutive increase in training numbers, it demonstrates the importance that both managers and users attach to the benefits of PASMA training. Adding new safety-related training options and continuing our work as the voice of the tower industry will continue to promote this safety message in 2014.”

Cape Wins Outstanding HSE Performance Award In Abu Dhabi

cape abu dhabi

Global industrial services firm Cape have today announced they have received an outstanding HSE Performance Award from Abu Dhabi Marine Operating Company (ADMA OPCO) for the year 2012 on all ADMA jobs.

Abu Dhabi Marine Operating Company, ADMA-OPCO in brief, is a major producer of oil and gas from the offshore areas of the Emirate of Abu Dhabi. The Company prides itself in being a pioneering petroleum organization in this part of the world, having completed over 45 years of oil and gas production. The award was received by Cape on 5th December 2013 from Mr. Ali R. Al-Jarwan, CEO, ADMA during “Sustaining HSE Excellence Workshop” organized by ADMA at Abu Dhabi. Hema Chandran, Operations Director for Cape, said:
“Cape Abu Dhabi is delighted to receive this prestigious award from our long-standing partner ADMA for having contributed towards the outstanding HSE performance during the year 2012. This exceptional achievement is testament to our team’s commitment, dedication and attention to detail during the safety performance in recent years.”
Tim Callahan, Divisional Managing Director, said:
“My congratulations to the Cape Abu Dhabi team for achieving this Partnership Excellence Award “Outstanding HSE Performance Award – 2012” from ADMA. We are very focused on both maintaining long term quality relationships with our clients and in delivering operational excellence via their projects and sites. Today’s award indicates that we are making progress in both of these areas

Innovations: The ScaffCorroClamp

ScaffCorroClamp

Debuting within the halls of ScaffMag, we would like to introduce this simple little product to the masses.

The ScaffCorroClamp. This innovative clamp enables scaffolders to safely lift corrugated roofing sheets up to multi levels with relative ease. Fixing the clamp to the sheets is very simple with the use of a standard scaffold spanner. The ScaffCorroClamp can secure as many as 6 sheets at a time (Max 66 kilos).
ScaffCorroClamp website. Let us know your thoughts on the product in the comments below.

Safety & Access Issue Advice for Scaffolding Contractors (Asbestos)

Scaffolding_01

Training firm Safety & Access have issued advice for Scaffolding Contractors for managing and working with asbestos.

Safety & Access have said: There has been some correspondence recently causing confusion on the matter of licensed contractor’s requirements and the need for a license to be obtained by the scaffold contractor where the scaffold framework forms part of any enclosure. This matter has been raised due to the wording in the recent Approved Code of Practice 143 from December 2013… Safety & Access have produced a brief guidance summary for scaffolding contractors that is available here > http://www.safetyaccess.co.uk/wp-content/uploads/2012/08/Advice-for-Scaffolding-Contractors-Asbestos.pdf

Trainee Scaffolder Falls To Death At Sydney Construction Site

scaffolder death

Trainee Scaffolder plunges to his death after 30 meter fall in Barangaroo near Sydney Harbour, Australia.

The trainee scaffolder in his 30’s fell from scaffolding on the construction site after only being on the job for two weeks reports say. The man had been on the Koori Job Ready Programme, which helps train up young aboriginal people for the construction industry. Emergency services were called to the site at about 8:30am (AEDT) The Ambulance Service says the man’s colleagues performed CPR until they arrived. Paramedics pronounced him dead a short time later. Police are investigating the possibility the scaffolder had suffered a medical problem before he fell. Reports also suggest there is inadequate supervision at the Lend Lease Barangaroo construction site. Union officials said about 500 workers had stopped work because of the accident. They would meet again on Friday morning before deciding if they would return this week. Barangaroo is the site of a controversial waterfront development on Sydney Harbour which will include commercial offices, apartment buildings and a casino.

Safety Alert Issued On Defective Scaffold Boards In Northern Ireland

Scaffold Boards

Northern Ireland’s Health & Safety Executive (HSENI) have issued a Safety Alert.

Broken scaffold boards have recently caused an increase in serious accidents on construction sites in Northern Ireland. The majority of injuries happen when boards used in ‘platform brackets’ break during normal work activities. HSENI find during their site visits that there are boards in use which superficially look sound, but on closer inspection are found to have been weakened. It is vital that you have a system of work which ensures that all scaffold boards are checked regularly for damage, rot or any other feature which may reduce the strength of the board. The misuse of boards can cause serious damage. Do not use scaffold boards to:
  • assist vehicles over soft ground
  • store heavy objects, for example, lifting pallets of blocks on to scaffolding at areas which are not specifically designed loading bays
  • make a ramp for wheel barrow access
Accidental damage can occur from:
  • driving vehicles over boards unintentionally
  • throwing or dropping boards from heights
  • impact loads, for example dropping heavy sills
Common examples of unacceptable damage include:
  • fungal decay, for example wet rot
  • broken or damaged end bands
  • wood broken from the edge of the boards which significantly reduces the cross-section of the board, for example, notches
  • loose or broken knots
  • excessive cuts in the faces of boards caused by hand saws, circular saws or angle grinders (trades likely to use power tools on scaffold must use sacrificial timber and not cut directly onto scaffold boards)
  • transverse cracks caused by overloading.
  • infestation of the timber, for example, holes caused by insects
In normal use, a board’s top face on one job may become its bottom face on the next job. Mechanical damage may occur on the first job but the failure may not happen until the board is turned and loaded in the opposite direction. The user causing the damage may not witness the failure and is unlikely to be aware of the consequences of their actions. If the board is damaged to an extent that will reduce its strength, or is likely to cause unsafe footholding, or an injury whilst handling the board, it should be destroyed. There is a British Standard specification for scaffold boards – BS 2482:2009. Failure of a new board graded to this standard is unlikely when it is first used. Failures are much more likely to be due to misuse during construction work. There are a number of boards in use commonly referred to as Grade A boards which have not been graded to the requirements of BS2482:2009. HSENI recommends that only boards manufactured to the British Standard are acceptable. This ensures a consistently high standard throughout the industry. The end bands must be present at both ends of the scaffold board. They have an important role in protecting the vulnerable end grain of the boards. They should extend around the edges of the board by at least 150 millimetres for 38 millimetre boards and at least 100 millimetres for 63 millimetre boards. Fungal decay, usually wet rot, is common in poorly stored scaffold boards. It can be detected by discolouration of the wood, which also becomes softer – you can easily push a screwdriver into attacked wood. Rot often starts at cracks or around knots in wood because water is retained in these areas. The boards will often smell musty and will feel lighter than an equivalent sound board. In the early stages of decay there is a considerable loss in resistance to impact loads, for example, a worker jumping onto a board, or lifting a heavy sill.

Storage of scaffold boards

Decay in your boards can be reduced by storing planks properly when not in use. This is particularly relevant in these economic times when large quantities of scaffolding may be stored for longer periods of time. Boards should be stored preferably under cover and clear of the ground. Spacers must be used between each layer of stacked boards to allow an adequate flow of air around the boards to dry them out. To prevent further accidents check to see if the scaffold boards you are using comply with the following:
  • all scaffolding boards conform to BS 2482:2009
  • they are cleaned prior to inspection – all surface contamination which obscures the surface of the board, for example, cement must be removed before inspection – this can usually be done using a paint scraper or a stiff hand brush
  • boards are inspected prior to being put into use, at regular intervals whilst in use and before storage
  • they are not damaged beyond the limits in the British Standard including cracks, cuts or notches cut out of them
  • damaged / defective boards are immediately taken out of use and disposed of appropriately
  • all boards in storage are stacked in a way which allows for ventilation
  • where machine testing is carried out ensure that boards are tested in both directions

Stork Technical Services Sells Its Subsea Division To N-Sea Group

Stork Technical Services Offshore firm Stork Technical Services have announced the sale of its Subsea division to N-Sea Group for a undisclosed sum. Stork,a global offshore subsea contractor to the oil & gas, power and chemical industries, announced it has reached an agreement to sell its Subsea division to Netherlands-based N-Sea Group. Stork said  its selling its Subsea division following a strategic review of its core business offering and increasing clients’ expectations. The sale of the Subsea division will enable the firm to focus on providing key services and innovations which support its significant business operations as an asset lifecycle integrity partner in the oil & gas industry. Throughout the transition period of the sale Stork will work closely with N-Sea to ensure the continuity of ongoing contracts and service agreements as well as offering a sustained service to existing clients. Stork will also continue to develop and invest in technology associated with subsea integrity, cathodic protection, bolting, tensioning and tooling operations, which will not be affected by the sale of the Subsea business.

A Responsible Payment Culture – The Government Wants SME’s Input.

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Government

Article written by Colin Hale

A most interesting Discussion Paper found its way into my email inbox the other day. Entitled “Building a Responsible Payment Culture”, it has been prepared by the Department for Business Innovation & Skills (BIS), with a forward written by Vince Cable (Secretary of State for Business, Innovation and Skills). I opened it with all my usual scepticism and settled down for a read through the same glib aspirational stuff that repeatedly gets hauled out in documents such as this. I was however pleasantly surprised by its meaningful content and felt moved enough to write this article. The paper is essentially a consultation document and canvasses views on payment culture, both as it stands at the moment and what could be done to improve it. It is not limited to construction, but that said I feel that the construction industry bears the brunt of payment abuse and Specialist contractors could provide the most positive impact. Specialist contractors, through bitter experience, know only too well how they are affected by the often irresponsible payment culture of main contractors and their propensity to bank with the ‘Bank of Sub-Contractor’ for longer than is either morally defensible  or contractually correct. How to address this imbalance is something that has been wrestled with in the construction industry for decades without real improvement and main contractors simply pay lip-service to any payment responsibility code or charter and continue  misusing the ‘purchasing power’ they enjoy,  in most of the normal commercial circumstances. The Government appears to finally have recognised the severe, and entirely unnecessary, administrative and financial burden put on small to medium businesses every year simply because such businesses are not paid properly. It has determined that the impact of late payment stops businesses from investing to grow, creating new jobs, paying their suppliers properly and from contributing fully to economic prosperity. Not exactly a rocket-science conclusion but at least it is something on which to build. The consultation that the document seeks to draw upon is what Government, businesses and other stakeholders can do (collectively and individually) to build an environment where larger businesses treat their suppliers fairly and accept their obligation to pay what they owe, when they owe it and, if possible, without over-burdensome and complex enforcement legislation The paper seeks views on
  • whether more can be done to change business culture through measures to enhance accountability and transparency;

  • how to encourage small businesses to make better use of the statutory rights they already have and whether there is a case to enhance those rights; and

  • how the Government can help small businesses to help themselves to reduce the risk of late payment

The paper discusses the perceived current position, asks 24 salient questions and provides space for answers to each.  The questions are raised in the narrative body of the relevant section of the paper. I am sure that most, if not all, of the questions will resonate with the Specialist contractor and each question raised will give rise to a host of anecdotal evidence of the experiences suffered. I see no reason why the answers provided by Specialists should not include references to such anecdotal evidence and no reason why the answers should not give rise to a “name and shame” approach. It is only if the Government is made fully aware of such payment abuse, with specific examples where possible, that there will be the opportunity presented to stamp it out. Remember, one voice is but a whisper a series of voices can become a crescendo that becomes impossible to ignore. I was taught long ago by a very eminent lawyer that “less is more” but in this instance “more is definitely more”. The greater number of Specialist contractors that respond, the greater the opportunity of convincing the Government that there really is a serious payment problem out there. At the end of the paper it asks for any other comment that might aid the consultation process as a whole and asks, if the provided answers require an acknowledgment and provides a suitable tick box. In respect to the final “have your say” part of the paper, my thoughts are that the Government should quite simply ask all of the main contractors that it has employed over the past two years (going back to the incoming New Construction Act in October 2011) to provide a copy of the payment terms that it typically contracted on with Specialist contractors on and further to confirm in what period the Specialist actually received payments. This would enable the Government to ascertain (on a transparent basis) the typical length of time that these main contractors held Specialist’s monies for. My experience is that payment terms of 60+ days from the end of the month in which the work was carried out are not uncommon. Two very simple questions could then be posed to each main contractor, along the lines of
  1. “If you are being paid by either by the Government or any private Employer at anywhere between 14 to 28 days from the end of the month, why do you need 60+ days from the end of the month to discharge payment to the Specialist?”

  2. “What do you do with the money that you have received in the period between the date that you get paid (14 to 28 days) and the date that you release payment (60+ days)?”

Having to answer two questions as straight and direct as these would make the main contractor most uncomfortable. The delay cannot reasonably be explained by “administrative procedures” and the responses should be published. It would make for an entertaining read, as the main contractor then employs its spin-doctors (aka legal advisors) to attempt to come up with a plausible excuse. Government construction contracts are placed with a requirement to ensure that main contractor’s contracts with Specialist contractors either provide for Project Bank Accounts or include a contractual requirement to pay to Tier 3 of the supply chain within 30 days. I am firmly of the opinion that even on Government construction contracts this payment regime is, for whatever reason, not working (put simply, it is abused) and again I would urge the Specialist to name and shame. I am aware that the Advisory Board of the Confederation of Construction Specialists (the CCS) will be submitting a combined response on behalf of its Members. If you are a Specialist contractor and not a member of the CCS then your response should be issued direct to the Government. Responses  will carry more weight if each Specialist contractor submits its own response. As to the type of response that the Government should be provided with, the general opinion amongst those that I have canvassed is that new legislation should impose a statutory duty on main contractors under Government and / or Private contracts:
  • to issue sub-contract terms that filter down from the Main Form of Contract (which will often be a standard JCT or NEC version) with an equivalent JCT or NEC Sub-Contract;

  • to ban hybrid sub-contracts in their entirety. These are often so onerous and written simply to give the main contractor a further unfair advantage (not content with sitting on monies for inordinate amounts of time, it wants to impose as many unfair conditions as possible to stop the Specialist getting paid). Such unfair advantage was not the intention of the standard Contract forms;

  • to  pay Tier 2 Specialist contractors within 30 days (this can work providing Government / Private Employers pay main contractors within 14 to 28 days, which most do, of  the Valuation dates);

  • to introduce a requirement that the first payment to the Specialist is to be certified no later than 30 days from commencement of the Specialist’s commencement on site;

  • to ensure that ALL construction contracts over a certain size (for example, £100,000) are administered via a Project Bank Account (effectively ring-fencing the monies) and that this Project Bank Account used for the benefit of the Specialist contractor;

  • to ensure that the main contractor passes on to the Specialist the benefit of any Advance Payment that it receives, or alternatively to ensure that ALL contracts have provisions for an Advance Payment;

  • that interest for late-payment is punitive (say 15% plus over base) and certainly not less than the current rate of interest payable by the Late Payment of Commercial Debts (Interest) Act 1998. All too often the main contractor changes the contractual interest in respect of late payment to 2% or less above base (making it then a cheap method of borrowing).

To be effective the changes MUST be embodied in statute. Supply Chain Payment Charters and Codes, although well-meaning, will have no teeth and the main contractor will always simply pay, at most, lip-service to anything within them. Specialists will not have to be reminded that under  typical payment terms, the  likely first payment “final date for payment” could at best be some 75 + days from the date the Specialist commences work on site. This is calculated by circa 30 days to first  Valuation + 45 days (if the Specialist is very fortunate) to the actual final date for payment. There cannot be many businesses that are based on the financial model that applies to the Specialists contractors within the industry at present. Specialists provide labour, materials and plant plus Head Office overheads for close on two and a half months without receiving any payment whatsoever. Even then such payments, when due, are further subject to onerous Sub – Contract terms that include  potential risk of unsubstantiated  “set- off” and “withholding”  by  the main contractor (notwithstanding that the Construction Act requires set off or withholding to be substantiated) and with notification of such ‘withholding’  only required within a few days of the final date for payment date. I have experienced sub-contracts stating the Pay Less Notice can be given within 1 day of the final date for payment, and that 1 day is not even confirmed as a working day, so it could well be a Saturday or Sunday. The payment process to Specialist contractors gives rise to a high risk financial situation, which is wide open to potential abuse (and the main contractors never fail to amaze with their abuse tactics) made worse by the adverse consequential contractual circumstances. Some of the relatively short term sub – contract periods on site can mean that the Specialist might have supplied and installed 100% of the Sub-Contract Works before the first final date for payment is due and therefore the Specialist will have no immediate and tangible ‘levers to pull’ in the event that the main contractor fails to make proper payment (the contractual ability to suspend the Sub-Contract Works having long gone as the Sub-Contract Works will have been completed). These circumstances highlight the issues typically facing Specialist contractors if there are no statutory tools to immediately penalise main contractors who fail to comply with the agreed payment terms (albeit often onerous payment terms that it has already imposed upon the Specialist). The statutory tools brought in must provide an effective and compelling deterrent in order to dissuade main contractors from delaying payments and to enable Specialist contractors to speedily and readily take the necessary formal steps to enforce payment that is properly due plus recovery of contractual interest. The current right to adjudicate on a payment issue is not a sufficiently quick “short-term” mechanism for the Specialist. A 28 day period from referral to decision could well extend by a further 7 days from the Notice of Adjudication and a further 14 days from the referral; making a total of 49 days, meaning that the Specialist could possibly have carried out a further 49 days work  at risk without receiving proper payment. The new trend for so called “‘Early Payment” schemes, which a number of main contractors are now seeking to introduce is positively abhorrent. The idea is for the main contractor to give an early payment (earlier from the 60 to 120+ day period that the main contractor is now making as “normal” payment terms) in exchange for a further financial discount.  The “brought forward” payment timing is of course not an early payment in relation to typical JCT or NEC Sub-Contract payment terms but is a payment earlier than might otherwise be forthcoming from main contractors arising out of its introduced 60 to 120+ day payment terms. Furthermore the inappropriately named “early payment” will eventually, if taken up by Specialists, be subject to an additional fee payable by the Specialist seeking such “early payment” thereby putting further downward pressure on the already competitive margin necessary to secure the works initially. Specialist contractors need positive steps to be taken to regularise the present disproportionate payment risk that they have to bear.  Government has asked for our views so we would be failing ourselves not to take this opportunity to provide them forcefully and meaningfully. I sincerely hope Specialists make the very most of this unique opportunity. My appetite to lobby Government in respect of a responsible payment culture has certainly been whetted. This article is intended to set the scene for the Specialist contractor to maximize the opportunity potential that the Government paper provides and is a perfect opportunity for Specialists to have an input. I strongly urge that Specialist contractors obtain a copy of the paper, read it thoroughly and then individually submit responses to the questions posed. Responses to the discussion paper are being received from 7 December 2013 to 31 January 2014. Colin Hale is a construction dispute consultant, solely representing Specialist contractors in payment and contract disputes against main contractors.

For further information please contact Colin Hale by email on [email protected]

The paper “Building a Responsible Culture” can be downloaded from www.gov.uk\government\consultations/late-payment-of-finance-building-a-responsible-payment-culture or can be requested by email to [email protected]

 

Hampshire Scaffolding Firm Secures Loan To Grow

natwest business loan

A Scaffolding firm based in Hampshire has been able to expand after securing a Government-backed loan.

Jarrett Scaffolding has secured a £50,000 discounted rate loan through NatWest as part of the Government’s Funding for Lending scheme. The scaffolding firm was set up by Jay Pinnells who wanted to grow the company by taking on bigger contracts and stocking up on more materials, the Government-backed loan has also enabled him to add another heavy goods vehicle to his fleet and three new scaffolders. Mr Pinnells was recommended to the bank by his accountant Daleep Pandey and was assisted by Annie Cains at the NatWest Southampton office Mr Pinnells said:
“Without NatWest we wouldn’t have been able to expand”. “Annie was absolutely fantastic; she is highly professional and methodically helped us through every step of the loan application. “Annie is a pleasure to work with and as our business manager she continues to be on hand to offer advice and help with any queries.” Annie added: “I’m so pleased we’ve been able to support Jay and his business, helping him towards his business ambitions. I’m looking forward to working with him to help him continue the success of his business.”
   

48.3 Scaffold Design launches new website!

48.3 Scaffold Design New Website

The 48.3 Scaffold Design team are delighted to unveil their new look website.

Since 48.3 Scaffold Design started trading three and half years ago, their image and logo has evolved.  The orange branding has always featured in their website even from the start, and now not only does their new website look clean and striking with its bold white headlines on dark blue imagery but still features the 48.3 Scaffold Design corporate ‘Orange’ ensuring they don’t forget their roots! Ben Beaumont, Founder and Managing Director at 48.3 Scaffold Design told ScaffMag:

“The new expanded website reflects the growth 48.3 have achieved over the last 12 months particularly. We really wanted our reputation for quality and service to be reflected in our website, and we feel the new design does this perfectly. Our design team will grow to six in January 2014, and all our members will be fully competent design engineers or technical design draughtsmen.

We strive to be the best and pride ourselves on offering an innovative tailor made service to our clients. We offer a dedicated team who provide a fast and efficient turnaround on projects, delivering cost effective and efficient solutions. The website has allowed us to showcase our design service and highlight the details that set 48.3 apart from our competition”.
The details are:
  • Their clients enjoy a design turnaround of 5-7 working days, guaranteed no greater than 10 working days!

  • They meet agreed deadlines, if they don’t they will do the design for FREE!

  • They can save you up to £1250 a month! – with there sliding scale of design fees, mean the more work they do for you, the more you will save.

  • They provide a ‘Fast Track’ scaffolding design service for time critical projects ensuring a guaranteed start within 24 hours!

The new website incorporates a new ‘About Us’ page where you can meet the team and read about the 48.3 Mission, Vision and Values which provide the driving motivation to the delivery of our design service”.

These days everyone is ‘on the go’ and it was important for them to make sure the website was responsive, this means whether you are viewing them on your Mac, laptop or mobile, the pages of the website can adapt to suit the size of your screen. In addition their portfolio pages and news pages have been completely redesigned allowing them to showcase their designs and news in the best and most effective way, plus they have an interactive ‘Contact us’ page featuring a grab and drop map as well as a link to their Google + page. In addition all their social media sites such as Facebook, LinkedIn and Twitter (@483ScaffDesign) have been rebranded too! Visit their new website at www.483scaffolddesign.com