U.K. Edition
Altrad Doubles Down on UK Market with Stork Acquisition
Altrad has announced a landmark agreement to acquire Stork TS Holdings Limited, the parent company of the Stork UK group of companies.
The deal marks a significant expansion for Altrad and, pending regulatory approvals and customary closing conditions, is expected to be finalised in the third quarter of 2024. The acquisition bolsters Altrad’s dedication to strategic investments that are aligned with its core values and client-focused approach. “We are delighted to welcome Stork UK into the Altrad family,” stated John Walsh, CEO of Altrad for the UK, Ireland, Nordics & Poland. “The acquisition represents a wonderful opportunity to extend our portfolio of services in the United Kingdom offshore sector, whilst enhancing the outcomes we deliver for our clients.” Stork UK will bring around 1,800 skilled employees into the Altrad Group, promising opportunities for career development and advancement. Steve Hunt, Regional Director of Stork UK, expressed confidence in the move: “We are extremely pleased to be joining Altrad and are confident our business will be well-positioned to grow and develop at pace under the new ownership structure. We believe our collective capabilities and shared vision and values will be attractive to our clients, our people, and the communities within which we work.”GKR Scaffolding: 30 Years of Shaping London’s Skyline
Celebrating three decades of architectural mastery and steadfast growth, GKR Scaffolding stands as a beacon of excellence in the construction industry. Founded on the principles of safety, innovation, and unwavering dedication, this London-based firm has etched its name on some of the most iconic skylines in the UK.
From the soaring heights of The Shard to the historic contours of the Royal Albert Hall, GKR’s contributions have not only reshaped London’s skyline but have also set new benchmarks in scaffolding and structural engineering.
As GKR Scaffolding marks its 30th anniversary, we sit down with the visionary minds behind this monumental success, Lee and Neil Rowswell, to reflect on the journey that has positioned GKR as a leader in one of the most challenging and dynamic sectors. In an industry where the only constant is change, GKR Scaffolding has navigated through economic recessions, material shortages, and the unprecedented challenges of COVID-19, emerging stronger with each hurdle. With a portfolio that boasts participation in landmark projects and a trophy cabinet adorned with multiple business awards, the Rowswell brothers have not just built structures; they have constructed a legacy.
This exclusive Scaffmag Q&A session delves into the milestones, innovations, and relentless pursuit of excellence that defined GKR Scaffolding’s 30-year journey, offering insights into the company’s future directions and continued impact on the construction landscape.
Milestone Moments
Firstly, thank you for taking the time to speak to us. So, thirty years in business in any sector is a massive achievement, so congratulations! Reflecting on those 30 years of GKR Scaffolding, what are the key milestones and decisions that have shaped the company’s journey to becoming one of London’s leading scaffolding contractors? Lee: Thank you, Dan, and what a 30 years it has been! I can’t believe we are talking about GKR being 30 years old! Reflecting on the past 30 years of GKR, we have achieved so much and have matured as a company. We have been through two recessions, COVID-19, material shortages, Brexit, and so much more and remained strong consistently. Throughout our 30 years, we have built relationships and loyalty with Tier 1 clients, evolved our supply chain, and built an extremely strong and devoted team, which has helped us get to where we are today. Personally, I would say my most iconic project would have been the Shard; it was our first high-rise project and was the pinnacle in showing what we could do as a company. For my own personal reasons, the Tottenham Hotspurs Stadium was another memorable project for me!
Iconic Projects
GKR has been involved in some of London’s most iconic construction projects. Could you share insights into how these opportunities came about and what they meant for the company’s growth and reputation?
Lee: These opportunities come from our reputation, relationships and experience. Our operational skill set is second to none, and we can undertake high-profile projects to the highest of standards, which helps to set us apart from our competition. Fundamentally, the relationships we have developed with our clients and the trust we have created have helped us form loyalty and repeat business as we have proven that we can provide them with experience and high-performing teams.
Neil: We thrive on high-risk projects; it’s what helps to motivate us and our teams as we like a challenge. Since working on the Shard, a lot of the team wanted to work on high-risk projects and the challenge that comes with it, motivating us to keep reaching for more. We know that we have the ability and the team behind us to undertake high-profile and high-risk projects from our previous experience and successes. We have developed our own control measures, which have allowed us to take these projects on safely and efficiently, such as our Elimin8 tethering system and VR training to ensure that our staff are safe in these high-risk environments. We provide excellent service, and we are still family-run; Lee and I are still contactable with our clients to aid in the smooth running of the business.
Safety & Innovation
The construction industry is known for its challenges, particularly around safety and innovation. How has GKR maintained its commitment to safety and continued to innovate in such a competitive and high-risk environment? Lee: At GKR, we maintain our commitment to safety whilst encouraging a culture of innovation. Delivering value through our supply chain in what is increasingly becoming a knowledge-based economy is one of our main aims as a leading Scaffolding Contractor. We have continued to innovate and maintain our commitment to safety whilst posed with some clear challenges. We hold internal pre-start project meetings, ensuring we select the right personnel to deliver our projects and that they have the correct resources and knowledge prior to commencing with works from commercial design to key Health and Safety risks. This is coupled with our internal Health and Safety project audits, where supervisors are measured against a number of health and safety compliance areas, ensuring that a level of competition is brought amongst our projects through a scoring league table to maintain project ownership and commitment to maintaining high performance. Research also shows that high-performing teams are more likely to feel more psychologically safe. We run an internal audit system for all our projects, continually measuring our performance for consistency across projects and aspiring to achieve high-performing teams on all projects through our scoring matrix against different areas of Health and Safety. This is also recognised annually through internal company Health and Safety Awards. We have recently implemented task video analysis, comparing the methodology of works and safety in different environments, gathering whether there is a change in risk perception and what additional protocols we can put in place where necessary. We are mission-focused on being ahead of the curve where innovation and safety are concerned, which is essential to maintaining our position at the forefront of the scaffolding industry. Ultimately, we at GKR encourage our industry partners to invest themselves in innovative solutions to combat the challenges we all face. The labour shortage has been exacerbated by the 46,000 workers that The Centre for European Reform estimates we’ve lost through the end of the free movement of labour. We need policies that prioritise a long-term strategy with investment in apprenticeships and training. Adopting a performance mindset to safety whilst continuing to innovate our processes has enabled GKR to meet head-on some of the challenges we are all facing as a collective.Leadership & Training: The Keys to GKR’s High-Performance Teams
Leadership and training are evidently core to your company’s success. Can you discuss your approach to developing high-performing teams and the impact of your award-winning VR training programs? Neil: We start by recruiting and employing the right people, those who demonstrate our high standards and value consistently. The GKR Leadership Team has analysed what drives high-performance teams, and we have outlined two main themes: continuous improvement and psychological safety. Our people are our biggest asset, and it is important that we invest in them to create a strong team. We have multiple ways in which we help to develop high-performing teams. We re-launched our internal GKR Academy, which adopts neuro-inclusive training. Our academy helps to provide our project managers and supervisors with the relevant leadership and management tools that they cannot access with the current standard industry-recognised training. We also equip our teams with any other additional and essential training and tools that are transferable to deliver our projects. The National Federation of Builders has discovered that neurodiversity is not only common amongst construction workers, but being neurodiverse is actually encouraging people to pursue a career in construction. We at GKR Scaffolding believe that a diverse team that includes neurodiverse individuals can offer unique perspectives, problem-solving abilities, and attention to detail, which can lead to improved safety practices and reduced accidents on the job site. With one in four construction workers identifying as neurodiverse, we ensure that we adapt to these different learning styles where possible to increase performance amongst our workforce. At GKR, training is conducted via simulated learning experiences related to management theory and practice. In addition, we have an industry-leading Apprenticeship programme, actively supporting trainee scaffolders with personal development plans that develop skills outside technical training. This is supplemented with our bespoke training plans that we also deliver to our project supervisors.Award-Winning VR: How GKR is Transforming Safety
We’ve become leaner by becoming more digital, helping to optimise our operations and minimising wastage of time and resources. Virtual Reality has been a fantastic risk aversion tool for recreating real-life scenarios without causing potential harm. We put our people in an environment where they can positively intervene to prevent a person from being harmed, but they do get to experience what would have happened if they had not intervened. They then get the option to decide if they should report the near miss or incident. Our discussions with our team after the VR experience are extremely powerful as we focus on the importance of not walking by an unsafe act, reporting incidents and understanding why high-performing teams record more incidents than low-performing teams. The impact of VR is that we are now recording more near-miss incidents than ever because our high-performing teams understand the importance of incident reporting. We can then learn and share those learnings and implement corrective measures to prevent a reoccurrence.
This contributes to our aim to be a learning organisation where we actively measure and encourage feedback to improve what we do. Continuous improvement is embedded in our culture, and its process is applied to everything we do, from planning and implementation to measuring the impact and using the results to learn and improve.
GKR has achieved Carbon Neutral status and has a strategic roadmap to reach Net Zero Carbon. What inspired this ambitious sustainability goal, and what challenges and opportunities have you encountered along the way?
Neil: The inspiration to achieve a carbon-neutral status came naturally from the recent data and the effects climate change has had on our planet, such as extreme weather and rising sea levels. We are in a strong position as a leading subcontractor to set an example to others that good progress can be made in a short time with the proper assistance, encouragement, education and motivation. We have also measured all three scopes and have published our Net Zero targets on the SBTI website; as well as pledging to Net Zero, we continue to measure all three scopes manually. With very little offset under Scopes 1&2 to become Carbon Neutral, we are still struggling to find a zero-submission solution with our fleet. As technology evolves, we hope that there will be more opportunities for this within the next five years. Until these advancements arise, we will continue to keep our fleet fuelled with HVO Biofuel. The challenge for 2024 will be carbon onboarding our supply chain to think with the same carbon mindset that we at GKR have adopted. We are still setting out a plan to tackle this with support from our partners at Equans; without the supply chain onboard, Net Zero is impossible, which creates a challenge for us.
In a rapidly evolving industry, technology plays a crucial role. How has GKR integrated new technologies into its operations, and what benefits have you observed, both on-site and in management processes?
Neil: We have recently digitalised every element of our Health and Safety operation through the SafetyCulture application, which Premier League and Formula 1 teams also use. Our Supervisors are now proficient with conducting audits, inspections, and checklists online, allowing immediate data capture and communication for the Health and Safety Team. The predictive capabilities of new technology coupled with the large amount of data now available through the ‘Internet of Things’ has helped transform our business from a safety point of view.
The company prides itself on a unique approach to service quality. Can you elaborate on the pillars of this approach and how they contribute to the exceptional service GKR is known for?
Neil: Lee and I obviously both started on the tools. From a young age, we were both motivated to create the best possible standard of service and quality for our clients and for the industry. I believe we have maintained this throughout the past 30 years, and we have been able to engrain this mindset into all our staff at present. It can be a hard industry to be involved in, but I like to think we do it differently and provide our staff with the best people, training, safety and culture. We set a standard that is measured against our KPIs in terms of health and safety, productivity and more to ensure that we are continuing the standard that Lee and I started with and maintaining this with our current members or staff and supply chain.
Lee: All scaffolding firms use the same products, tube and fitting or system; what sets you apart is your team, your delivery, and your relationships, which I believe we have built to an exceptional standard, and it helps to set us apart from our competition. Our quality of service is not down to specific individuals; it’s because of the teams we have built. One of my favourite quotes is, “You are only as good as your weakest link”; therefore, we ensure that we nurture and grow our teams to a high standard.
GKR Scaffolding has been honoured with multiple business awards throughout its history, showcasing its excellence in the scaffolding and construction industry. Can you share what these awards mean to the company?
Neil: Winning awards is always a proud moment for us; it helps us get recognised for our service and shows that we are doing it right. We are up against great competition, so it is nice to know we stand out against others in our industry. We push boundaries within our sector and want to show that the industry is a professional and skilled environment to be in, which these awards help to illustrate. Along with our competition, we can showcase that scaffolding is a skilled and important trade within the industry that should be recognised for the hard work that goes into it.
The Future of Scaffolding: GKR’s Vision for the Next Decade
How do you foresee the scaffolding and construction industry changing in the next decade, and what steps is GKR taking to stay at the forefront of these changes?
Neil: I do see AI becoming a huge advancement within our industry in terms of design, estimating and document writing. I think in the not-so-distant future, we could see AI having the ability to scan a building from Google Earth and produce the dimensions to assist with creating designs; this could then generate load sheets for our yard to calculate required materials and then further help to generate calculations and health and safety documentation. I still believe that this will require some form of human intervention to input parameters and check for accuracy. I think, as an industry, we have somewhat stood still in terms of innovations when it comes to the mechanical side of things in comparison to the demolition works and what they have created.
I do believe that, as an industry, we need to create a more seamless way of accessing materials and can transport scaffolding up and down a building safely and easily. I think, as a sector, we have the ability to create some form of lifting kit to help with the transportation of scaffolding through a project, which I believe is something that our industry needs. We have lots of new and young scaffolders who help give us new and exciting ideas on what we could do differently in our operations, which we always acknowledge and see if we can take these ideas on board.
GKR Scaffolding remains owner-operated after three decades. How has this influenced the company’s values, culture, and decision-making processes?
Neil: I think this is a massive part of our success. Lee and I are still massively involved in GKR and still undertake critical roles within the business. Our clients know that they can come to us, and we will react positively and get any problems solved. We can respond to situations quickly as there are only a few layers of management to go through; therefore, communication externally and internally is a lot more seamless and efficient in comparison to more giant corporations. We are still investing in GKR constantly, and we are still looking at what we can do for the future of the business, like looking at new premises to keep up with expansion and our apprenticeship schemes. I think keeping the “family run” morals and culture has been beneficial for our employees as it helps to create a physically and mentally safe environment for everyone; they are comfortable talking to us and feel more like a member of the team rather than just an employee. We have seen the third generation start to make their way into the business, which is exciting, and we hope to see the longevity of the “family-run” business continue.
Lee: As much as we are a family-run business, our success comes from the teams we have built; everyone we have ever employed has played an important role and contributed to our growth. Our clients like the business model of owner-operated businesses as I believe it helps to form stronger and more loyal relationships.
Lastly, looking forward, what are the long-term goals for GKR Scaffolding, and how do you plan to continue contributing to the London skyline and the broader construction industry?
Neil: Well, Lee and I are not planning on going anywhere anytime soon. We are still committed to GKR and the scaffolding industry; we want to see us excel in the industry for many more years to come. We have a great team behind us who can achieve anything they get tasked with to a high standard. We are committed to our operatives; we want to continue to give them the best support, the best training, and the best team to help them become the best that they can be. We want to nurture the next generation to help form a strong team for the future of the scaffolding industry, which is why we have focused on apprenticeships in recent years. I would like to invest in more stock and innovations to see what we can achieve as a scaffolding contractor. As an industry, we have a very tarnished “look” about us, and it’s very stereotypical, which I would like to see change. I worked on the tools for 18 years, and I know from experience that it is a very highly skilled profession. I would like to see this showcased and have these stereotypes of scaffolding change to show what a great industry it is to work in.
This article was originally published in Issue 21 of the ScaffMag magazine. Scaffolding Masterclass: Ambitious Refurbishment Transforms Oxford Street Landmark
How expert planning, innovative techniques, and a focus on safety are driving success in this high-profile scaffolding project.
Oxford Street, a symbol of London’s ever-evolving retail landscape, is buzzing with renewal. At 214 Oxford Street, an ambitious refurbishment project is underway, hidden behind a complex network of scaffolding. A dedicated team, led by main contractor McLaren, works tirelessly to revitalise this landmark.The Scaffolding Challenge
The extensive scope of the 68-week project is demanding. From stone cleaning and window replacement to major internal works, the scaffolding deployed must facilitate every stage safely. “This is a massive undertaking,” says Steve Fenn, TRAD Scaffolding’s Contract Manager. “The timelines, the location, and the sheer scale require meticulous planning from all involved.” TRAD Scaffolding, facing the task of creating this massive structure, focused on speed without compromising safety. “The initial overhead gantry and scaffolding had to go up within 16 weeks,” explains Nigel Garner, TRAD’s Scaffolding Supervisor. “We adopted round-the-clock shifts to meet this deadline while minimising disruption on this always-busy street. Noise restrictions meant our scaffolders primarily used traditional spanners, adding another layer to the challenge.”
Safety: Non-Negotiable
At the heart of this project lies an unwavering commitment to safety. “TRAD’s SafeZone+ policy goes above and beyond industry standards,” emphasises Fenn. “Their innovative techniques, like the Mini Catch fans, provide additional layers of protection. It’s reassuring to work with a team so focused on safety.”
TRAD’s “No Knot Policy”, a unique practice focusing on specialised lifting equipment, further demonstrates their commitment. “Traditional methods of tying material can create risks,” says Garner. “We’ve streamlined our operations for maximum safety.”
Innovation & Adaptability
Mid-project, TRAD’s adaptability was put to the test. A massive 21-meter high, 118-meter-long advertising banner was unexpectedly added to the plans. “Redesigning the scaffolding structure at that stage was a true challenge,” admits Garner. “But our team’s ingenuity and experience shone through.” This adaptability reflects the strong collaboration underpinning the project. “The open communication between ourselves, the designers, and the banner specialists made a crucial difference,” says Fenn. “It’s how we overcome hurdles.”The Bigger Picture
The project, which is ongoing, is forging ahead with success. The client-contractor relationship is positive, as Darren Clinton, Operations Director at TRAD, confirms: “We have a great rapport with McLaren. Their recognition of our safety record, with zero accidents on-site, means a lot. It validates our approach.” For TRAD, this project highlights their expertise, as Clinton adds, “Large, complex projects like this test a team’s mettle. Our commitment to innovation and safety allows us to deliver excellence under pressure.”Layher UK Introduces New ‘Rent-to-Try’ and ‘Rent-to-Own’ Scheme for Scaffolding Companies
Layher UK, a leading provider of innovative system scaffolding solutions, is launching a ground-breaking initiative designed to make system scaffolding more accessible and affordable for scaffolding companies across the country.
The initiative, aptly named ‘Rent-to-Try’ and ‘Rent-to-Own,’ aims to provide scaffolding professionals with the opportunity to experience the renowned Layher Allround system before committing to significant investment. Layher UK’s Managing Director, Sean Pike, took to LinkedIn to announce this exciting development. In his message, he emphasised the company’s commitment to its four core values: Service, Support, Solutions, and Supply. Sean explained that these values underpin Layher’s mission to assist scaffolding companies in cost-effective transitioning to system scaffolding. “If you are thinking of investing in system scaffolding, why not have a try first,” Sean Pike encouraged in his social media post. He urged interested parties to get in touch with Layher UK to enquire about the ‘Rent-to-Try’ program, assuring potential customers that Layher’s team would be more than happy to assist in their transition. This initiative represents another strand to Layher’s strategic partnership beliefs. “Our main objective will always be to help our customers grow their businesses through strategic partnership. Their success is our success,’ emphasises Pike. “Always aiming to make the transition into system scaffolding as seamless as possible. Opening up new possibilities for scaffolding companies looking to invest in Layher’s system scaffolding solutions while managing their budget effectively.”
What is ‘Rent-to-Try’? They have a purpose-stocked depot of rental-only kits that is available for customers to rent at very competitive rates. Layher don’t mind if you rent a little or rent a lot, their experienced sales team will help you qualify what products best fit your requirements & provide you with a quotation specific for the number of weeks you would like to rent the kit for. You can either collect it from their depot in West Bromwich or have it delivered to your site.
Should a customer decide they love using Layher via their Rent-to-Try scheme, Layher can support with various options to purchase material with their Rent-to-Own scheme. This allows customers to purchase brand-new materials via monthly payments, effectively turning the initial monthly rental costs into an investment in their scaffolding equipment.
Layher have an experienced team that work across the UK providing support with sales, technical design & on-site specialist support & training.
For more information about Layher UK’s ‘Rent-to-Try’ and ‘Rent-to-Own’ initiatives, please visit their website or contact [email protected] Managing Your Scaffolding Business Post-Acquisition
Des Moore looks at how to manage the challenges of becoming part of a bigger group – and how to make sure your acquisition is a success.
A few months ago, I wrote an article for ScaffMag about preparing your business for sale. But the challenges don’t stop once you’ve sold your business – in fact, they’ve only just begun. There are a number of new things to consider as you become part of a big group of companies or just start working for a new owner. So how do you manage, both commercially and culturally, to adapt to your new ownership and make the deal a success? Read any article about acquisitions; you’ll see that around 50-90% of mergers and acquisitions fail. There are three common reasons for failure:- Poor strategic focus
- Poor cultural integration
- Poor delivery of synergies
- Access to exit capital for new ventures or retirement
- Access to capital for business growth
- Access to new clients
- Access to new horizontal or vertical markets
- Access to broader product range or innovation expertise
- Access to experienced leadership team with wider commercial knowledge and experience
- Access to other group companies for knowledge sharing
Preparing for the challenge
Although I have run several businesses, I have never been a majority shareholder. However, before the sale of TRAD to Altrad, I had complete autonomy to run the companies as I thought fit. This was, and still is, highly unusual in our industry. Hayden Smith operated on an arm’s length basis, so I ran the business the way I wanted to – making decisions on everything from staffing and salaries to equipment and markets without any restrictions or approval processes. Although clearly, as a majority shareholder, Hayden wouldn’t hesitate to tell me if I overstepped the mark! Change doesn’t always suit the senior team. And this was certainly a challenge I faced, knowing that one of my management abilities was to be able to instantly implement new ideas, opportunities or ways of working. It’s easy to feel, in those circumstances, that your essential value and potential productivity is being eroded. In fact, in my own personal journey through acquisition, I certainly felt this way. But it is important to remember that you are now working from a group perspective and not on your own. So, the first thing to be ready for after acquisition is that you are no longer in complete charge. In fact, you move from being an owner or MD to being an employee of the new group. You may be in the same named role as before – but this is an important change to manage nevertheless. Also be prepared to lose your visibility over the ‘bigger picture’. As a business owner or MD, you are used to having complete visibility and control over your business. As part of a larger group, you often have limited access to the decisions being made or the reasons for those decisions. Come to terms with this, and be honest with your teams about it. You and your senior leadership team will now have to work within strict financial rules and restrictions that you have not been used to, and you will have to adapt to these quickly and with a positive attitude.Understanding the process
Your new group is likely to put a transition period in place to help everyone adjust to their new position. When I was involved in the acquisition of TRAD by Altrad, I found the new owners operated with honesty and acted with integrity, and this is reliant on mutual respect and trust, which is important. There were certainly times when messages may have been confusing, because I didn’t have the same visibility of the workings of the larger group as I was used to, but again, you have to adapt, and take a positive approach. Don’t underestimate the challenge of replacing the spontaneous way you may have made decisions in the past with working under a new corporate framework – you will now be reporting to someone, and your decisions will require justification and approval before you can go ahead. This can, at times, be a long, laborious and frustrating process, which may lead to missed opportunities, so make sure you understand these processes and how best to use them to run your business smoothly and meet your targets. There will also be changes to the way you handle financial planning and commitments, and you should be ready for these. Being part of a group comes with strict regulations and overviews – which are there for a reason. It may seem onerous, but they are essential for a larger group to run smoothly. They have to be commercially practical and clinical – and so do you. You’re likely to see an immediate focus on EBITDA and free cash flow (FCF). Groups are all about maximising the value of their investment, satisfying shareholders and continuing growth. Everything is commercial first – and I know that if I were running a large group of companies, this is exactly the focus I would have to apply.Open, honest communications
You and your employees are facing a journey into a new corporate culture, and your people will look to you to lead them through that journey. Although new owners often try to retain your existing culture for a while, your identity will, over time, naturally change so that you are aligned with the group culture. This must be carefully handled so that everyone has as much information and reasoning as possible – this helps you to retain key people and manage a smooth transition to new ways of working. Be honest with your employees from the start of the acquisition process. Don’t say ‘nothing will change’ because you can’t go through a sale without things changing – many things do. So be open, communicate the potential for change and, as soon as you know what those changes are, make sure you support your people through them. It is likely that employees will be managed or transferred into the group hierarchy and salary bandings. It’s important to be aware of these changes so that you can communicate them to your staff. You should also feel confident to challenge those decisions at times – particularly in regard to remuneration – with the new owner where appropriate. You will probably have to accept that there is almost certainly going to be a focus on overhead reduction. This could be people, facilities or suppliers – or across the board. Think about Twitter, for example. As soon as Elon Musk took over, he dramatically reduced the workforce and refocused the business. Your sale is unlikely to be so dramatic, but new owners see the potential for profitability, and often want to make visible changes and savings that demonstrate they can make the acquisition work. Be realistic about why the sale happened, and how your business can thrive with new ownership.Meeting earn-out requirements
Part of the sale will rely on an earn-out phase, where the business has to meet agreed targets during the period after acquisition. In this phase, the group needs the buy-in of the senior leadership team to help the business reach the earnings goals, and deliver the promised value to shareholders. You need to keep this end of the deal, and so as a leader, you need to make sure your senior team and all your staff have this focus in mind. It’s usually better if as much of your original approach and culture is retained during the earn-out phase of the deal, to help your business to meet the agreed targets.How can you manage the initial transition period?
After the sale has completed, you are committed to being a successful part of your new group. There are likely to be lots of initial communications, and it’s critical that you are able to be a reliable conduit between the new owner and your employees. I found that the best way to do this was to absorb everything that our new owners told me, and then re-message it to our employees in the way I usually communicated with them. Communicate the values of the new group to your team by relating them to the way you already work. Most values are similar – they are just called different things, or looked at from a different perspective, so refer to and reference your own values to show your team that you share these with the new group already. In this way, you’re shielding them from what can be corporate ‘coldness’ and instructions coming from head office, or your own line manager, while maintaining the relationships and communications that have made your company a good acquisition target in the first place. So, when given instructions by the group – always look to say yes, until such time as the answer has to be ‘no’. And where you have said yes, deliver on those instructions. It may be tempting to push back – because you are used to being in sole control, or because the new group does things differently – but the best thing to do is work with the group and deliver what it wants. Then, when there are issues or mandates where you really have to say no, the group is more likely to listen to you.Three critical steps to acquisition success
At the top of this article, I listed the three reasons why acquisitions often fail. Understanding this can help you prepare yourself, your leadership team and your employees for success. My advice is to:- Remember why you have sold the business in the first place, and take the time to understand the strategic focus of your new owners.
- Take time to adapt to the culture of your new owners, by being open and honest with your employees, and making sure your messages reflect the way you have always communicated with them.
- Support your team to adapt quickly to new processes and requirements, so you can take advantage of the opportunities available to your business.
Alan White Design Announces Strategic Leadership Transition to Propel Future Growth
Alan White Design (AWD), a leading civil engineering consultancy known for its award-winning work in Temporary Works, Access Engineering, and Structural Design, has announced significant changes to its leadership team.
Euan Strathearn will step up as the new Managing Director and Malachy Ryan will transition to the role of Strategy Director and Chair of the Board, effective April 2024. This strategic development has been meticulously planned over the last two years, marking a natural progression for both company leaders. Euan Strathearn, who started with AWD as a graduate engineer over 12 years ago, is poised to steer the company towards new horizons. His promotion reflects his exceptional contribution and dedication to the firm’s growth and success. In his new capacity, Malachy Ryan will focus on strengthening client relationships, business development, marketing, and representing AWD within the industry. His move enables a greater emphasis on strategic initiatives and long-term objectives, ensuring AWD continues to lead in innovation and client satisfaction. This change will allow both Malachy and Euan to better use their unique strengths to further the company.
Founded in 2000 by Alan White, AWD has established itself within the industry, winning numerous accolades, including the Millennium Product Award and the Institution of Structural Engineers Structural Award; AWD’s reputation for delivering complex engineering solutions is unmatched. This leadership transition is set to further enhance the company’s ability to provide unparalleled service and innovative solutions to its clients.
Malachy Ryan had this to say about the changes: “We thrive on delivering products that satisfy and inspire our clients. Our dynamic team of engineers offer our clients cross fertilisation of engineering principles to produce bespoke, one-off designs. We take a holistic approach to engineering design which has become our trademark, associated with quality and professionalism, and this is what makes us unique and creates the foundation for our continued success.”
For more information about Alan White Design and its services, please visit http://alanwhitedesign.com. UK’s Oldest Scaffolding Firm Sets Sights on Expansion After Major Finance Deal
Palmers Scaffolding, recognised as the oldest scaffolding company in the UK, has announced ambitious growth plans following a landmark finance deal.
As previously reported, The British Business Bank has facilitated the company’s first debt finance agreement from the £130m Investment Fund for Wales, injecting £500,000 into Palmers Scaffolding. Founded in 1888 and incorporated in 1912 by Edwin Palmer, Palmers Scaffolding has seen consistent growth over the years. The company, which boasts a workforce of over 226, has grown its turnover from £12 million in 2020 to £23 million in 2023, with projections reaching £31 million for 2024. Michael Carr, the CEO at Palmers, shared that the funding would partly be allocated for capital expenditures, including the acquisition of both traditional and specially fabricated scaffolding components. Speaking to Insider Media, Carr highlighted the firm’s involvement in significant projects such as the £32 billion Hinckley Point C Nuclear Power Station and Thame Valley Viaduct. Additionally, Palmers Scaffolding plays a crucial role in maintaining operations for Heathrow and Gatwick Airports and is actively engaged in various construction projects within London, including the prestigious Olympia in the West End. Reflecting on the company’s strategic direction, Carr said, “Upon my arrival, it was clear Palmers needed a turnaround to ensure its sustainability. Now, we are focusing on growth that is not only sustainable but also strategic, ensuring that we’re heading in the right direction.” He emphasised the importance of controlled expansion, particularly enhancing the company’s footprint in the North West where it seeks to establish a stronger presence. However, Carr acknowledged the challenges faced by the scaffolding industry, particularly in recruitment. “The industry is currently experiencing a labour shortage, making it difficult to meet our staffing needs despite our growth. We are exploring various options to address this issue,” Carr explained. Looking forward, the CEO expressed optimism about maintaining profitability and achieving organic growth while also considering potential acquisitions. “Our main aim is to continue our trajectory of profitable growth, providing value to our shareholders. With our company in a good financial position, we are open to exploring acquisitions,” Carr stated, drawing on his extensive experience with successful business acquisitions and exits. As Palmers Scaffolding embarks on this new chapter, its focus on sustainable growth, strategic expansion, and overcoming industry challenges positions the company for continued success in the UK’s construction sector.NASC and SARNZ Forge Global Scaffolding Alliance
A historic alliance has been sealed between leading scaffolding bodies NASC and SARNZ to strengthen industry standards
In a landmark event for the global scaffolding sector, the National Access & Scaffolding Confederation (NASC) and Scaffolding, Access & Rigging New Zealand (SARNZ) have solidified their commitment to innovation and excellence by signing a Memorandum of Understanding (MOU). This pivotal agreement, announced during SARNZ’s 30th anniversary celebration year, marks a significant step in collaborative efforts to elevate industry standards and foster a culture of safety and efficiency in scaffolding operations worldwide. The NASC, with its international acclaim as a frontrunner in setting benchmarks for scaffolding excellence, has aligned with SARNZ, a pioneering force in New Zealand’s scaffolding, access, and rigging sectors. The partnership is celebrated as a strategic move to pool expertise, resources, and best practices to mutual advantage. The MOU symbolises a bridge between the two organisations, promoting an exchange of knowledge and fostering advancements in the scaffolding profession. Under the newly formed alliance, NASC and SARNZ are set to initiate a series of collaborative projects to enhance the recognition of industry standards, develop comprehensive training programmes, and advocate for best practices that promise to revolutionise safety and operational efficiency in scaffolding. This concerted effort represents a shared commitment to pushing the boundaries of excellence and charting a course towards a future where the scaffolding industry is synonymous with innovation and unparalleled quality. Speaking at the MOU signing ceremony, Clive Dickin, CEO of NASC, expressed excitement about the partnership, adding, “This momentous partnership signifies a new chapter in the evolution of the scaffolding industry. Together with SARNZ, we are poised to drive innovation, promote safety, and set new benchmarks for excellence that will resonate across borders.” This sentiment was mirrored by Tina Wieczorek, CEO of SARNZ, announcing her excitement over the collaboration, remarking, “As we commemorate our 30 years of dedication to excellence, we are thrilled to embark on this transformative journey alongside NASC. This partnership underscores our collective commitment to shaping the future of scaffolding, access, and rigging, both in New Zealand and beyond.”The Struggle to Attract Young Talent into Scaffolding
In an industry grappling with the challenge of increasing its workforce, Billy Jones, the Managing Director of Millcroft Scaffolding, shares his insights on the pressing need to attract young talent to scaffolding—a sector often overlooked by the younger generation seeking fulfilling careers.
It is no secret that the construction sector, particularly scaffolding, is dealing with a pressing issue – a shortage of new workers. While scaffolding can offer a rewarding career, it’s clear that there are challenges in recruiting and retaining young people. Billy Jones, Millcroft’s Managing Director, discusses his concerns and what he believes the industry can do to challenge how the younger generation perceives and approaches working in this sector. The quality of candidates, particularly young people coming into our sector, has been playing a lot on my mind recently. At Millcroft, we’re proud of our low staff turnover and the opportunities we offer our employees, however, we’re finding it increasingly difficult to attract and recruit the right talent, and I’m sure we’re not the only company facing this problem. A recent YouGov survey for the Deconstruction campaign found that 77% of 18-24 year old students would not consider a career in construction. Why is this? What is putting the younger generation off, and how do we, as an industry, change perceptions?The post-pandemic generation
Following the Covid-19 pandemic, there has been a sharply increased demand for hybrid and flexible working in some sectors. I appreciate that times have changed post-pandemic, and we need to be considerate to employees’ needs, but while these working practices might work well in some office environments, they do not easily lend themselves to scaffolding. This could put some recruits off a career in our industry, so rather than present it as a rigid work environment, we need to promote the clear benefits: a rewarding and potentially lucrative career path, good pay and support, interesting work, fresh air and fitness from the job, camaraderie, to name but a few. We can still provide the positive workplace experience many people are looking for, but this does need to be face-to-face, either in the office or out on site.
Starting a new job is daunting, and the workplace can be an unfamiliar environment for many of the younger generation. Suddenly, they must learn different policies, working practices and how to interact with people other than their friends or family. Working in person, whether in an office or on site, helps them to develop their interpersonal skills, create collaborative relationships with colleagues and managers, socialise, and generally feel like an integral part of the company. It builds confidence and enables a person to learn ‘on the job’ and through mentoring by other experienced team members. If working remotely, young people can feel disconnected, less committed and are more likely to miss out on career development opportunities.
The ethical dilemma
I’m sure this will be incendiary, but from our experience, there does appear to be a decline in the commitment of young candidates coming through today. Many of the candidates we have seen recently have failed to grasp the ethics required for the scaffolding sector. Fundamental principles such as respect for supervisors and foremen can often be lacking, and many seen to become disenchanted with routine tasks.
Scaffolding is an excellent career choice, but those entering the sector today must be under no illusion. On the labouring side, it is manual work and can be tough; you need to put in a solid day’s effort, which can mean early starts and working in unpleasant weather. But the rewards are great: stability, variety and pride in what you do are just a few.
Our senior contracts manager, Darren Hayward, likens the qualities needed for a role in scaffolding to those he learned during his time in the Royal Marines. “The Marines is a high-intensity environment, but scaffolding can be too. Resilience is a key skill to have. Scaffolding is a tough job and is easily underestimated, but it is also extremely rewarding and can provide a very good living. A strong work ethic, good moral values, and a humbleness to learn from others will always give you a positive return.”
Unrealistic expectations
Linked to this ethical dilemma is the unrealistic expectations some young starters can have around salaries and progression. In our experience, there is sometimes a sense of entitlement, with many expecting pay raises and promotions without necessarily earning them. At Millcroft, we try to overcome this by being very clear on what our business is about and what we expect. It’s a two-way thing. We offer competitive salaries, an excellent working environment, training and career progression, and in return, we ask for commitment and loyalty. Many of our team members have spent years developing their skills, and starting at the bottom and working up is often an integral part of scaffolding. Mark Stimpson is a perfect example. Mark joined Millcroft in 1985 as a labourer and is now our operations director, responsible for helping to deliver our commercial strategy and ensuring our clients’ requirements are met on site. Likewise, Richard Ramkissoon, our Health & Safety Advisor, started his career as a ganger man. Learning on the job has given Richard a great understanding of construction sites and safe practices, which have helped him to develop his career in health & safety.