Professional Diver, Winter 2025, Issue 08

WINTER 2025 • ISSUE 8

WHAT THE ADC DOES

The values of membership

CHANGING THE LANGUAGE

Explaining why incidents happen

AUDITING IN

COMMERCIAL DIVING

A business improvement opportunity

ADC: The Association representing diving contractors

involved with Inland/Inshore operations in the UK and Ireland

www.ProfessionalDiver.co.uk

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WELCOME

EDITORIAL

Publisher/Editor: Taira Caton

taira@professionaldiver.co.uk

Tel: 0333 121 5474

Copy Editor/Contributor: John Hancock

john@professionaldiver.co.uk

CONTRIBUTORS

Steve Roue — Falmouth Divers Ltd.

Gareth Lock, MSc — ‘The Human Diver’

Steve Marrufo — CDAS

Rhys Colcombe, CEng, FICE, MCIOB — Kaymac

Scott Waddell — Sea-Lift Diving Ltd.

Gavin Anthony, Consultant — Life-Support

and Diving

ADVERTISEMENTS

Call 0333 121 5474

sales@professionaldiver.co.uk

MAGAZINE PRODUCTION AND PRINTING

Dean Cook, The Magazine Production

Company, tel: 01273 911730

deancook@magazineproduction.com

Professional Diver is a magazine

published by UK ADC Ltd

PO Box 3138, Reading. RG1 9FN. UK

Tel: 0333 121 5474

Registered in England and Wales, 10382894.

Registered office: 1 Cedar Office Park,

Cobham Road, Wimborne, BH21 7SB

©2025 UK ADC Ltd. All rights reserved. No part

of this publication may be reproduced or

transmitted in any form or by any means without

the prior written consent of the Publishers.

Great care is taken to ensure accuracy in the

preparation of this publication, but neither UK

ADC Ltd or the editor can be held responsible

for its contents. The views expressed are those

of the contributors and not necessarily those

of the Publishers. UK ADC Ltd.

DISCLAIMER: The Association of Diving

Contractors (the “Association”) provides any

information, education and advice in good

faith to its members for their convenience and

reference. The Association accepts no liability

for anything contained in the information

provided or for the consequences of using

such information in commercial contracting

or otherwise. The employees and agents of

the Association, including without limitation

the Association Secretary, are not responsible

in any way for the commercial or business

consequences of using any Association

resources or information provided or received

in Association materials or during Association

events. If you are in any doubt about the

commercial or legal effect of any action,

please take independent legal advice.

Welcome to Issue 8 of Professional Diver. This Winter 2025

edition focuses on the inland inshore diving sector, highlighting

its crucial role in underpinning the UK’s infrastructure.

The Association of Diving Contractors (ADC) has been highly

active, engaging with stakeholders and making significant

progress. We’ve prioritised updating our guidance documents,

with several revised versions now available on the UK ADC

website, offering members the latest best practice for safe and

efficient operations. More updates are coming soon.

Inside this issue, we delve into the evolution of the ADC itself

and feature compelling case studies showcasing our members’

expertise and professionalism across various projects.

Health and wellbeing remain central to our work. We include

an important feature on Temporomandibular Joint Disorder

(TMJD), a condition increasingly recognised among divers due to

prolonged mouthpiece use. The article covers causes, symptoms,

and essential preventive strategies for long-term diver health.

We are greatly anticipating our Annual General Meeting (AGM)

in late November. This promises to be an invaluable opportunity

to reconnect, share the Association’s progress, and continue

advancing standards across the profession.

Finally, we extend our sincere thanks to all our members.

Your contributions, expertise, and ongoing support strengthen

both this publication and the wider professional diving

community. Thank you for your continued commitment to

excellence and safety.

Taira Caton, Editor

CONTENTS

4 What the ADC does for the

inshore diving industry

Steve Roue, Operations

Director, Falmouth Divers Ltd /

ADC Board Member

How ADC came about and what it

does for members.

10 Changing the Language of

Diving Incidents

Gareth Lock, MSc. the founder of

The Human Diver and Human in the

System Consulting

Make sure that the language explains

why something happened, not just

what happened.

14 Auditing in Commercial Diving

Steve Marrufo, CDAS (Commercial &

Defence Auditing Solutions Ltd)

A good audit is a great business

improvement opportunity.

18 CDT Upskills Divers

Warren ‘Sal’ Salliss, CDT

(Commercial Diver Training Ltd)

New facility expands training with

tech and boat courses, boosting diver

employability

22 Long sea outfall replacement

on the Severn Estuary

Rhys Colcombe CEng FICE MCIOB,

Projects Director, Kaymac Marine &

Civil Engineering.

Replacing a long sea outfall in

challenging tidal conditions.

26 Safe, Certified Platforms for

Commercial Diving & UXO

ScaffFloat.

28 Sheerness Linkspan Pile

Removal

Scott Waddell, Commercial Diver/

Supervisor, Sea-Lift Diving Ltd

A pile removal saved the schedule for

a project at Sheerness.

30 Temporomandibular Joint

Dysfunction (TMJD) in diving

Gavin Anthony, Consultant,

Life-Support and Diving

Temporomandibular Joint

Dysfunction (TMJD) risks for divers.

COVER PHOTO COURTESY OF CLYDE COMMERCIAL DIVING

PROFESSIONAL DIVER • WINTER 2025 3

What the ADC does for the

inshore diving industry

Steve Roue, Operations Director at Falmouth Divers Ltd and

Board Member of the ADC, charts the growth of the ADC

from its early beginnings to how it supports the inshore

diving sector today

Over the years

there has been a

misunderstanding

by some as to what the ADC

is and their role within the

Inshore Diving Industry. The

ADC’s origins date back to

1972 with the formation of

the AODC (Association of

Offshore Diving Contractors),

formed to represent the diving

contractors working in the Oil

& Gas sector around the UK

continental shelf. As many

of those contractors also

worked inshore, they formed

an AODC Inshore section, this

arrangement carried on for

many years with both the

Inshore and Offshore sections

sharing the same AODC

resources and people.

Over time, the offshore

contractors needed a trade

association that better

represented their needs

including DP vessels, ROVs and

Pipelines etc, so they decided

to reform the AODC into IMCA

(International Marine Contractors

Association) together with two

other trade associations. With

the formation of IMCA it was felt

that the inshore section would

be better in a stand-alone

association, so the existing

inshore AODC members decided

to form the Association of Diving

Contractors (ADC) in 1995. Since

then, we have maintained a

close association with IMCA with

a good cross flow of information

between the two especially on

technical and safety issues.

4 PROFESSIONAL DIVER • WINTER 2025

“… it was felt that the inshore section would be better in a standalone

association, so the existing inshore AODC members

decided to form the Association of Diving Contractors

(ADC) in 1995.”

A VOICE AT THE HEART

OF THE INDUSTRY

The ADC is fundamentally a trade

association of diving contractors

to be a representative body for

the industry. The association is a

‘not for profit’ organisation made

up of a collection of companies

with a common interest in the

inshore diving industry. It has

an independent full-time Chief

Operating Officer (COO) and

an unpaid management board

voted in by the other members. It

also utilises the services of expert

diving consultants for document

production, client diving

awareness training, and incident

investigations etc.

Sitting at the heart of the

inshore industry, the ADC acts

as the representative body for

the inshore industry that we

represent in the UK and Ireland,

putting forward the collective

view and position of members.

As the ‘industry voice’, the trade

association speaks on behalf

of members to government,

agencies, regulators, clients, the

media and other opinion formers.

scheme, subsidised logbooks

and manuals, regional

meetings and the annual AGM/

Conference. Members are

also able to provide input into

any legislation changes, etc.

Our aim is to promote a safer,

busier, and better industry that

benefits our members and

their employees.

THE INSHORE INDUSTRY

Although the ADC represents

contractors working under the

Diving at Work Regulations 1997

and the Inland/Inshore HSE

Approved Code of Practice

L104 (ACoP), the inshore diving

industry includes many different

diving industry sectors working

in parallel, with many of the

personnel and some contractors

working across these various

sectors. Sectors that include

civil construction, telecoms

and cables, ships husbandry,

fish farming, moorings, salvage,

renewables, docks and harbours,

survey and inspection — such

as bridges and structures —

and many other things such

as TV & Media to supporting

archaeological scientific projects

requiring surface supply diving

techniques. Each of these

sectors operates in different cost

scenarios with differing amounts

of money available to pay for the

work that needs doing.

This differs completely from

the Oil & Gas offshore industry

that is predominately one diving

sector with massive upstream

revenue to pay for diving and

hence much better margins

for the contractors and better

wages for the personnel. Apart

from inshore contractors having

to compete with each other for

work (normally in a competitive

tender situation) the industry

itself has to be competitive

against other non-diving

methods. Vessels can be dry

docked, moorings can be lifted,

cofferdams can be built and

damaged walls can be replaced

with sheet piles, ROVs (Remotely

Operated Vehicles) can inspect,

and many jobs can be left, etc.

if the cost of diving exceeds the

alternative method.

DRIVING UP STANDARDS

Another function for the ADC is

to work to develop and maintain

standards for the industry.

Membership requires an annual

subscription to be paid and

specified membership criteria

to be met and maintained. In

exchange, members receive

technical information and

advice, guidance notes,

newsletters, safety alerts,

a subsidised supervisor’s

“…members receive technical

information and advice, guidance

notes, newsletters, safety alerts, a

subsidised supervisor’s scheme,

subsidised logbooks and manuals,

regional meetings and the annual

AGM/Conference.”


It is in all our interests to

keep diving costs within the

affordability of the industry

that is paying for it, but this is

often a very fine line and lots

of contractors have failed

due to the very low financial

margins companies have to

work with. The other problem

that the inshore industry has

to contend with is the transient

nature of the diving workforce,

who, understandably so, look to

move into higher paying sectors

in the industry such as offshore

wind, overseas and UK oil and

gas where there is more money

available to pay better wages.

BACK TO THE ADC

When the ADC was formed,

we were still operating under

the old 1981 regulations which,

although prescriptive in their

nature, had to cover all diving

at work in the UK. It meant that

they allowed things the industry

would never dream of now such

as widespread use of SCUBA

with half masks and DVs, threeman

dive teams and diving

with air supplied from a hired in

road compressor with a simple

charcoal filter in the line etc. It

was common, on dive sites, to

see a three-man team with the

Supervisor driving the crane or

operating plant, with the SCUBA

standby mixing concrete or filling

bags, with the diver breathing

off a M600 regulator in a single

‘J’ bottle straight to the diver’s

umbilical with no panel and a

simple walk and talk comms box.

There were no dedicated diving

inspectors inshore with diving

loosely monitored by a few HSE

construction inspectors who had

little or no diving experience.

One year alone there were

nine fatalities coming under the

Inland/Inshore sector. Clearly

things had to change and the

HSE together with ADC and the

then Professional Divers Union

(now part of the Unite Union)

headed by the late Michael Cox

campaigned for change. Work to

change the regulations began to

produce a better safer industry

for the people working in it.

Still the regulations had to fit

all the sectors and sub sectors

working within them; so the 1997

regulations and accompanying

ACoPs were developed,

with the ADC assisting in the

development of the Inshore

ACoP L104 and IMCA assisting in

the development of the Offshore

ACoP L103. These ACoPs detail

the minimum standards to

be maintained but, unlike the

prescriptive 1981 regulations,

allow more flexibility as long as

the proposed diving procedure

or equipment set-up to be used

is better than or at least as good

as what’s detailed in the ACoP.

This now mandates a minimum

of a five-man dive team

(compared to the old three)

and surface supplied air to

be used in most cases except

some simple tasks such as

inspection in benign conditions.

Although the ACoPs describe a

lot of the details of procedures

to be adopted and equipment

to be used they do not go into

all aspects such as equipment

design or specific procedures

such as vessel lock down

procedures etc. This is where the

ADC comes in by developing

more specific Guidance

Documents on things like diving

panel design, chamber design

and requirements, access, and

egress, diving on/from vessels,

etc. The ADC also supplies Model

Format documents to help its

newer and smaller members

produce the required legal

documents such as dive plans

and risk assessments. A large

part of what the ADC does is to

educate clients on their roles and

responsibilities when engaging

a diving contractor and

having divers working on their

projects. This normally involves

organised seminars and training

sessions for client bodies and

main contractors.

The ADC also has Associate

and Corresponding members

who are not necessarily UK or

Ireland based diving contractors

but who have an interest in

diving, this includes equipment

suppliers, clients, overseas

contractors, and consultants

etc. Obviously, the promotion

of diving as a safe method of

work (if done correctly and to

the rules) is a prime objective

for the ADC, as many clients due

to lack of knowledge perceive

diving to be a high-risk method

of work to be avoided at all costs.

This aspect of the association’s

work involves talking to clients,

promoting safe diving, writing

articles, and exhibiting at shows

“ The ADC is not the regulator as that’s the role of the HSE, but

we do take infringements of the rules or poor diving standards

very seriously…”


Choose kindness,

change lives

Annica with our

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after free surgery

with Mercy Ships.

Volunteers are

the heartbeat

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Mercy Ships.

For nine-year-old Annica, our hospital ship feels like a

safe place to be.

That’s because volunteers like Orianna are by her side,

every step of the way. Seeing her smile every morning felt

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Mercy Ships brings free, life-changing surgeries to people

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It takes thousands of volunteers like Orianna to keep our

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If you’ve always wanted to make a meaningful

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Find your place on board:

opportunities.mercyships.org

Registered Charity No: 1053055. Registered Charity in Scotland No: SC039743. Company No: 3147724 (England and Wales)

© 2025 Mercy Ships UK Photos: Mercy Ships/Joshua Kiew Wing Chau.

“…the real learning of the skills required to become proficient

and efficient Professional Divers starts on their first job and may

need a good few years until they are competent enough to

undertake most common tasks in the underwater world.”

like Seawork and Oceanology

where we can talk directly to

many clients in one place.

The ADC cannot be the

regulator or the enforcer of

standards within the industry

as that’s the role of the HSE, but

we do take infringements of the

rules or poor diving standards

very seriously and have various

mechanisms for improvements

from anonymous onward

reporting to the HSE and the

contractor, contractor education

and internal to ADC disciplinary

action. This is handled by

the independent COO who,

if needed, will involve the

management board who will not

be told of the name of any of the

divers or contractors involved.

THE CONTRACTOR

MEMBERS

As the ADC is seen as the

representative body for Inshore/

Inland diving contractors within

the UK and Ireland, we have to

represent all the contractors

working within that sector

whether they are members

or not. Obviously, the ADC

encourages all contractors to

join as long as they meet the

requirements of the law and

operate within the standards

agreed by the members. The

ADC probably represents the

contractors doing about 80%

of the underwater work carried

out Inshore and Inland within

the UK. Members range from the

owner operator working from

home who supervises each job

with a single dive team to the

larger companies who put out

multiple teams on different sites

with extensive premises and

support staff such as engineers

and office staff.

Each member receives the

same information and support

from the ADC, and has exactly

the same say in regards to the

running of the ADC and the right

to stand for the management

board. The ADC does not operate

a tiered membership level for

contracting members, so the

smallest gets exactly the same

as the biggest.

THE DIVING PERSONNEL

As we all know the Inshore Diving

industry is a difficult industry to

work in with low profit margins

resulting in lower pay than we

would like but that does not

mean it cannot be a lucrative

industry for personnel who treat

it as a profession and either stay

inshore or move on to Offshore

Wind or Offshore Oil and Gas

around the world. Divers who

train at the dive schools are only

taught the basics of diving safely

and many undertake some

simple tools familiarisation as

part of the course, But the real

learning of the skills required to

become proficient and efficient

Professional Divers starts on

their first job and may need a

good few years until they are

competent enough to undertake

most common tasks in the

underwater world.

This is where the ADC member

companies come in as they

offer most new UK based divers

their first jobs and often their

first few years of employment

while they learn their trade. They

often incorporate newer divers

into experienced dive teams

so that they can learn from

the experienced hands whilst

earning a living.

Many divers will see the inshore

as a stepping stone to a offshore

career but many will stay in

the inshore industry for their

whole diving career due to the

vast variety of the work carried

out and the different locations

around the UK and will normally

look to work for an ADC member

as they know that companies

in the ADC have a better safety

record than companies that

don’t take an interest in how the

industry operates safely.

The ADC introduced an ADC

Inshore Supervisor scheme

to improve the standard of

supervision across the industry,

and encourages clients to

mandate that all dive teams

working for them are supervised

by an ADC certified Supervisor.

This scheme is under constant

review and improvement,

with the addition of annual

CPD (Continual Personal

Development) and the ADC

are currently looking at industry

specific supervisor training for

new supervisors.

All ADC member companies

know their company is only as

good as the personnel working

for them, so must take an active

interest in divers’ wellbeing and

safety whilst working in often

difficult and arduous locations.


Changing the Language of

Diving Incidents

Gareth Lock, MSc. the founder of The Human Diver and

Human in the System Consulting, considers unlocking

learning in commercial diving operations.

In commercial diving, whether

inshore or offshore, the

words we choose to explain

something matter. They shape

how we think about what

happened, why it happened,

and what we do next. Whether

divers are operating from a

support vessel moored close

to shore or a saturation system

off a remote platform, the

language we use in reporting

incidents (events) can either

trap us in narratives focused

on the individuals involved or

free us to learn and improve by

considering the wider context

and situation.

In this article I’ll explore how

changing the language around

diving events can help teams,

supervisors, and organisations

better understand how and

why things happened the way

they did and ultimately improve

diving safety. I’ll reference a

couple of IMCA Safety Flashes

and contrast typical language

of blame with more constructive

language of inquiry. The goal

is to help the ADC community

create a richer learning culture

from the inevitable unwanted or

unexpected events that are part

of commercial diving operations.

WHY LANGUAGE

MATTERS

When an unwanted or

unexpected event (incident

or accident) happens, the

immediate reaction is often

to ‘find the cause’ and assign

blame. Phrases like “diver error”,

“equipment failure”, “contractor

oversight” populate many

incident reports. These are not

wrong per se, but the language

can shut down further inquiry and

associated learning. If we say,

“diver error”, we may stop at “he

did it wrong” rather than ask “what

conditions, decisions, culture and

systems allowed this to occur?” By

focusing on the individuals, some

organisations can side-step

their responsibilities by pointing

at the errant individuals and

saying they should have tried

harder, paid more attention, or

just followed the rules, without

digging into the local rationality

— “how did it make sense for

them to do what they did?” —

of the divers, supervisors, and

wider organisation.

Consider a real example from

IMCA: “During the removal of a

spool at 172 msw … the diver’s

umbilical was caught in the

lift bag rigging … resulting in

the loss of the diver’s primary

breathing gas supply.” (imca-int.

com) The language is factual,

as is to be expected. However,

very little of it explores why the

rigging allowed the umbilical

to become trapped, or why the

diver ended up in the location

where this happened. This lack

of information is likely down to

where the liability lies and not

wanting to prejudice the ongoing

investigation of an event that

happened eight years ago.

Now compare: “When the

crane hook was lowered for

pipe handling frame (PHF)

rigging disconnection … it

slipped off the beam and

struck the side of the diver’s

helmet.” (imca-int.com) The

report continues: “Inadequate

length of crane pennant… poor

visibility… assumptions regarding

equipment position.” The

language shifts from “the hook

struck the diver” to “assumptions

about equipment position

“…changing the language around diving events can help teams,

supervisors, and organisations better understand how and

why things happened the way they did and ultimately improve

diving safety.”


TYPICAL LANGUAGE PITFALLS AND HOW TO CHANGE THEM

Common Language Impact Alternative Wording Benefit

“Diver error”

Stops at

the individual

“A diver’s action occurred

within these system conditions.

The outcome was not

expected for… reason. ”

Focuses on system and

conditions, not just person

“Equipment

failure”

Implies

inevitability

“A piece of equipment did not

perform as expected under these

conditions. This is because…”

Opens inquiry into

design, context and

decision making

“Root cause:

human error”

Presents error

as root rather

than

symptom

“Underlying contributory

factors, and error-producing

conditions included…”

Encourages

deeper exploration

than a single cause

“Contractor

oversight”

Blames

organisation

but vague

“Supervisory arrangements,

communication channels and

role clarity were less effective

than required because time

pressures, financial constraints,

and power dynamics meant that

critical information was missed,

or the communication loop

was not closed.”

Makes organisational

factors visible

and actionable

contributed to the event.”

By looking at conditions, we

move the focus away from the

individuals involved.

By moving from describing

what happened to exploring how

and why, we open the door to

improvement (see table above).

When we shift our language

in event write-ups, we help

ourselves to ask better questions:

• What social, organisational,

or environment conditions

allowed this to happen?

• What critical assumptions

were made that weren’t

validated and why did the

validation not happen?

• What barriers were missing?

What barriers were

present but failed?

• If we asked operators if they

knew this event was likely

to happen, what would

they say? What do they

know that we don’t?

• What financial or

organisational pressures

meant that prior signals were

ignored or not actioned?

LANGUAGE IN ACTION —

THREE DIVING-SPECIFIC

EXAMPLES

Example A: Umbilical

trapped during spool lift

From IMCA: “During the

removal of a spool at 172 msw,

divers were engaged in lift

bag operations… the diver’s

umbilical was caught… causing

the diver to ascend… the

diver’s umbilical was trapped...

resulting in loss of primary

breathing gas supply.”

Notice the passive voice:

“was caught”, “was trapped”.

It focuses on the event rather

than decision points. A deeper

rewrite might read:

“During a lift-bag operation

at 172 msw the rigging allowed

contact with the diver’s umbilical.

The diver ascended with the

spool unit, the umbilical being

drawn into a seabed structure

which obstructed the primary

gas supply. The procedures

did not include a rigging layout

assessment that considered

umbilical clearance, nor did

the diving team verify the spool

path relative to seabed structure

before lift initiation.”

This version uses more active

language (“allowed contact”,

“did not include”) and points to

conditions rather than simply the

failure. That opens up discussion

about rigging layout, lift plan

review, critical clearances of

umbilicals, team briefings, etc.

The update to the safety flash

highlights that the recovery

action (mitigation of primary

life support system failing) was

not actioned correctly due the

incorrect mode being selected

by the diver, and their SLS was

depleted of gas more quickly

as they were now in open

circuit. Slips and mistakes are

common, and safe systems

should not require perfect

human performance to operate

effectively. The report says the

system was serviceable to the

manufacturer’s parameters.

Was the system designed with

human factors and human

performance in mind?


Example B: Crane hook

strikes diver’s helmet

IMCA narrative: “Whilst the

diver was positioned beneath

the PHF and moving up to

disconnect the rigging, the

crane hook unexpectedly struck

the diver’s helmet.” (imca-int.

com). Then: “Inadequate

length of crane pennant… poor

visibility... assumptions regarding

equipment position.” The report

already starts to shift language

away from blaming the diver

although it can lead to a focus on

the supervisor. Moving the blame

to another individual doesn’t

improve the learning, it just

moves the focus point for blame.

The following rewrite provides

more context and conditions.

“During subsea spool tie-in

operations in limited visibility, the

crane hook’s pennant length

allowed the hook to rest on the

PHF beam. The crane operator

interpreted a ‘no weight’ signal

as the hook reaching seabed,

and the diver moved into

position beneath the load. This

assumption was based on the

lack of feedback from the diver

due to the limited visibility, and

the inability of the crane operator

to accurately know the point

at which the hook would be on

the seabed. The hook slipped

off the beam and contacted

the diver’s helmet as the diver

moved into the hook. There was

no hazard control which meant

an exclusion zone for ‘dropped

objects’ in the same way that

exclusion zones exist top side.”

Again: active language, clear

identification of conditions,

questions about plan, control,

visibility. The goal is to move from

“the hook struck the diver” (result)

to “what arrangements allowed

the hook to penetrate the diver’s

exclusion zone” (systems).

Although this version is longer,

the research shows that when

we lack information in a narrative,

we fill the gaps with what we

perceive should have been done,

and we use counterfactuals to

describe this: should have, could

have, would have, failed to…

Whenever counterfactuals are

used, we should look to examine

the conditions that led to these

counterfactuals being stated.

Example C: Inshore

diving: same language,

adapted context

In inshore operations, diving

tasks may not involve multiple

hundreds of metres of water,

saturation systems or heavy

crane-over-seabed operations,

but the same principles around

learning from events apply.

IMCA doesn’t have many

inshore safety flashes to refer

to, but this is one which has

language that could be modified.

• “Our member’s investigation

revealed the following:

• The presence of an

automated trash

removal system was not

communicated by the asset

owners to the project team.

• As a consequence of this

omission there was no

system in place to ensure

the automated trash

removal system was

effectively isolated.

• There was a “lock out/tag

out” system in place for the

seawater intake valves.

• The project risk assessment

was not effectively

reviewed on site to identify

appropriate controls for sitespecific

hazards.

• The position of the dive

tender was not relocated as

the dive progressed across

the face of the multiple

intakes, meaning that excess

umbilical was deployed in

the water, increasing the

potential for snagging.”

Could become:

• “Our member’s investigation

revealed the following:

• There was a “lock out/

tag out” system in place

for the seawater intake

valves so there was some

level of knowledge held

by asset company of

the hazards faced.

• The presence of an

automated trash

removal system was not

communicated by the asset

owners to the project team

as the asset owners did not

understand the implications

for differential pressure or

Delta P relating to this aspect

of the operation.

• This omission meant that

there was no system in place

to ensure the automated

trash removal system was

effectively isolated.

• A lack of time and inadequate

SQEP meant that the project

risk assessment was not

effectively reviewed on site to

identify appropriate controls

for site-specific hazards.

• Due to perceived and real

time constraints, the position

of the dive tender was

not relocated as the dive

progressed across the face of

the multiple intakes, meaning

that excess umbilical was

deployed in the water,

increasing the potential for

snagging. Without knowledge

of the additional hazards, this

made sense at the time.”

Language matters because

teams believe what gets written

down — they have nothing else

to refer to. If incident reports say,

“The position of the dive tender

was not relocated as the dive

progressed across the face of

the multiple intakes, meaning

that excess umbilical was

deployed in the water, increasing

the potential for snagging.”

without understanding the

conditions, then the local

rationality won’t be addressed


“Language matters because teams

believe what gets written down — they

have nothing else to refer to.”

and we point out that the divers

appeared to not be doing

their job. If we talk about “Due

to perceived and real time

constraints…”, we invite a curious

conversation about the reality of

‘work as done’.

BUILDING A LEARNING

CULTURE THROUGH

LANGUAGE

For the ADC community this

change has real value. The way

you report, debrief, and share

learning makes a difference

to improved safety and

performance. Here are some

practical tips:

• Lead with conditions, not

blame. Start your report

with what the environment,

system, organisational and

human conditions were. Then

describe what happened.

• Use active-voice and

specific language. “The load

moved off the seabed” rather

than “was moved”. “The diver

entered the exclusion zone”

rather than “was in the zone”.

• Avoid “the cause was” as

a final statement. Instead

ask “What allowed this

to happen?” and “What

prevented detection, control,

or mitigation?”

• Encourage “how might we”

questions. For example:

“How might we design the

lift plan so the umbilical

path is included in the

hazard analysis?”

• Tailor the language to

your audience. Onshore

operations may use

simpler terms, but the

principle of shifting from

event description to

system enquiry holds.

WHY THIS MATTERS FOR

ORGANISATIONAL

IMPROVEMENT AND

SUCCESS

Changing language is not about

semantics, it is about creating

the cognitive conditions that

allow us to view the world

differently, and that includes

identifying different ways to

understand how and why an

event occurred in the way it did.

When reports are written in a

way that highlights conditions,

decisions and systems, rather

than simply “what happened”,

we give teams the chance to

learn. We build psychological

safety and support a Just Culture

by not immediately pointing

fingers, we encourage reflection

on how the system allowed the

event and we open pathways

to better barriers, controls, team

communication and procedures.

FINAL THOUGHTS

The shift from “incident

description” to “systems

THE AUTHOR

understanding” is not always

easy, especially when the legal

teams get involved to decide

who is going to pay for the

lost time, material repair, the

insurance, or regulator’s fines.

It takes discipline and

organisational leadership

to create the change

that is needed.

But for the ADC-community,

the payoff is worth it. The learning

reviews will have richer insights,

debriefs will trigger more

thoughtful discussion, and your

teams will be more resilient and

have greater capacity, thereby

reducing event recurrence. All of

which, impacts the bottom line.

So, the next time you draft or

review an event report, consider

the following question:

Are we using language that

hides the system or exposes it?

Are we asking “why” the event

occurred and “how it made

sense for those involved to do

what they did”, or just stopping at

“what happened”?

In diving, as in learning, the

right words matter. When the

language helps us to shape

understanding rather than

assign blame, we move closer

to a culture where safer, more

effective operations are the

default, not the exception.

We can’t fix a secret, and

language often creates the

screens that hide the critical

messages we need to find if we

want to improve.

Gareth Lock is the founder of The Human Diver and Human in the

System Consulting, organisations dedicated to bringing human

factors, non-technical skills, and learning culture principles to

diving and other high-risk industries. A former Royal Air Force

officer and helium and CCR-certified technical diver with GUE,

Gareth is the author of Under Pressure: Diving Deeper with

Human Factors and holds an MSc in Human Factors and System Safety from Lund

University. Through global training, research, and consultancy, he helps individuals

and organisations understand how language, systems, and culture shape

decisions, and how better conversations can make diving safer and smarter.


Auditing in

Commercial Diving

Steve Marrufo, CDAS (Commercial & Defence Auditing

Solutions Ltd) looks at raising the bar beyond compliance

Auditing in high-risk

industries is rarely

glamorous. It can be

uncomfortable, demanding,

and at times confrontational.

Yet it is also one of the most

powerful tools we have for

protecting lives, strengthening

systems, and building trust.

After over three decades in the

commercial diving, maritime,

and defence sectors, I have

seen both sides of the process—

the highs, the lows, and the

patterns that continue to

shape our industry.

THE HIGHS OF AUDITING

When auditing is done right,

it is more than a compliance

check. It becomes a mirror

to the organisation’s culture,

discipline, and leadership. The

‘highs’ of auditing often come

when you encounter operators

who view the process as a

genuine opportunity to test

their systems and raise their

standards. The difference is

obvious. Documentation is not

pulled together at the last minute

but is live, embedded, and used

daily by the team. Maintenance

logs tell a clear story, not a

manufactured one. Evidence

trails flow naturally, showing

that the systems are real and

functional, not paperwork

designed to impress auditors.

Another hallmark of best

practice is leadership

transparency. The strongest

organisations encourage

auditors to dig deep. Instead

of defensiveness, there is

openness. Questions are

welcomed, not avoided.

These companies understand

that a tough audit strengthens

their position with clients,

regulators, and, most importantly,

their workforce. A recent example

stands out. I was asked to

pull apart a well-known and

respected company. The general

managers opening words were:

“I know we are doing it right.

However, I want to do it better.”

That line sums up the best

practice mindset. Even when

compliance is already in place,

the pursuit of improvement

“Even when compliance is already in

place, the pursuit of improvement

never ends. That approach tells me the

company isn’t just chasing certificates;

they are chasing excellence.”

never ends. That approach

tells me the company isn’t just

chasing certificates; they are

chasing excellence.

Best practice also shines

in training and knowledge

retention. Where systems are

understood, not just followed.

Where the team knows why

processes exist, not just that they

exist. Those are the moments

where you see resilience built

into an organisation, and where

you leave the audit confident in

their long-term ability to operate

safely and effectively.

THE LOWS OF AUDITING

Not every audit leaves you

reassured. The ‘lows’ come when

you discover organisations

that are technically scraping

through but, in reality, running

on borrowed time. The warning

signs are easy to spot. Paperwork

created the night before an

audit, with maintenance logs

filled in retrospectively. Training

records that tick the box

but do not reflect the actual

competence of the workforce.

Safety-critical equipment

that is poorly understood by

those using it.

Some operators treat the

audit as a game, hide the gaps,

cover the cracks, and hope the

auditor doesn’t look too closely.

Others lack even the basics,

showing genuine surprise when

asked about standards that

should be ingrained. This is where


audits become uncomfortable,

because the risks are not

theoretical. They are immediate.

The lowest point is when

systems fail because of cultural

complacency. People get used

to doing things ‘their way’ and

forget why standards exist. I

once investigated an incident

where divers were running off

a charging panel fed directly

from a compressor. The team’s

defence was, “we’ve rigged

it like this for years.” That was

the problem. Complacency

had normalised the risk until

one Hail Mary moment lined

up every factor for failure. As

the investigator, it was clear

to me that the fault wasn’t the

equipment — it was the lack of

understanding of the system.

That is the essence of the low

points: when operators can just

about scrape through, but the

systems they rely on are one

breath away from disaster.

TRENDS ACROSS THE

INDUSTRY

When you step back and look

across multiple audits, clear

patterns begin to emerge. Some

are encouraging — evidence of

a sector learning and adapting.

Others are worrying — signs of

complacency or box-ticking

culture taking hold. One

recurring trend is that many

organisations can just about

scrape through. The paperwork

is there, the signatures are in

place, but the systems are not

truly embedded. Compliance

exists in theory, but not always

in practice. This ‘minimum

standard’ mentality is dangerous

because it masks weaknesses

that only show themselves

when pressure hits.

Another noticeable trend is

the growing reliance on digital

maintenance systems. In theory,

these platforms are excellent

— they provide transparency,

audit trails, and efficiency. In

practice, they are only as strong

as the information being loaded

into them. A record that looks

watertight on screen may tell

only part of the story. The real

test is whether the data reflects

the full life of the equipment. For

example, a diving helmet may

have all its service records logged

digitally, but without its original

‘birth certificate’ and life history,

the picture is incomplete. This

distinction matters. In the event

of a failure, courts and regulators

look to see whether equipment

was maintained in accordance

with the manufacturer’s

recommendations, not just

an operator’s chosen optional

standard. That forward vision —

thinking ahead to the worst-case

scenario, however uncomfortable

— is what places a business in

a stronger and more resilient

position. Digital systems are

valuable tools, but they are not


“…the systems are not truly embedded. Compliance exists in

theory, but not always in practice. This ‘minimum standard’

mentality is dangerous because it masks weaknesses that only

show themselves when pressure hits.”

substitutes for thorough, legally

defensible record-keeping.

A positive shift is the rising

demand for independent,

third-party audits. Clients,

particularly in defence and

offshore energy, are recognising

that self-certification is no longer

enough. They want assurance

from external experts who can

stress-test systems without

bias. This trend is healthy and

necessary, as it raises the

overall standard of compliance

across the industry.

Looking ahead

The future of auditing will

increasingly blend traditional

on-site inspection with digital

and remote capabilities. The

use of AI-driven data analysis,

live monitoring, and remote

system access is expanding,

but these tools must never

replace the value of human

oversight. Technology can

flag anomalies, but it takes

an experienced auditor to

understand the context and

challenge the culture behind the

numbers. The next decade will

demand a balance between

digital innovation and bootson-the-ground

reality. There

are also encouraging signs of

companies embracing the idea

that audits are not a punishment,

but a route to improvement. The

best operators are investing in

training, embedding standards

into their daily operations,

and using audits to expose

weaknesses before they

cause real harm.

RAISING STANDARDS

An audit should never be

comfortable. If it feels easy,

something has been missed.

True auditing is not about

delivering easy wins or

handing over certificates; it is

about exposing weaknesses,

raising questions, and forcing

organisations to look at

themselves in the mirror. At CDAS

(Commercial Diving Association

— Singapore), we believe audits

must be forensic, independent,

and uncompromising. They

are stress tests designed to

push systems to the point of

failure, so that gaps can be

identified before lives, assets,

or reputations are put at risk.

This is not about being harsh

for the sake of it. It is about

recognising that industries such

as commercial diving, maritime

operations, and defence operate

at the sharpest edge of risk.

In these environments, ‘good

enough’ is never good enough.

Our approach goes beyond

documents and checklists. We

interrogate evidence trails, crosscheck

maintenance records, and

test leadership accountability.

We look for cultural indicators:

is the workforce empowered

to challenge poor practice?

Does leadership encourage

transparency, or hide behind

paperwork? These factors

determine whether compliance

is a living, breathing system or

just words on a page.

This is where the reporting of

incidents under RIDDOR should

be viewed differently. Too often,

companies treat RIDDOR as

a black mark against them,

fearing that transparency will

cost them future contracts. This

creates a dangerous culture:

we say we want openness,

but then punish it when it is

shown. True resilience means

championing those who

report, not discouraging them.

An organisation that hides its

failures is far more dangerous

than one that owns them, learns

from them, and demonstrates

the corrective action taken.

Raising standards also means

tackling the complacency

culture head on. It is easy to

settle into routine and believe

that what has always worked will

continue to work. The reality is

that every system, every piece of

equipment, and every process is

one step away from failure if it is

not understood, maintained, and

challenged. Audits must shine a

light on those vulnerabilities and

demand that organisations act.

The goal is not just compliance,

but resilience. A resilient

organisation is one that can

withstand scrutiny, adapt under

pressure, and recover from

failure without collapse. That is

what we want to see when we

sign off an audit — not simply

that a company has passed,

but that it has the strength

to stand tall when things go

wrong. In short, audits should

intimidate weak systems and

inspire strong ones. That is

how standards are raised,

reputations are safeguarded,

and lives are protected.


“The goal is not just compliance, but resilience. A resilient

organisation is one that can withstand scrutiny, adapt under

pressure, and recover from failure without collapse. That is what

we want to see when we sign off an audit…”

CLOSING

Auditing, at its core, is about

truth. It shows the highs —

companies that welcome

scrutiny and use it to build

resilience. It reveals the lows,

where complacency, culture,

or misunderstanding leave

organisations one incident

away from disaster. And it

highlights the trends that shape

our industry, from digital tools

to the growing demand for

independent oversight.

The lesson across all of these

is clear: compliance is not the

destination; it is the starting

line. True assurance comes

from embedding systems,

challenging complacency,

and creating cultures where

transparency is rewarded, not

punished. Audits are not verdicts,

they are mirrors. The reflection

may not always be comfortable,

but it is necessary because, in

industries where risk is everpresent

and lives are on the line,

the cost of hiding weakness is

far greater than the discomfort

of exposing it.

It is easy to reduce audits

to documents and systems,

but behind every logbook and

maintenance record is a diver

entering the water, a supervisor

making decisions, or a family

expecting their loved one to

come home safe. That is the

real reason audits matter — not

for paperwork or certificates,

but for people.

If there is one message to

take forward, it is this: audits

must intimidate weak systems

and inspire strong ones. That

is how standards rise. That is

how reputations are protected.

And that is how we safeguard

the people at the heart of

these industries.


From water skills to

workshop: CDT expands

training options in new

dedicated facility

CDT has significantly upgraded its curriculum at its new

facility, introducing courses like Kirby Morgan Technician

training, VHF SRC, and PPR. The goal is to provide divers with

additional revenue streams and increase their value to

employers, writes Warren Salliss


At CDT (Commercial Diver

Training), the team is

always endeavouring to

add new skills to make divers

more employable and skill

diverse, ultimately benefitting

employers. As part of the HSE

Diver programme, CDT has

added the RYA Powerboat Level

Two, acknowledging that divers

will be working on the water,

and the Kirby Morgan User

Operator course.

The Kirby Morgan User Operator

course was introduced for

three main reasons:

1. Divers fully understand the

equipment they are using,

enabling them to safely carry

out daily checks and initial

daily set up on site.

2. It formalised what the student

divers were being taught with

respect to the diving helmets.

3. More importantly, they

can now perform ‘daily’

and ‘monthly checks’ on

site if required. This frees

up company technicians

from having to attend site

if the service dates fall

during a project.

That covers two valid courses

that help both the diver

and the employer. What

else is available? Naturally,

the equipment avenue is a

good progression. Being an

equipment-dependent industry,

one of the ‘points of failure’ for a

diving company is the technician

support, as well as divers. At

CDT, they aim to have skills

redundancy in place so that if a

key team member is absent, the

system can carry on. By having

additional staff trained to Kirby

Morgan Maintenance and Repair

Technician level, that member of

staff can now assist or perform

all routine maintenance or

repairs on any Kirby Morgan

equipment that they have

been trained on.

“At CDT (Commercial Diver Training),

the team is always endeavouring to

add new skills to make divers more

employable and skill diverse, ultimately

benefitting employers…”


Kirby Morgan Maintenance

& Repair Technician

Course: Key Facts

Certifying Authority — Dive

Lab Inc, Panama City, Florida on

behalf of Kirby Morgan.

Duration — Three days, the same

time for initial or re-validation of

an existing certification, following

Dive Lab policy.

Who can attend — Any Diver,

Tender, or Maintenance

Personnel that are involved in

company equipment upkeep.

How long does the certification

last for — Initial certification

lasts for three years. If an in-date

certification is re-validated, it

will be re-issued for four years; if

out-of-date, it will be re-issued

for three years again.

What Equipment can be

worked on — Any Kirby Morgan

helmets, band masks, masks,

regulators, etc., covered during

the course. The certification card

will list this.

Equipment covered on the CDT

course — Helmets — 17B, 17C, 17K,

27, 37, 37SS, 97SS, KMB 18/28, Neck

dams, Regulators — 350, 350SF,

455, Comms, Side blocks.

Additional KM training —

CDT runs additional one

day courses for the KM

Diamond and Mod-1 SS.

“By having additional staff trained to

Kirby Morgan Maintenance and Repair

Technician level, that member of staff

can now assist or perform all routine

maintenance or repairs on any Kirby

Morgan equipment that they have

been trained on”

Qualification Usage: If

a company pays for the

course, the certified individual

is qualified to work on

their equipment only. The

company also has the right

to contact Dive Lab to have

the qualifications voided if

the individual leaves their

employment. If the diver pays

for the course themself, they

may work on any company’s

equipment whilst they are

working for them. What the

individual cannot do is work on

a company’s equipment as a

mobile freelance technician

(Non Profit/Non Dealer).


Professional Practices

and Facility Expansion

CDT did not stop there; they

then decided to add VHF SRC

courses and Professional

Practices and Responsibilities

(PPR). These courses

complement the Powerboat

Level Two course in obtaining

a commercial endorsement.

An HSE medical and First Aid

at Work would already have

been attained, so the only other

requirement would be a Sea

Survival Course.

The intention was to enable

divers to have additional

revenue streams should they not

be able to dive or to be more of

an asset to any future employer.

CDT moved into new

premises earlier this year,

which enabled them to provide

more training options for

current and past students, as

well as opening the courses

up to the industry as a whole.

They now have dedicated

training rooms for the

Technician training and RYA

courses, complete with a full

suite of training VHF radios and

highly experienced Instructors

in every discipline. CDT

welcomes any enquiries.

“The intention was to enable divers to

have additional revenue streams should

they not be able to dive or to be more of

an asset to any future employer”


Long sea outfall

replacement on

the Severn Estuary

Rhys Colcombe CEng FICE MCIOB, Projects Director, Kaymac

Marine & Civil Engineering. Chronicles a critical infrastructure

upgrade in the environmentally sensitive Severn Estuary

Kaymac recently

completed an £8.4m

critical infrastructure

upgrade in challenging

conditions, delivering

engineering excellence

while protecting the Severn

Estuary. The contract was

recently completed in the

Severn Estuary as the long sea

outfall pipeline – originally

constructed in 1960 near Nash,

Newport – was replaced to

extend its operational life.

Appointed as Principal Designer

& Principal Contractor, Kaymac

Marine & Civil Engineering Ltd

led the £8.4 million project,

which involved installing a

1.4km 560mmØ high-density

polyethylene (HDPE) outfall pipe

to replace the deteriorated

concrete-coated steel pipe.

Situated within one of the UK’s

most ecologically sensitive

regions and a Site of Special

Scientific Interest (SSSI) in the

Severn Estuary, the project not

only secured infrastructure

integrity but also adhered

to stringent environmental

protection measures.

PROJECT CHALLENGES

AND ENVIRONMENTAL

SAFEGUARDS

The Severn Estuary is renowned

for its tidal range of 12–14 meters,

the second largest in the world

and, as such, poses a significant

challenge for civil and marine

works. In addition, due to the

estuary’s designation as a SSSI,

which protects its tidal flats, salt

marshes, and diverse wildlife,

the project team introduced

and adhered to comprehensive

environmental safeguards.

Sediment control measures

such as careful selection of plant

and equipment, implemented in

collaboration with NRW (Natural

Resources Wales), minimised

water quality impacts during

the excavation and pipelaying

activities.

Drawing upon its deep

industry expertise and practical

experience, Kaymac Marine

drove the design direction


and successfully secured

all necessary permits and

permissions for the project.

Working closely with the local

Council and Natural Resources

Wales, Kaymac led the process

of obtaining the required Marine

License, Environmental Permits,

and Planning Permissions,

ensuring full compliance with

all regulatory requirements.

Through comprehensive

site investigations and

advanced geophysical and

bathymetric surveys, Kaymac

identified critical site-specific

characteristics that directly

influenced the project’s design.

This informed approach allowed

the team to craft tailored

solutions that addressed

regulatory concerns while

optimizing project outcomes.

Kaymac’s practical experience

played a crucial role in

addressing the expectations of

the environmental regulators. By

proactively collaborating with

NRW and other stakeholders,

the team was able to satisfy

stringent environmental

requirements, demonstrating

how the proposed designs

minimised ecological impacts

while maintaining structural

and operational integrity. This

expertise and experience,

coupled with a solutions-focused

mindset, not only streamlined

the approval process but also

ensured that the final design

adhered to both regulatory

standards and the project’s

overarching goals.

To maintain quality standards

and to ensure the works

could be undertaken within

the licencing timeframes,

Kaymac engaged suppliers

early on, securing essential

equipment and materials; whilst

conducting regular necessary

quality visits and inspections

to ensure technical and

quality compliance.

DETAILED DESIGN &

PLANNING

A comprehensive understanding

of the physical forces

that dominate the ocean

environment, their origins, and

the likelihood and intensity of

these forces over the lifespan

of an outfall is critical to its

effective design, regardless of

the construction materials used.

These forces can compromise

the outfall’s integrity either

directly or indirectly, such as

through seabed erosion or by

destabilising its foundation.

Additionally, sediment transport

can obstruct diffuser orifices,

potentially leading to system

failure. These factors were

considered and mitigated

during the planning and

design phases to ensure the

long-term functionality for this

particular environment.

Kaymac appointed Pebble

Engineering Ltd as Designers

and worked collaboratively

to develop the construction

methods and subsequently

the detailed design of the

outfall. Both the construction

method and the detailed

design needed to align and

complement each other, with

regard to compliance of the

aforementioned environmental

and planning regulations, the

seabed conditions present on

site and the anticipated physical

conditions (such as sea, wind,

wave, tidal and current) of the

works location.


DELIVERY AND

PREPARATION OF

HDPE PIPE

The new HDPE outfall, measuring

1.4km in length and 560mm in

diameter, was manufactured

by Pipelife Norge AS in Norway

and towed 1,134 nautical miles

to Newport in 11 sections under

a single trip. Upon arrival at

ABP Newport Docks, each

pipe section was stringently

inspected, tested and then

later prepared for installation.

The preparation works involved

the installation of over 260 nr

bespoke pre-cast concrete

ballast collars, that were

designed to ensure stability

of the pipeline against the

hydrodynamic forces of

the watercourse and the

natural buoyancy of the HDPE

material, once it had been

sunk to its installed position

within the trench.

INNOVATIVE INSTALLATION

TECHNIQUES IN A TIDAL

ENVIRONMENT

The use of specialized low

pressure bearing amphibious

excavators handled intertidal

trenching at low tide, while

a GPS-equipped dredging

vessel undertook the offshore

trenching requirements.

The installation spanned an

approximate 28-day period,

working shift patterns under

challenging tidal conditions, with

trenches reaching depths of

approximately 1.5–2 meters.

A key milestone involved towing

the first 250-meter section of

the pipe from ABP Newport,

navigating the currents and

flows of the Severn Estuary, to the

installation site, approximately

three nautical miles away. This

segment, equipped with 50

concrete collars, was positioned

over the trench as the tide

receded and sunk under the

guidance of Kaymac’s divers to

ensure accuracy, before being

backfilled with the previously

excavated spoil.

Finally, the pre-cast articulated

concrete mattresses were

installed, by utilizing a crane

barge, to provide additional

scour protection and stability

to the outfall. Such mattresses

have been used successfully

for decades to protect oil and

gas pipelines and since the

early 1990’s, they have been

increasingly used to protect

ocean outfalls.

Throughout the project,

Kaymac employed a ‘flotation

and submersion’ technique

whereby each 250-meter long

section was towed into position

and the seaward end of the

previously installed pipe length

was recovered to the working

platform, before connecting

to the new length and then

sinking within the new preexcavated

trench. Ensuring

an accurate and safe sinking

procedure in the Severn Estuary

required considerable planning

efforts from the delivery team,

taking into consideration tidal

movements and slack water

periods. Each sinking activity was

planned meticulously to ensure

that a constant submersion rate

could be implemented, assisted

by a number of key specialist

vessels being present to position

and secure the pipe section

in place whilst the slack water

period approached.

Slack water periods in this

location are relatively short

and as such, the rate of pipe

submersion needed to be

planned and controlled by

adjusting both the water

inflow and air release rates. To

avoid a bending radius that

could become smaller than its

allowable minimum and further,

to prevent the pipe wall buckling,

the rates needed to be carefully

monitored and controlled, all

whilst considering the load

imposed by the ballast weights,

the varying tidal water depth and


the pulling forces applied to the

outfall by the marine plant.

Ensuring each pipe section

sank correctly required

meticulous planning. We had

to balance the ballast weight

with the tidal movements,

controlling both water inflow

and air release to prevent

bending or buckling. Timing was

everything. The pipe installation

continued in four separate

sections, totalling 1.47km, with a

diffuser head separately installed

through diving operations at

the seaward end. A backhoe

dredger was used to place the

previously excavated material

on to the pipe. Following the

backfilling, approximately 210

nr. of the pre-cast articulated

concrete mattresses in total,

each weighing 8.3t in air, were

laid over the installed lengths

of pipe from the crane barge.

The backfilling and mattress

installation were monitored and

supervised by Kaymac’s dive

teams, ensuring the accuracy

and efficiency of both activities

throughout the scheme.

CIVIL OPERATIONS, PLANT

ISOLATIONS AND FINAL

CONNECTION

To prevent disruption to the

client during their day-to-day

operations, the marine activities

to install the replacement outfall

were carried out alongside

the existing operational

outfall. Simultaneously, inland

operations were undertaken by

Kaymac’s skilled civils teams,

who installed a temporary sheet

piled cofferdam to excavate and

expose the existing valve and

land-based outfall arrangement.

Two short operational isolations

were required; the first to replace

the existing land-based valve

and connecting pipes, and the

second to connect the new

replacement outfall to the

existing infrastructure. Again,

these isolations were planned

precisely around suitable

tidal windows, to maximise

working efficiency and to

minimise interruption to the

plant operations.

During the first isolation, the

existing land-based single

non-return valve was replaced

with new valves and a T-piece

arrangement system that would

permit future inspection and

maintenance requirements.

Once the land-based

replacement and connection

works were complete, the

replacement valve arrangement

was housed within a newly

constructed reinforced concrete

chamber, built alongside

the normal operations of

the plant. The chamber was

designed to permit safe future

access around the valve

arrangement and to retain a

section of the existing flood

defence embankment.

The second isolation took place

while the land-based civil works

were underway to construct the

new chamber. Working at low

tidal periods, a bespoke HDPE

pipe section was fabricated that

considered both the vertical and

horizontal changes in direction

to align with the newly installed

outfall. This section was installed

to connect the newly installed

outfall to the existing pipeline

ahead of removing the isolation.

CONCLUSION

The long sea outfall replacement

project stands as a model of

responsible marine engineering

within sensitive ecosystems.

By balancing complex

engineering requirements

with rigorous environmental

protection, Kaymac Marine

& Civil Engineering Ltd are

proud to have played a key

role in improving Newport’s

existing infrastructure; blending

innovative marine engineering

techniques with stringent

environmental safeguards to

protect and enhance the unique

ecology of the Severn Estuary.


Safe, Certified Platforms for

Commercial Diving & UXOs

ScaffFloat hires strong, stable and safe pontoons and

workboats configured for each job and location

ScaffFloat offers costeffective,

certified,

and highly stable dive

platforms — a versatile solution

for commercial diving and

UXO (Unexploded Ordnance)

projects in categorised

waters. We provide a proven

alternative to larger and more

expensive multicats and

marine going vessels.

The ScaffFloat Core

Advantage

We combine durable, 100%

recyclable plastic floats with

the inherent strength and

adaptability of standard

scaffolding components.

This modularity allows us to

customise every platform

precisely to your dive spread

and operational needs. Our

solution is road-transportable,

ensuring rapid mobilisation

and substantial transport

savings. The entire structure

can be efficiently assembled by

hand on a riverbank or slipway,

minimising the need for heavy,

high-cost lifting gear — a critical

factor for emergency or timesensitive

tasks.

Scalability and

Specification

We size the platform to fit

your equipment, not the

other way around:

• For smaller spreads: A

platform like 8m x 6.4m is

perfect for hand-carriable

equipment (generators,

gas bottles) and short-tomedium-term

access.

• For large spreads: Our 16m

x 6.4m platform offers over

100 square metres of clear

deck space and a significant

payload of nearly 10 tonnes.

This size comfortably

accommodates a full dive

control container, welfare,

storage, and all ancillary

equipment for longerterm

dive projects.


Safety and

Operational Efficiency

• Integrated Propulsion: The

option to add high-thrust

outboard pods turns the

ScaffFloat into a self-propelled

vessel, offering independence

for positioning and

movements around the site

without needing external tugs.

• Diver Access: Safety is

paramount. We fit a dedicated

water-level access shelf,

designed for easy entry/exit

and the crucial recovery of an

unconscious diver.

• Lifting: We can provide a deck

crane for HIAB or moonpool

with overhead gantry.

• Certification: All our dive

pontoons come with a stability

assessment as standard

that meets relevant IMO

standards, providing essential

compliance and security.

• Survey Equipment: If diving

works need sonar or survey

sensors placed in the water,

we can install a hinged

survey pole and if needed

fabricate adaptor plates

to attach the equipment to

the scaffold tube.

If you are looking for a stable

platform to perform diving

operations in categorised waters

then ScaffFloat can provide a

very cost-effective solution.

For more information:

Tel: +44 (0) 1326 702 260

Email: sales@scafffloat.co.uk

Visit: www.scafffloat.co.uk


Sheerness

Linkspan

Pile Removal

Scott Waddell, Commercial

Diver/Supervisor at Sea-Lift Diving Ltd

describes the call out for a

multi-million-pound project

Sea-Lift Diving Ltd were

called out to assist

Ravestein B.V. to remove a

cluster of 10no. piles, adjacent

to the new linkspan installation

during their major project at

Sheerness. The call came after

the 400t Skylift Barge was

unable to lift the piles with the

hydraulic vibrating extraction

tool as the machinery was

fracturing the top of the piles

due to sheer force of the lift.

Carrying the works out over four

days of a bank holiday weekend,

divers worked around the tidal

windows to cut out piles to bed

level using U/W Broco Equipment

and bespoke cutting guides

which were placed by divers

below water for clean cuts. It

was evident that some of the

piles were filled with concrete

due to the casting of the

dolphins in-situ on the previous

structure, which filled the internal

sections of the piles.

With a little persistence to

work swiftly around the fast flow

tidal conditions at Sheerness,

all piles were cut out safely

and the project was able to be

completed by Ravestein B.V.

ahead of schedule.


Temporomandibular

Joint Dysfunction

(TMJD) in diving

Gavin Anthony,

Consultant, Life-Support

and Diving, explains

that, while TMJD is not

exclusive to divers, the

equipment used, if not

well matched to the

diver and equipment,

can generate

the stresses that

result in the condition

The design of the human

jaw and associated

musculature has not

developed or adapted to hold

on to an object, such as a

demand regulator mouthpiece,

for extended periods. Similarly,

it is also not intended to be

under constant stress or

distorted, as can occur when

wearing a full-face mask,

bandmask or tight-fitting

helmet. The consequence of

this is that the masticatory

muscles used for chewing

and the temporomandibular

joint (TMJ), which connects

the jaw to the main part

of the skull, are subject

to unusual stresses and

positioning. The TMJ is

positioned just to the front

of the ear and you can feel it

moving by placing a finger

just forward of your ear and

moving your jaw either up and

down or left and right. The pain

in the masticatory muscles

and TMJ disorders are known

as temporomandibular joint

dysfunction (TMJD), there are

many signs and symptoms

other than simple pain

associated with TMJD.

SIGNS AND SYMPTOMS

OF TMJD

The following signs and

symptoms to look out for

• Pain in the TMJ and ears;

• Clicking, popping or grinding

noises in the TMJ;

• Difficulty opening

and closing mouth;

• Discomfort when chewing;

• Headache (particularly

around temples);

• Facial pain;

• Blocked Eustachian tube

(Difficulty clearing the ears);

• Nausea;

• Dizzy spells.

TMJD is not specifically

associated with diving and

is common in the general

population with in the order of

30 percent of the population

experiencing symptoms.

However, scientific studies have

shown that the prevalence of

TMJD is likely to be exacerbated

by diving and the stresses

associated with using a


mouthpiece or full-face mask for

extended periods. Studies have

also shown that females are

more likely to develop symptoms,

probably due to the smaller size

of the mouth and that symptoms

of TMJD are also more likely to

occur with cold water diving.

Full-face masks and helmets

can cause TMJD by forcing

the lower jaw into unusual and

uncomfortable positions.

It is unfortunate with diving

that many of the physiological

and medical disorders that we

can experience have similar

symptoms to each other. It is

clear that with symptoms of

headache, pain, nausea, dizzy

spells and inability to clear ears

that TMJD is another contributor

to the challenges of diving.

Normally symptoms of TMJD will

resolve spontaneously without

intervention and it is advised

that you rest the jaw (wouldn’t

that be nice in some instances)

and avoid having to chew

unnecessarily or clenching your

teeth. However, as always, if

symptoms persist you should

seek medical advice.

WHAT CAN BE DONE TO

REDUCE THE RISKS?

Other than trying to be as

relaxed as possible underwater,

the obvious immediate action is

to ensure that the mouthpiece,

face-mask or helmet being used

is comfortable, fits the head and

doesn’t distort the normal jaw

position. Manufacturers tend to

make generic sized equipment,

but one size doesn’t necessarily

fit all. Sometimes there are

a range of sizes available,

particularly with head liners, try a

range to find what is best for you.

Supply hose configuration

may also create stresses if they

are too long, short or stiff. There

may be a range of equipment

configurations that have

different supply hose lengths,

the hose length you use for your

equipment configuration, should

be such that a mouthpiece can

go straight into the mouth or a

mask/ helmet can go straight

onto your face and isn’t pulled

or pushed to one side or up or

down. Ensure that any swivel on a

supply hose is moving freely.

Although TMJD in diving has

Temporomandibular Joint Dysfunction

(TMD) refers to problems affecting the jaw

joint (TMJ) and surrounding muscles, often

involving a misplaced articular disc or

muscle strain. This leads to symptoms like

jaw pain, clicking/popping sounds, and

limited movement.

OpenStax College, CC BY 3.0, via Wikimedia Commons

been studied for many years

it is not generally well known

by divers and does not seem

to be routinely taught as a

diving disorder. Being aware

of TMJD, the potential causes

and the methods of reducing

the likelihood of experiencing

this uncomfortable and painful

disorder, will help.

Advice can be obtained from:

www.nhs.uk/conditions/

temporomandibulardisorder-tmd/

Anyone experiencing unusual

symptoms during or post

diving should seek medical

advice — the National Diving

Accident Helpline for England

and Wales 07831 151523, for

Scotland 0345 408 6008.

“… the hose length you use for your equipment configuration,

should be such that a mouthpiece can go straight into the

mouth or a mask/ helmet can go straight onto your face and

isn’t pulled or pushed to one side or up or down.”


The latest

Supervisor

Manual

The 3rd Edition – Issue 1

(June 2024) is available

to order now

THE ADC

SUPERVISORS’ MANUAL COVERS:

General Health & Safety

• The Health & Safety at Work Act 1974 /

Risk assessments / Personnel Protective

Equipment (PPE);

• Lifting operations and regulations;

• Various work methods including the

use of wires, ropes, winches, hand tools, power

tools, HP Water jets, lifting bags, welding and

explosives, as well as

working with ROV’s.

Management

• Documentation – safety management system

/ certification and maintenance, logbooks and

incident reporting;

• Duties and responsibilities – Dive Contractor,

Dive Team and Dive Supervisor.

Dive Planning and Emergencies

• Dive planning –

What does it need to include;

• Risk assessments;

• Environmental conditions;

• Emergency action planning - managing

an emergency / decompression procedures /

loss of comms /

loss of gas / Diver Recovery.

The industry leading ADC Supervisors Manual,

which has been in existence since 2000, has been

updated over the years to take into consideration

changes to industry, legislation and guidance. It

is a useful manual that contains key information

for anyone working in the Commercial Diving

Industry, especially Inland/Inshore in the

UK and Ireland.

SCAN OR FOLLOW LINK TO ORDER

www.adc-uk.info/product/

the-inshore-divingsupervisors-manual/

Operational

• Team size;

• Communication;

• Exposure limits / Diving equipment /

Procedures during diving / Control panels /

Dive locations / Restricted spaces;

• Chamber operation;

• Plant and equipment selections;

• Lift planning;

• Differential pressure hazards;

• Noise at work.

Diving Physics and Calculations

Diving Medicine and First Aid

Gas handling and awareness

Gas storage;

Air and gas purity;

Cylinder identification.


ADC Members

ASSOCIATE MEMBERS

Alpha Marine Services Ltd (AMS Ltd)

Arch Henderson LLP

BAE Systems Surface Ships Ltd

Bauer Kompressoren UK Ltd

BIM - Bord Iascaigh Mhara

C-Tecnics Ltd

Canal & River Trust

CDAS - Commercial & Defence

Auditing Solutions Ltd

Chambers Oceanics Ltd

Commercial Diver Training Ltd

Commercial Rib Charter

DChampion Consultants Ltd

DDRC Healthcare

Depthwise Group

Dive Safe Services Ltd

Dive Systems Technical Services Ltd

EC Hopkins Ltd

Environment Agency

Fairlocks Pool Products

Health & Safety Authority

Helix Robotics Solutions

Herbosch-Kiere UK Ltd

Hytech-Pommec

Interdive Services Ltd

iSubC Diving Equipment Ltd

JFD Ltd & National Hyperbaric Centre

JW Automarine

KB Associates Europe Ltd

Leander Consultancy Ltd

Namaka Subsea Ltd

Northern Diver (International) Ltd

Northern Rib Hire

O’Three Ltd

Prodive Consultancy Ltd

Professional Diving Academy

QinetiQ

RNLI

RWE Renewables UK Ltd

ScaffFloat Ltd

Submarine

Manufacturing & Products Ltd

Submertec

Sure Support Ltd was CUE

Tetra Tech Consulting Ltd

The Superintendent of Diving

The Underwriting Exchange

Tritex NDT Ltd

Triton Grey Ltd

TWI Technology Centre North East

Unique Seaflex Ltd (UK)

United Utilities

University of Plymouth

CORRESPONDING

Aquatec Marine Services Ltd

Blue Core Marine Works

Brasal Marine Services CY

Deep-Marine Ltd

Dive Marine Services (Gibraltar) Ltd

DKG Diving Services LLC

Gulf Marine Contracting FZE

Hull Diving Services

Inter Dive Diving Services PVT Ltd

Inter Dive Marine Services LLC

Kirby Morgan Dive Systems Inc

Oceanmak Diving Services LLC

ORC Marine Ltd (ex Resolve Marine)

SCAMP Contractors Ltd

Semesco Co Ltd

SMARTDIVES LLC

SUBSERVICES SL

Synergy Sub Sea Engineering LLC

FULL MEMBER

ABCO Divers Ltd

Aberdeen Marine Ltd

Aegean Diving Services Ltd

Andark Ltd

Apex Diving & Marine

Associated Diving Services Ltd

Babcock Marine

Bridgeway Consulting Ltd

Briggs Marine Contractors Ltd

Caldive Ltd

Clyde Commercial Diving Ltd

Commercial and Specialised Diving Ltd

Commercial Diving and Maritime Ltd

Constructex Ltd

Cromarty Firth Marine Services

Dagger Diving

DCN Diving UK

Dive and Marine Contractors Ltd

DiveCo Marine Ltd

Divers UK (International) Ltd

DiveTech UK

Diveworks International Ltd

DSMC

Edwards Diving Services Ltd

Falmouth Divers Ltd

Gareloch Support Services (Plant) Ltd

Geomarine Jersey Ltd

Grampian Diving Services

GreenC Marine

Hulltec Ltd

Inspire Structures Ltd

Irish Sea Contractors Ltd

Isle of Man Government

Kaymac Marine & Civil Engineering Ltd

KBS Maritime Ltd

Kew Diving

Leask Marine Ltd

Lochs Diving Services Ltd

M.M.P Marine & Inspection Ltd

Malakoff Ltd

Marine and Civil Diving

Services Ltd (GPS MACS)

MCS Subsea Ltd

Millennium Marine Contractors Ltd

MMC Diving Services

MSDS Marine Ltd

Norfolk Marine & General Ltd

North West Marine Ltd / Jiffmar

Northern Divers (Eng) Ltd

Ocean Kinetics Ltd

OEG Subsea Ltd

Port of London Authority

Quay Diving Services

Quest Underwater Services Ltd

Reach Engineering & Diving Services Ltd

Red7 Inshore Diving Ltd

RockSalt Subsea Ltd

RS Divers Ltd

Salvage & Marine Operations IPT

Salvesen (UK) Ltd

Sea-Lift Diving Ltd

Sealane Inshore Ltd

Seatec UK Ltd (UMC)

Seatech Commercial Diving Services Ltd

Seawide Services Ltd

Seawork Marine Services Ltd

Sellafield Ltd

Serco Ltd

Shearwater Marine Services Ltd

Specialised Diving Services

Sub Aqua Diving Services Ltd

Subsea Marine Ltd

Teignmouth Maritime Services Ltd

The SMS Group Ltd

Underwater Construction

Corporation UK Ltd

Underwater Diving Services Ltd

UXO Groundworks

Valkyrie Diving Services

Wessex Archaeology

Wetworx Marine Services Ltd

Xeiad Ltd

NEW MEMBERS

Blue Core Marine Works (Corresponding)

Depthwise Group (Associate)

ScaffFloat Ltd (Associate)

Please welcome the following recent

new members to the Association.

CDAS - Commercial & Defence

Auditing Solutions Ltd (Associate)

EC Hopkins Ltd (Associate)

Members contact details new and old can be found on the ADC website: www.adc-uk.info/find-a-member/


ADC Publications

ADC INLAND/INSHORE

DIVERS LOG BOOK

ADC Inland/Inshore Divers Log

Book with record of Supervisor

Activity. 177 pages with the

option to log 5 daily dives per

page. 18 pages to log record of

supervisor activity

Member Price: £25.00

Non-Member price: £30.00

ADC INLAND/INSHORE

DIVING SUPERVISORS

LOG BOOK

ADC Inland/Inshore Diving

Supervisors Log Book.

199 pages with the option

to log 3 daily dives per page.

Member Price: £25.00

Non-Member price: £30.00

THE INSHORE DIVING

SUPERVISORS MANUAL

A5 size ADC Diving

Supervisors Manual.

Third Edition – Issue 1

Member Price £30.00

Non-Member Price: £45.00

VAT not applicable

MF 001 — MODEL SAFETY

MANAGEMENT SYSTEM

ADC-MSMS-001 Issue 1 Model Safety

Management System



VAT not applicable

MF 002 — MODEL

FORMAT FOR THE

ASSURANCE OF DIVING

PLANT AND EQUIPMENT

ADC-MF002 Issue 1. Model Format

for the Assurance of Diving Plant

and Equipment applicable to

Diving Contractors Working Inland/

Inshore in the UK and Ireland.



VAT not applicable

MF 003 — MODEL

FORMAT FOR THE

CREATION OF A CHAMBER

OPERATORS HANDBOOK

ADC-MF003 Issue 1. Model Format

for the creation of a Chamber

Operators Handbook



VAT not applicable

COP:001 — CONDUCTING

DIVING OPERATIONS

IN CONNECTION

WITH RENEWABLE

ENERGY PROJECTS.

ADC – CoP:001 Issue 2. Code of

Practice for ‘Conducting Diving

Operations in Connection with

Renewable Energy Projects’.



VAT not applicable

To order, visit: www.adc-uk.info/shop

All pricing ex VAT. Price includes postage to a UK location.

Specialists in underwater tools

and equipment

EC Hopkins have a wealth of knowledge in

underwater tools, spares and accessories.

We can advise on the best underwater tools for

specific jobs as our experience is second to none.

Email: enquiries@echopkins.com

Web: www.echopkins.com

TEL: +44(0)121 506 6095

Professional Diver, Winter 2025, Issue 08

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