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Plant & Equipment Professional ISSN: 2041-1154 (Online) £2.50
In Action
& Awards
sections
a-Plant
launches
revolutionary
vehicle fall
protection
Putting
the
PeoPle
into Plant
April 2011
hirer exPectations
at WHC Hire Services
A call for a single
standard for
operator training
Focus on behavioural safety
New updated Cat Product Link ● New Speedy Assist supports SMEs ● Volvo CE is first accredited UK supplier for skills training

2
April 2011

Editorial
The ailments of a beleaguered industry are finally
manifesting themselves once more as the UK continues
in its struggle to recover from the recession, unlike our
friends in continental Europe who seem to be dusting
themselves down ready for a return to business as
normal. Amongst the debris of bankrupt firms, high
unemployment and political posturing to soften the
blow of further public and private sector redundancies,
and a threat of a second dip, more sinister ailments
lurk beneath the verbiage of recovery rhetoric.
How can it be that a sector which once boasted the best
training, health and safety and inward investment has
now resorted to cut throat, lowest price wins? Throughout
the supply chain (whether that be manufacturing,
plant hire, quarrying, construction or civil engineering)
companies are suffering at the hands of clients who
demand ‘low cost’ and give complete disregard to the
fact that lowest cost almost always results in poor
quality and often a higher final bill! After 30 years of
inward investment, training, partnering arrangements
and service quality have been decimated to levels
that have not been seen since the great recession!
Industry resilience is however strong and professionals
will turn that corner ready for the upsurge but what will
face them when they turn it? High accident rates due to
reduced capacity, poor quality, low inward investment, low
national performance? Who knows exactly but this rodeo
has been ridden before and these ailments must resonate
with those amongst us who have seen it all before.
So if you could predict the future, what would it
be? Perhaps: recovery - industry boom - a rise in
fatalities - increasing inefficiencies - a growth in
the public sector to control the ailments recorded
and then to top it all off, another government
report(!) to tell us what we already know!
This may be cynical or it may be a blunt observation
based on previous experience, but it would be interesting
to open this issue of PEP in five years from now and
see exactly how the future has unfolded. Let us hope
that failures of the past are not pursued in the future.
Editorial Team
Philippa Spittle, Karen Jones
Published and Distributed by
On-track Multimedia
On Track Multimedia,
Email: enquiries@operc.com (general)
pep@operc.com (newsletter)
Copyright © 2011 On-track Multimedia
While every effort is made to ensure the accuracy of
information published in Plant and Equipment Professional,
the Editors cannot accept any responsibility for inaccuracies
or omissions. The views expressed in articles are of the
author(s) and do not necessarily reflect those of the Editors.
NEWS
A-Plant launches revolutionary vehicle fall protection system 4
Volvo CE is first UK supplier to be accredited for skills training 5
Total fleet management through more powerful Cat Product Link 6
Drivers keep their feet firmly on the ground at Lafarge Cement 7
Youngman invests in new state of the art technology 8
Tarmac secures Carbon Trust Standard 8
New Bomag landfill compactor keeps Barry at work 9
2011 fleet replacement programme kicks off at Balfour Beatty 10
Leading the way in safety at Costain 11
£750 million contract powers up Morrison Utility Services 11
H.E. Services choose Komatsu again for £20m fleet renewal 12
New Speedy Assist supports SMEs 12
Leach Lewis Heavy wins new Doosan dealership 13
Block Stem - The new low-cost security system 13
New MBI selector grapples from Inmalo 14
Darby Groundworks expands its Doosan fleet 14
PEMIC 2010 raises money for charities 35
SPECIAL REPORTS
CONTENTS
A focus on behavioural safety 16
A call for a single standard for operator training 20
Hirer expectations at WHC Hire Services 22
The challenges facing construction and plant supply chains... 26
OPERC extends a fond farewell to Mr Barry Robinson MBE 30
IN ACTION
Hewden assists Exercise Watermark 32
Remote controlled Bobcat loaders to aid Japan 32
Big role for small fleet of JCB machines in earthquake-hit Haiti 33
Kubota tractor gets its skates on 34
Royal wedding fever for Hewden 34
AWARDS
Volvo wins prestigious red dot design award 36
HSS wins RoSPA gold achievement award 36
HEWDEN achieves INEOS safety award 37
Speedy given Royal stamp of approval 37
EVENTS
Lord Digby Jones will address PEMIC 2011 38
UK Vibration Conference 39
PEOPLE
New CEO at Volvo CE 40
New Director at Groeneveld 40
Morgan Sindall appoints London MD 40
COMPETITION
CLASSIfIEDS 41
NEWS MEGABYTES
LETTERS TO THE EDITOR 43
April 2011
3
39
42

NEWS
a-Plant
launches
revolutionary
vehicle fall
protection
system
A-Plant has introduced a new transport
initiative – a unique vehicle fall protection
system – which is already taking the
industry by storm. Through this initiative,
the company continues to provide its
customers with innovation and added
value even in times of economic
downturn and fierce competition.
Based on an idea originating from one
of A-Plant’s own long standing HGV
Drivers from Whitehaven, Cumbria, the
initiative, which centres around transport,
fall protection and worker safety, first
necessitated the creation of an initial
prototype to test the idea and understand
its value to both the organisation and the
industry.
To achieve this, A-Plant’s Transport
and Environmental, Health and Safety
Departments worked extensively
together to re-design and produce a
fully legislative and compliant vehicle
fall protection system. A huge research
and development study was carried out,
undertaking studies into UK transport
legislation and developing trial vehicles,
to ensure that the unique and industry
leading system was safe and within the
limits of the law.
The design of A-Plant’s new vehicle
fall protection system actually makes a
walkway down each side of the vehicle,
allowing the driver to safely enter or exit
an item of plant when loading/unloading,
especially beneficial where the item is
the same width as the vehicle.
The system is simple to deploy; in basic
terms, the tension is removed from the
straps, the chains disconnected, side
under-run guards lifted, supports pulled
out, additional walkways slotted in, posts
4
April 2011
re-positioned and the tension re-applied
to the straps. In total it only takes five
minutes to deploy each side, creating a
safer, more accessible and sturdy area
for the worker.
Shaun Winstanley, Director of A-Plant’s
Transport Services said: “This new
system has already taken the industry by
storm. With vehicles on trial across the
country, the benefits of the system are
already starting to show. Workers have
an increased confidence when loading
and unloading items of plant and feel
safe when using the system. It is our
mission to constantly evolve and improve
our products and services and this is no
exception.”

Volvo ce is first uK supplier to be
accredited for skills training
Volvo Construction
Equipment Division, Volvo
Group UK Ltd has been
awarded full accreditation as
a skills training provider by
The National Skills Academy
for its Paver Applications
training course.
As part of a European initiative by
Volvo CE to launch a Road Institute
training programme focussing on
providing contractors and industry
bodies with quality training for their
paving personnel, the Volvo dealership
in the UK has gone one step further
and achieved accreditation with The
National Skills Academy for Materials,
Production and Supply.
The training courses have been
designed to improve the knowledge and
understanding of paving techniques
by means of classroom based theory
and practical, hands on experience
operating Volvo road equipment. The
two and a half day course takes place
at Volvo’s purpose built customer
support centre at Immingham and can
be tailored to suit individual contractors’
needs and directed to all levels of
existing knowledge from novices to
experienced road crews, management
and technical personnel.
Volvo CE has held six such courses
since the start of the year with
extremely positive feedback coming
from both course students and the
companies sponsoring them – such as
Lafarge, Eurovia and Balfour Beatty to
name a few.
Graham Crawshaw, from the MPQC
(Mineral Products Qualification Council)
and training auditor for Proskills is
delighted how the structure of Volvo’s
training package has taken shape. “I’m
very happy with the course structure,
the balance of the theory and practical
elements of the course and the way
the information is being given,” he said.
Construction Equipment Division is now
one of thirty training organisations that
has achieved our high standard and
the first industry supplier to achieve
accreditation which demonstrates that
Volvo CE is leading the way.”
Training courses are held based
on demand with delegates charged
a modest fee for the course and
certificate registration. For more
information on forthcoming courses
contact either Jill Groom on
01223 2519252 or Michael Lloyd
on 07900 678492.
April 2011
NEWS
Chief Instructor Peter Fleming (left) gives practical hands on training to the latest batch of
course delegates
“There is a good deal of information and
knowledge that needs to be imparted
to ensure everything is covered and in
particular, all aspects relating to safety,
and Volvo’s instructors are doing this
very well.”
Presenting Volvo Construction
Equipment with its accreditation award
at Immingham on the sixteenth March
2011, Proskills Network Development
Manager Richard Bloxam said;
“Accreditation marks out those training
providers that offer specialist and high
quality training to our sector. Volvo
Richard Bloxam from Proskills (centre) presents
David Munns, Director for Road Equipment, Volvo Construction Equipment Division
with the accreditation award, with Chief Instructor Peter Fleming
5

NEWS
Total fleet management
through more powerful
cat ® Product link
The Cat ®
Product Link
package has been
completely updated,
using robust hardware
and making the most of
improved communication
system coverage to provide
more data and to report it
in an easy to use format.
With the right information
displayed in ways that
are simple to access,
Cat Product Link enables
equipment managers
to make decisions that
enhance productivity
and reduce owning
and operating costs.
Web interface showing asset utilization
6
April 2011
Product link hardware
asset tracking
Through the use of either satellite
or cellular networks, managers can
monitor exact equipment locations
and key machine parameters.
The VisionLink web-based user
interface lets the manager focus
on specific equipment through
maps and customizable views. The
user can easily locate and zoom
in on a single machine, tracking
the asset over a specified time
period. Through monitoring of
idle and working time, managers
can reallocate equipment to
improve utilization, maximizing
their return on investment.
“everyone’s talking about it!”
Proactive maintenance
The service team can monitor
performance and see what maintenance
has been carried out on each piece of
equipment. A click-through feature allows
the user to contact the Cat dealer on-line
for parts or other services when required.
VisionLink automatically generates “to
do” checklists for common preventive
maintenance procedures. Built-in parts
lists for regular procedures speed up
service department ordering, while
the click-through facility automatically
places the order with the local Cat
dealer. Also, customers with service
agreements can allow the dealer to
monitor some or all of their equipment,
which enables the dealer to provide
proactive responses to problems
and to ensure that all preventive
maintenance takes place on time.
Mixed fleet monitoring
For managers of fleets with more than
just Cat equipment, the new Cat system
enables them to monitor all of their
machines, regardless of make or model,
in one secure web-based application.
A Caterpillar and Trimble joint venture
company, VirtualSite Solutions,
developed VisionLink to efficiently
manage mixed equipment fleets.
security alerts
The system also allows managers to
set up site boundaries and security
alerts to prevent unauthorized use or
movement of equipment. By defining
geofence working areas, the customer
can set alerts for each machine
on site. This provides a warning if
a machine is being used without
authorization or is being moved out
of the permitted area. Alerts can be
sent directly to the people who need
to see them, through e-mail and text
messages, ensuring that action is taken
immediately to keep the asset secure.
By providing up-to-the-minute location
and operating data direct to the
manager’s computer, Cat Product
Link provides an essential link
between the site and the office. For
more information about Product Link,
contact your local Cat dealer or visit:
http://www.finning.co.uk/equipment_
management/technology/vision_link

Lafarge Cement has developed a
ground-breaking technology for its
road haulage fleet that improves the
safety of its drivers and reduces the
environmental impact of transporting
materials.
Lafarge Cement is the first UK cement
company to develop and incorporate
safer ground level coupling technology
across its entire fleet of 130 articulated
vehicles.
The new technology allows drivers to
couple up air and electrical lines from
ground level. Previously, as with most
haulier fleets, it was a common sight
to see drivers climbing onto vehicle
platforms to couple up trailers, a clear
health and safety risk, but now drivers
can easily complete this operation with
their feet firmly on the ground.
Health and safety is a key priority at
Drivers keep their feet
firmly on the ground at
lafarge cement
Lafarge Cement and the company
continues to look for ways to improve
the well-being of its employees.
Andrew Brodley, Transport Manager
at Lafarge Cement explained: “Across
Lafarge Cement’s UK operations
it was calculated that during the
coupling of semi-trailers there were
approximately 900 ‘falling from height’
near misses each year. By designing
our new trailer technology, drivers
are not required to work at height,
therefore we eliminated the falling
from height risk for our employees.”
As with most good safety initiatives,
ground level coupling technology
produced additional benefits. For
example there is no requirement for
vehicle body access equipment -
this reduces the overall tare weight
of the vehicle, allowing the lorry to
carry more in a single load. A higher
payload means fewer deliveries
Special reports, Latest news, Worldwide distribution & Expert opinions
April 2011
NEWS
Lafarge Cement’s new coupling technology reduces accident risk and CO 2 emissions
are required, lowering the amount of
CO 2 produced in transporting Lafarge
Cement’s products across the delivery
network.
Andrew Brodley said: “Lafarge’s design
in ground level working technology has
set a new industry safety standard by
removing the need for drivers to work at
height on vehicles and I am encouraged
to see other major companies adopting
this good practice.
“Lafarge Cement has made
considerable investment in improving
the environmental performance of
its supply chain and this is another
example of Lafarge Cement’s
commitment to improve sustainability
across its business.”
The new technology was incorporated
across Lafarge Cement’s full fleet of 130
vehicles by the end of January 2011.
7

NEWS
Youngman invests in new
state of the art technology
Youngman Group, a leading supplier
of innovative work at height solutions,
has recently invested £2.5m in stateof-the-art,
automated manufacturing
technology at its plant in Maldon,
Essex.
Rising costs and growing competition
from Eastern Europe and China have
forced a rethink of the company’s
largely manual manufacturing methods.
This has resulted in the major
investment which has been made in
order to provide Youngman with a
viable manufacturing facility in the UK,
rather than outsource highly labour
intensive processes overseas.
Youngman’s production engineers
identified laser cutting and robotic
welding as the optimum areas
for improvement and approached
ABB, a global leader in power and
automation technologies, with the task
8
April 2011
of undertaking the turnkey project.
The new equipment, which includes
two fully-automated welding cells
complete with ABB’s IRB 1600 robots,
will enable Youngman to compete
rigorously against imports from
lower cost economies, whilst aiding
flexible production and reducing
stockholding.
Commenting on the investment,
Youngman Group’s managing director
Paul Bentley said: “We recognised
that we needed to plan for the future
as it was clear that costs were
continuing to rise and the company
was facing cheaper competition
from both European and Chinese
manufacturers. We are confident that
this initial investment will help secure
the future of both the company and its
employees, with the added benefit of
enabling the business to compete on
a global basis.”
Tarmac secures...
Tarmac has been awarded the Carbon Trust
Standard after taking action on climate change
by measuring, managing and reducing its
carbon emissions by nearly 15 per cent.
The Carbon Trust Standard is the UK’s
leading independent certification for real
carbon reduction and is based on a rigorous,
independent assessment. It provides
independent verification of the success of
Tarmac’s comprehensive carbon management
programmes and the company’s commitment
to lowering its carbon footprint across all of its
UK operations.
Tarmac has delivered the 15 per cent reduction
across all of its UK operations, including 537
UK quarries, asphalt plants, concrete plants,
lime and cement operations. As part of this, the
company has also cut CO 2 per tonne of cement
by 41 per cent over the last 10 years.
Dr Martyn Kenny, Tarmac’s Director of
Sustainability said: “Securing this independent
award recognises our long-term commitment to
reducing our environmental impact and carbon
across all of our operations.
“We run a number of carbon management
programme, which includes energy roadmaps
and energy saving targets, employee training
and awards. We’re also put in place a wide
range of initiatives, from investing £13.4 million
in a new, more energy efficient lime kiln at
Tunstead which has cut CO 2 emissions by
40% per tonne of lime produced; new SMART
metering technology that we’ve rolled out to
each UK site, which provides us with live data
to monitor and identify energy savings; and an
extensive waste-derived fuels programme at
our cement kiln. Our combined programmes
have contributed to us delivering tangible
carbon savings. We recognise that we need to
continue to develop this important work, and
the Carbon Trust Standard provides a very
effective tool to help benchmark this progress.”

new Bomag landfill compactor keeps Barry at work
Veolia Environmental
Services operate the 10
hectare Sandy Lane landfill
site near Bromsgrove
in the West Midlands.
Environmental management
and safety are absolute
priorities and the site has
won many safety awards
over the years, something
that Site Manager Rob
Pooler is justifiably proud of.
A new Bomag Bc 972 rB-2
landfill compactor was delivered
to the site in December 2010 replacing
an older competitive machine. Although
machine operator Barry Grimmett
was due to retire at the end of last
year, he has stayed on to drive the
new Bomag after he sampled a
Bomag in November! The pushing
performance, stability, and comfort
are ‘streets ahead’ of the previous
machine according to Barry.
Powered by a 400kW 8 cylinder
water cooled Deutz engine and
with each wheel having hydrostatic
drive the Bomag 972 RB-2 is a safe,
reliable, and robust purpose built
landfill compactor with an articulated
and oscillating chassis. Operator
safety and comfort is well catered for
with a ROPS cab, air conditioning,
a suspension seat, and four
independent high performance brakes.
Separate parking and emergency
braking systems automatically override
the transmission function.
The Sandy Lane site is currently
handling over 2,000 tonnes of mixed
waste a week and as this has to be
spread, compacted, and covered with
inert material the demands on the
landfill compactor are high. Waste
is delivered by road vehicles and
tipped in the cell 20 tonnes at a time
April 2011
NEWS
and, according to Barry, the Bomag
has the power and traction to ‘doze’
and spread a full load in one pass.
The 4.5 metre wide blade has a
robust box-type construction to cope
with high loads. The torsion resistant
design ensures quick and efficient
distribution of all kinds of waste. The
refuse screen, which forms part of
the blade construction, is designed to
protect the operator and machine from
damage from stray waste material.
Repetitive forward and reverse
movements of the 46.5 tonne machine
compact the waste in the cell to
maximize the capacity of the site, with
typically 6-8 passes being sufficient.
The high ground pressure Bomag
polygonal wheels are offset front
and rear for optimum coverage and
uniformity of compaction. A compaction
width of 6 metres is achieved after
only 2 passes by offsetting the
second pass by one wheel width.
9

NEWS
10
April 2011
NEWS
2011 fleet replacement programme kicks
off at Balfour Beatty utility solutions
Balfour Beatty Utility Solutions has begun
its 2011 fleet replacement programme
with the purchase of a second wave of
Mercedes Sprinter vans.
The company switched to the Mercedes
van at the beginning of 2010 because of
its superior safety standards compared
to other models. Last year, the business
bought around 400 Sprinters, whilst 2011
has seen that number rise to nearly 700
with the purchase of a further 274 vans.
The Sprinter already boasts impressive
safety features, including adaptive brakes
and brake lighting, multiple crumple
zones and driver and passenger airbags,
but Balfour Beatty Utility Solutions has
taken safety further with this year’s
batch of vehicles by specifying a number
of additional features. These include
parking sensors, daytime running lights
and edge protection. The company has
also taken delivery of a number of “ECO
Start” models on a trial basis as part of
its continued efforts to reduce the fleet’s
carbon footprint.
The purchase of the Mercedes vans is
part of the wider 2011 fleet replacement
programme. This is seeing the company
purchase over 600 new vehicles,
including everything from the smaller
Astravan and Toyota 4x4s to 7.5t DAF
Tipper trucks and 18t MAN crane lorries.
This year’s purchases mean that in the
12 month period up to June 2011, the
company will have received around 1100
new commercial vehicles, making around
three-quarters of the Balfour Beatty Utility
One of Balfour Beatty Utility Solution’s new DAF Tipper trucks
“everyone’s talking about it!”
Solutions fleet less than 15 months old.
Adrian Wanford, Fleet Operations
Manager at Balfour Beatty Utility
Solutions said:
“With our 2011 fleet replacement
programme well underway, we are
ensuring the business continues to have
a safe, fuel efficient fleet to help meet
all workload requirements. However,
we believe our responsibility does
not end once the new vehicles have
been delivered. It is essential that our
employees are educated in vehicle safety
and safe loading practices. The fleet team
here at Balfour Beatty Utility Solutions
works actively to provide this training,
including the regular deployment of new
portable dynamic weighbridges.”

leading the way in safety at costain
Mr Peter Fisher, Costain Group SHE Director
Morrison Utility Services, the leading utility
services provider in the UK, has won a
groundworks management contract from
UK Power Networks worth up to £750
million over a potential period of 15 years.
The new contract will include fault
response, network enhancement and
connections services for the electrical
Costain is rolling out a series of
Safety, Health and Environment (SHE)
seminars for top management. Sector
directors and senior managers will
attend the seminars with around ten
planned for this year, the first of which
has just taken place,
In moving safety up the agenda this
year there is a particular focus on
leadership within the Group “and the
best way to demonstrate leadership is
for people to be seen as role models
and leading the way”, explained Group
SHE Director, Peter Fisher.
Peter, and external SHE consultant
Lawrence Webb, outlined the SHE
responsibilities of senior management
using Institute of Directors’ guidelines
as their benchmark.
“There is a legal requirement [for senior
managers] to understand their Health and
Safety responsibilities, but this course
goes further than this. Legal compliance
is a minimum,” explained Peter. “We go
into the other areas we would expect the
leaders of an industry-leading company
like Costain to promote.”
“Watching out for SHE-related topics will
be a key part of senior managers’ roles
when they make site visits. They’ll look to
see that the sites have the right resources
for SHE and if they are delivering things
that the business would expect.
“Our accident rate dropped again slightly
last year but we’re quite keen to move
it forward further and, to achieve that,
senior managers will have to be out in
front, driving the process.”
£750 million contract
powers up Morrison
utility services
distribution network in the
East of England and will
prioritise innovative ways of
working using technology
which improves the planning
and scheduling of projects.
Morrison Utility Services has
also successfully retained its
contract for refurbishing and
building grid and primary
substations for UK Power
Networks. This programme
of work is valued at £100
million over five years.
Basil Scarsella, Chief
Executive Officer for UK
Power Networks, commented: ‘We
are looking forward to continuing
our longstanding and successful
relationship with Morrison Utility
Services. The company plays an
important role in helping us maintain
a safe and reliable power supply for
more than three million customers
across the East of England. “
Special reports, Latest news, Worldwide distribution & Expert opinions
Charles Morrison, Chief Executive,
Morrison Utility Services, said: “In the
current economy a growing order book
provides us with real opportunities to
invest in the future of the business. It
is essential that we continue to develop
our people and our systems to ensure
we can be innovative and respond
positively to our clients’ needs driving
year on year efficiencies.
“I am delighted to continue our
successful relationship with UK
Power Networks with these two
significant, long-term contract awards
for Extra High Voltage services and
Groundworks Management. They
demonstrate our competitiveness and
recognise our reputation for safety and
service delivery. We look forward to
supporting UK Power Networks’ new
owners and senior management team
in helping them meet future challenges
and we will be working closely with
them through a significant step-change
in the delivery of performance across
the company’s investment programme.”
April 2011
NEWS
11

NEWS
h.e. services choose
Komatsu again for
£20m fleet renewal
Marubeni-Komatsu Ltd and
H.E. Services (Plant Hire)
Ltd, the largest specialist
excavator hire company in
the UK, have agreed a new
£20m deal for the supply
of over 300 new Komatsu
crawler excavators during
2011.
This new package of
machines, ranging from 2.5t
to 45.0t operating weights,
includes the PC26MR-3,
PC55MR-3, PC80MR-3,
PC130-8, PC210LC-8,
PC350LC-8 and PC450LC-8
and a number of excavators
will be supplied in super long
front specification, providing
maximum digging reaches of
up to 22 metres.
All machines are fitted with
Komtrax, the Komatsu
satellite machine monitoring
system.
Peter Durey (Managing
Director at H.E. Services)
12
April 2011
said, “Komtrax is a powerful
tool and we use it daily to
help us manage and monitor
our Komatsu fleet. The
functionality in Komtrax
was a big influence in our
decision to choose Komatsu
again as our major excavator
supplier.”
Commenting on the decision
to purchase Komatsu
excavators for their fleet
renewal programme, Peter
Durey said, “The purchase of
our new Komatsu machines
underlines H.E. Services’
strategy of ensuring we have
the most up-to-date fleet in
the UK comprising the most
advanced and productive
machines currently in the
market. We have enjoyed
an excellent relationship
with Marubeni-Komatsu,
as well as Komatsu, over
a number of years and had
no hesitation in increasing
the number of Komatsu
excavators in our fleet.”
new
The scheme is designed
to support members in
winning work and cutting
costs, to help improve
their ability to comply with
growing regulation and to
provide access to training.
It is estimated that Speedy
Assist could save members
up to £1,400 in year 1.
Some benefits are included
free with membership
such as new business
leads and advice lines
and others are provided
by carefully selected
partners at very competitive
and exclusive rates.
Ranging from car and van
hire to mobile phones, small
business insurances and
many other services the
Speedy Assist members
will have access to very
competitive rates and
considerable support.
supports sMes
Speedy has launched ‘Speedy Assist’,
a ground breaking members-only
service for tradesmen and small and
medium
enterprises
(SMEs)
- and the
first such
member
initiative for
this sector.
Mr John Byrne, Head of Speedy Assist
Speedy Assist will enable
access to expert advice on
legislation, insurance, selfemployment,
legal issues
affecting the industry,
and regular feeds of new
business leads in their local
area posted to member’s
personalised web sites.
John Byrne, Product
Development Director and
head of Speedy Assist,
said: “As budgets get
tighter and contractors
strive to fill order books,
we felt it would help our
SME customers if we
could use some of our
scale and buying power
to leverage benefits and
share them with our
customers. SMEs are
the backbone of the UK’s
industry and very important
to us, if we can help
maximise their potential
it’s good for all of us“.
For further information visit www.speedyassist.co.uk

leach lewis heavy wins
new Doosan dealership
Doosan Infracore Construction
Equipment has appointed Leach
Lewis Heavy as the new authorised
dealer for the range of Doosanbranded
products in Northamptonshire,
Bedfordshire, Leicestershire,
Cambridgeshire and East Warwickshire.
Leach Lewis Heavy, a new business
in the Leach Lewis Group, is now
responsible for sales and service
for the Doosan ranges of crawler
and wheeled excavators, wheeled
loaders and articulated dump
trucks throughout these areas.
Based at dedicated premises at
Whittlesey near Peterborough in
Cambridgeshire, the team at Leach
Lewis Heavy is spearheaded by Sean
Donovan, who recently joined the
company and has wide experience in the
heavy equipment market in this country.
Peter Sayers, Commercial Director
at Leach Lewis, commented: “We
have been looking for some time to
distribute a line of heavy equipment
and we are delighted to represent
the Doosan product range which is
popular in the UK market. The new
headquarters for Leach Lewis Heavy
at Whittlesey provides a truly local
presence for Doosan customers.”
Block stem
- the new low-cost security system
A West Midlands businessman has
introduced a new low-cost solution to
the ongoing problem of machinery theft.
The Block Stem agricultural and plant
security system is suitable for tractors,
construction plant such as JCBs and
even mini-diggers, or any other selfpropelled
machine with an exposed
power steering ram.
Imported from Italy, the Block Stem
system costs from only £240 plus VAT
(€287 in Ireland), and is available with
a five-year warranty and a money
back guarantee in case of any failure.
It has recently received full Thatcham
accreditation, and approval is also
being sought from the NFU Mutual to
qualify the system for discounts on
insurance premiums.
Manufactured in two sections from very
heavy-duty steel, the tamper-proof
Block Stem simply slots together over
April 2011
NEWS
Leach Lewis Heavy is responsible for
service and warranty work on all existing
Doosan products in its area, covering
everything from emergency repairs to
routine maintenance, backed by a full
selection of genuine accessories and
parts. The company will also be stocking
some Doosan products at Whittlesey to
allow it to respond quickly to customers
requiring machines on short notice.
the hydraulic steering axle ram of any
self-propelled machine, and is locked in
place with a unique key when the wheels
are at full lock.
Once fitted, the unit not only acts as an
effective visual deterrent; it also means
the vehicle can only go round in circles,
thus preventing the vehicle from being
loaded or driven away, even if the thief
has the ignition key.
Block Stem is available in different
lengths up to 220mm and diameters from
22 to 50mm. These dimensions fit almost
all available makes of hydraulic steering
ram on the market, but individual units
can also be made to order.
“Block Stem is already established in
Europe, where it qualifies through the
Groupama insurance company for up to
30 per cent discount off premiums when
it is fitted to agricultural, construction
and other plant equipment,” said
businessman Richard Baxter, director
of sole agents Derwent Trading
International Ltd in Wolverhampton. “I am
now actively looking for regional selling
agents to promote the product throughout
the UK and Ireland.”
13

NEWS
new MBi selector grapples from inmalo
Inmalo, the sole UK importer for MBI
excavator attachments for over 15 years, has
announced a new and improved range of
selector grapples for the waste management
and demolition industries.
The new MBI selector grapple range is
designed for all waste handling, transfer
station and site clearance operations. MBI
(Mantovanibenne) has a continuing product
development programme which constantly
refines and enhances their comprehensive
range. These latest additions, which Inmalo
has available from stock, offer improved
power, performance and capacities and a
longer working life.
Suitable for carrier excavators and materials
handlers of between 3.5-70 tonnes operating
weight, the new selector grapple range offers
numerous improvements for the recycling and
demolition specialist. Ranging from 300kgs
to 3900kgs attachment weight and 60-1700
litres load volume, the new features include
greater capacity by weight, reduced cost by
carrier machine size and punch plate jaws for
optimum power-to-weight ratio.
Darby groundworks expands its Doosan fleet
A Basildon based groundworks
contractor has discovered the benefits
of Doosan reduced tailswing excavators
following the purchase of a pair of 14
tonne DX140LCR models from local
dealer Promac Solutions.
Darby Groundworks currently operates
a fleet of 40 excavators together with
nearly 60 dumptrucks, rollers and
14
April 2011
All components are manufactured
from hard-wearing 400 Brinel
material and the grapples feature
telehandlers. The excavators range in
size from 1.5 to 22 tonne of which all
14 of its over 13 tonne machines are
from Doosan and in constant use on
sites throughout SE England.
Commenting on the new Doosan
units, Darby’s plant/transport manager
Robbie Gough said: “When we wanted
some new 14 tonners, the only ones
available from
Promac’s stock
were reduced
tailswing units
and, to be
honest, we were
initially a little
concerned about
their stability in
use.”
Once the
machines had
been put to
work, any fears
“everyone’s talking about it!”
a secure pin retention system and 360°
dampened hydraulic rotation for longer
motor life.
over their performance were quickly
dispelled. “Not only has rear end
damage been virtually eliminated,”
continued Mr. Gough, “But compared
with all the other makes of reduced
tailswing machines we’ve tried in the
past, the Doosan models are far better
balanced, even when lifting steel
reinforcement cages or concrete skips.”
In fact, so effective have been the
two new diggers that Mr. Gough has
recently placed an order for a second
pair of machines in order to help cope
with an increasing level of activity.
The DX140LCR, which is powered by
a fuel-efficient Cummins common rail
engine developing 71 kw (95 hp) @
just 1900 rpm, has a maximum digging
reach and depth of 8.68 and 6 m
respectively and a swing radius that is
33% less than the standard version – a
protrusion of only 135 mm over the
700 mm wide tracks chosen by Darby.

Industry professionals
training future generations
of plant operatives
For more details please contact:
Mr Chris Miller, National Registrar
Contractors Mechanical Plant Engineers,
Woodside House, Pedmore Road,
Special reports, Latest news, Dudley, Worldwide West Midlands, distribution DY2 ORL & Expert opinions
Tel: 01384 352403 Fax: 01384 350269
Email: millplant@aol.com www.cmpe.co.uk
April 2011
15

SPECIAL REPORT
a focus on behavioural safety
at risk behaviour
The use of mobile plant and equipment
throughout industry sadly continues to
pose a major threat to the health, safety
and welfare of workers. Each year
many unnecessary fatalities and injuries
occur that could be prevented. Even
if an incident does not result in fatality
or injury, it may damage equipment,
materials or completed work, thereby
causing unnecessary financial loss and
damage to a company’s reputation.
human factors that influence behaviour
There are various characteristics or
‘performance influencing factors’ that
can affect an operator’s behaviour
and subsequent health and safety
performance and these can be divided
into three human factor groups relating
to the task, the individual and the
organisation. One easy way to view
these interacting and interrelated factors
figure 1 The interaction
of human factors upon
behavioural safety
performance
16
April 2011
Poor work planning
Lack of safety systems
Inadequate response to previous incidents
Inadequate health and safety management
Poor health and safety culture
One-way communication by management
It has been said that the majority of
incidents are triggered by unsafe or
‘at-risk’ behaviour, whether this be due
to ignorance of the correct procedures
that should be undertaken (most likely
through inadequate training), or a lapse
/ error occurring despite the worker
being trained and highly competent
– both of which can be viewed as
unintentional actions – or whether due
to deliberate, but rarely malicious,
is as an incident causal supply chain.
It is wrong to place the emphasis
solely upon operators to manage
the risk of operating plant and
machinery on site or blame them
alone when things go wrong – their
actions are all too often the symptom
of something far more ingrained
INDIVIDUAL
Low skill and competence levels
Tiredness and / or stress
Boredom or demotivation
Medical problems
ORGANISATION /
MANAGEMENT
BEHAVIOURAL
HEALTH
& SAFETY
PERFORMANCE
JOB / WORKPLACE
actions such as taking short-cuts or not
complying with procedures with the
misguided aim of ‘getting the job done’.
Reducing the occurrence of incidents
caused by unsafe behaviour will potentially
need different actions to be taken
depending on which of these reasons is
the root cause. It is also beneficial to take
a closer look at the factors which can
affect behavioural performance.
within the culture of industry or the
organisation that they are working for.
By addressing the human factors
that can affect operator behaviour,
the likelihood of incidents occurring
can be reduced. Figure 1, whilst not
exhaustive, provides some examples of
these performance influencing factors.
Illogical equipment design
Disturbances / interruptions
Missing or unclear instructions
Poorly maintained equipment
High workload
Noisy / unpleasant working conditions

1
case studies
To illustrate how the human factors
discussed can impact upon behavioural
safety, six short case studies are shown
here. They provide brief snapshots of
typical mistakes, omissions and errors
that occur across the incident causal
supply chain and could have resulted
in serious fatality or injury. The human
factors involved could belong to the job,
individual or organisation and in some
instances a combination is in operation.
Defect reporting,
Birmingham, 2011
The Job - A crane operator
diligently reported defects prior to an
assessment. He explained that although
the defects were reported daily he
doubted that action would be taken – an
indication of apathy towards machinery
maintenance on this particular job.
The Individual - The operator was
a long standing employee within a
scrap metal company. He had an
excellent work ethic and was keen to
make everything as safe as possible.
The Organisation - Although the
company had a multi-million (£) annual
turnover, main equipment items in
use were in need of major inspection
and repair. The company’s Health and
Safety Officer was totally out of touch
with the practical application of the
equipment and seemed reticent about
making the decision to improve the
safety of machinery on site. There was
suggestion that senior management
would not welcome the additional
spending on machinery maintenance.
2
3
Unloading tracked dumper,
Manchester, 2011
The Job - A tracked crawler dumper was delivered to site. The
image shows the operator stood in an extremely dangerous
position, a position from which he started the dumper and then
pushed the tiller bars to unload. The unloading activities were not
being managed on site.
The Individual - The plant transporter driver held no certification
other than a generic site dumper certificate of competence from
a national body and clearly did not recognise, or chose to ignore,
the inherent danger of
this activity.
The Organisation -
Site management were
blissfully unaware of the
driver’s incompetence
and the dangerous
occurrence that had
occurred. No action was
taken to address this
observed incident.
ROPS utilisation, Cannock, 2009
The Job - A relatively straightforward work task involved
moving topsoil for general landscaping purposes, operating on a
firm temporary road surface.
The Individual - The operator did not hold any formal training
certificate and failed to recognise the danger of not securing
the roll-over protective structures (ROPS) frame into the correct
position or of wearing a seat belt. He considered such activities
to take time that he didn’t
have and questioned why
he should bother as he had
never had an accident and
had operated plant for years!
The Organisation - A high
profile major contractor
remained ambivalent about
this sub contractor’s bad
operational practice. On this
particular job site, a tight
project deadline was the key
priority.
SPECIAL REPORT
April 2011
17

SPECIAL REPORT
4
5
6
18
Overhead cables, Manchester, 2010
The Job - A crawler crane was lifting a mini excavator into a caisson for
excavation task.
The Individual - The crawler crane
operator was from a local agency
and held a nationally recognised
certificate of competence.
The Organisation - Although a
generic risk assessment was in place
there was nothing site specific for
this lift and no lift plan was apparent.
The load was incorrectly slung.
Telehandler operation on public road, Bury 2010
The Job - A rough terrain telescopic handler with elevated boom was carrying a
load through a town centre.
The Individual - The operator had not received any formal training and could
not explain longitudinal or lateral instability. He was totally oblivious to the
concept of load centres and stability triangles.
The Organisation - Despite the
major contractor undertaking a
high profile project, the loaded
telehandler was regularly
despatched into town centre traffic
at peak times with an operator
who was untrained, untested and
without a Class B licence!
Lone worker policy, Newbury, 2010
The Job - A JCB 926 masted rough terrain forklift truck was to be used to pick
up loose timber items from around a piling site.
The Individual - An agency driver for a haulage company arrived on the piling
site at 5 am. Despite being unauthorised and unqualified to operate the JCB
926 he used his ‘universal key’
and proceeded around the site,
load raised and without seat
belt restraint. He operated too
close to an open excavation
and turned over the machine.
Minimal injuries incurred but the
driver was promptly dismissed.
The Organisation - There was
a failure to brief agency drivers
on site procedures and no ‘lone
worker’ policy.
April 2011
“everyone’s talking about it!”
the importance
of training and
competence
Industry’s reliance upon the use
of untrained, or inadequately
trained, operators is a major cause
of accidents as is management
who are not adequately trained
and competent at managing
this highly productive yet deadly
mechanical resource. Training
is the indispensable basis for
the achievement of competence
but all too often management
mistakenly infer that training
automatically means competence!
From the OPERC Voluntary Code
of Practice for Operator Training,
training is defined as being:
“The act or process by
which an operator learns,
acquires and is tested upon
operational ability, skill and
experience, relevant industry
health and safety knowledge
and hazard awareness to
standards set by industry”.
Whereas competence
is defined as:
“A standard at which an
operator is certified [i.e.
trained] to operate plant
and/or equipment and has
acquired sufficient job specific
knowledge and experience of
that specific item [including
the use of safety features,
attachments, machine controls
and any other electrical or
mechanical features],operating
in that specific environment
in order for the machine to be
operated safely and efficiently”.
why do people still
behave unsafely?
Where operators behave unsafely
but believe they are working
the right way, for example from
ignorance or lack of knowledge of
correct procedures, the remedy
(training) is therefore clear and can
prevent such unintentional errors.

However, what is a more complex
problem to solve is why fully trained
and competent operators still knowingly
undertake unsafe behaviour on site.
There are a variety of factors which
may explain such intentional violations.
In some instances, as seen in case
study no 3, the individual may pursue
the classic “I’ve always done the
job this way” approach, where the
unsafe behaviour has become the
normal way of working to achieve
a task and the perception of the
associated risks has diminished.
Workers will also find it hard to follow
certain rules and procedures when
their deliberate avoidance is rewarded
by time saving and achieving extra
production. This is a real issue at
present under the current economic
climate. In reality many of us are
guilty to some extent of bending the
rules, skipping procedure or lapses
in concentration. For example,
consider a worker that is faced with
a 10 to 15 minute period to put on
the correct clothing and equipment
to enter a mandatory PPE area
to read a gauge that takes 10
seconds? Whilst adopting the unsafe
behaviour cannot be condoned, this
does illustrate how the temptation
can arise at an individual level.
Weak, or ineffective, management can
significantly nurture bad behaviour.
This could include: sometimes turning
a blind eye to unsafe behaviour
for the sake of production; actively
encouraging employees to take
short cuts; transmitting conflicting
messages that undermine employee
confidence in the safety system; and
giving an impression that unsafe
behaviour pays. However, more often
than not, it is simply the issue of
management being ignorant of safe
machine operation on site (including
site set-up, operating and so on) that
can play a large role in the existent (or
non-existent!) safety culture on site.
how do we stop
unsafe behaviour?
One way of reducing incidents is to
eliminate hazards by engineering them
out or introducing physical controls.
Such engineering solutions have a
strong place in safety management,
particularly for skill-based errors
such as slips or lapses, where the
operative makes a mistake and
does not do what he meant to do,
particularly prevalent in maintenance
and repair tasks. However such
solutions cannot be relied upon and
the real key is knowledge, skill and
competence within the workforce
and management team – the safety
knowledge and capability factor.
There also has to be a willingness
to engage in best practice and this
may involve changing the attitudes
and culture of both operators and
managers on site. Campaigns and
targeted training can be implemented
in an attempt to change attitudes
to the health and safety culture
but in practical terms how far is
this possible and furthermore do
attitudes determine behaviour?
Punishment for bad behaviour may be
viewed as an option and ultimately,
in gross misconduct cases, one has
very little option but to pursue such.
Special reports, Latest news, Worldwide distribution & Expert opinions
SPECIAL REPORT
However, do we want to produce a
culture of relying on authority, fear
and punishment which may anyway
lead to accidents and near misses not
being reported for fear of sanctions.
In the majority of cases individuals
respond far better to praise than
punishment – praise for: reporting an
incident that could save a colleague’s
life; contributing to best practice on site;
supporting others implement a safety
strategy; effectively communicating key
safety messages via taught courses;
and acknowledging the team effort
when reporting upon good practice
via formal recognition schemes –
prizes, awards and gala events.
Building a safe team requires trust and
confidence between line managers and
the workforce. Employees themselves
are best placed to re-define safety
norms on site as they control their own
behaviour but line management are
best placed to facilitate the process in
a blame free proactive safety culture.
So in summary, can behavioural
safety be improved - overwhelmingly,
the answer is, YES.
April 2011
19

SPECIAL REPORT
Strong feelings are evident, as
one industry insider commented:
“A proliferation of industry training
specialists exists, encompassing more
than 20 different schemes. Isn’t this
a rather ludicrous situation having all
these training providers, accreditation
and verification bodies all competing
against each other in an already
depressed industry, a situation further
exacerbated by training providers
Isn’t this a rather
ludicrous situation
having all these training
providers, accreditation
and verification bodies
all competing against
each other in an already
depressed industry
offering similar training schemes with
different forms of certification which
may be recognised by one body
or contractor but not another. This
unhelpful situation places both the
employer and employees in a state
of confusion and out of pocket in
an attempt to remain compliant with
ever changing training certification.
Can anyone be expected to take
the construction industry seriously
20
April 2011
It is
has been said many
times before that a company’s
finest resource is the people it
employs and on the back of this a huge
amount of time, effort and cost has been
ploughed into national plant and equipment
operator training schemes. For over twenty
years there have been those espousing the
virtues of a ‘new scheme’, the ‘latest revisions
to an existing scheme’, ‘new co-operative
agreements’ and so forth, and yet despite
this there are more accidents, more
fatalities and an industry in
complete disarray.
for allowing this absurd situation to
continue? Perhaps a suitable collective
noun for all these bodies would be an
‘absurdity’.
He continued; “It is now time for a
seismic change in how we test and
license the competence of plant
operators and we should consider
moving away from the current system of
card schemes etc. and enact a statutory
requirement, by law. When Prescott
was Deputy Prime Minister under Blair
he threatened the construction industry,
after a spate of appalling accidents,
with, ‘Either you sort yourselves out or
we, as Government, will do it for you!’.
Various reports were spawned by this
threat, but to no avail. The situation with
regard to plant operator competence
is as bad now, as it was when Prescott
preached to the industry. Accident
statistics show no improvement.
a call for a single
standard for
operator
training
The
mismanagement
of operator training and
competence development is a
recurring theme which has recently
reared its head again to the dismay and
utter frustration of many industry professionals.
News of disputes between relevant leading
bodies, poor communication and co-operation
and a failure to adhere to National Occupational
Standards are all indicative of a systemic
lack of industry leadership and clear nonpolitical
guidance. When is someone
going to grab the bull by the horns
and sort this mess out?
“In all fairness, many well-intentioned
organisations did their utmost to make
improvements. Sadly, in their naivety,
Government, major contractors, safety
professionals and others thought a
mass registration of workers would
cure all ills. These cards carry a
photo and inform employers that the
individual has passed a very basic
health and safety awareness, touch
screen or on-line test but that’s all.
The only bonus is the reconciliation
of income and expenditure for the
organisations which administer and
manage training, accreditation and
verification. If the plethora of card
schemes had to cease and follow a
statutory licensing procedure would our
friends at Westminster give these very
same organisations a dispensation to
do the tests? Probably yes, but at least
we would be guaranteed consistency
of standard and equal costing for the
employer/plant operator.”

Another industrialist PEP spoke to
said: “We have successfully argued
for a single standard for some time
and the industry developed the very
comprehensive National Occupational
Standard and NVQs that emerged
from this. The problems are that:
● this standard has not been
policed adequately enough by a
politically independent body who
would put transparency at the top
of the agenda;
● successive governments clearly
do not consult with all parties as
equals but rather come to the
table with a pre-set agenda and
work with those who are willing to
implement it;
● just when we are starting to see
the benefit of S/NVQs along
comes the next wave of money
making initiatives - the QCF!;
● independent bodies have been
proposed, such as UKAS, as part
of a pan-European initiative but
the costs of such are preclusive
for many of the smaller schemes
who remain highly successful
despite the cartels that have been
established in some quarters of
industry; and
● many within industry do not
understand the key differences
between training and competence
let alone have heard of the
National Occupational Standard!
“It’s a hopeless situation and a
complete failure to move forward
for the benefit of all – rather it’s the
‘preserve the gravy train routine’
that we have all come to know and
despise! Perhaps this is one benefit
of the current recession – it provides
a perfect excuse to make change and
cut bureaucracy. Cut the red tape
and you can still preserve quality
given the promotion, adoption and
administration of the NOS. To be
lean, mean and effective, British
industry has to turn its back on these
communist ideas of running national
training provisions.
Michael
“
Easton
Sales and Marketing Director
In an interview with Professor David
Edwards, Birmingham City University
(OPERC founder), he said: “We are
all, in industry, as guilty as each
other in that genuine attempts to form
strategic industry alliances have thus
far failed, but I remain hopeful that
common sense will ultimately prevail.
The diversity and range of skills and
knowledge out there is phenomenal
but petty politics, duplication of effort,
unfair commercial advantages and the
ever present pressures of commercial
gain represent a huge monolith that
impedes industry progress in terms of
its operator training and competence
provision. The current recession has
forced the hand of government to
introspective review and to assess
where public sector costs and red tape
can be reduced so that urgently needed
funds can be diverted to aid industrial
growth. It is perfectly clear that society
cannot afford to invest further in service
without industrial output and export to
fund that service.
To be lean mean
and effective, British
industry has to turn its
back on these communist
ideas of running national
training provisions
He continued: “One way forward is
for industry to demand that a logically
phased approach to planning the future
of operator training is adopted. One
of the major problems of Lord John
Prescott’s well intentioned actions is
that threats incite ‘reactive’ vis-à-vis
measured ‘proactive’ approaches.
Perhaps at that time, the threat came
from government frustration at poor
industrial safety performance, but the
outcome was an ill-conceived plethora
of organically grown safety schemes
and cards. These schemes have since
progressed organically and largely at
their own pace and direction – totally
independently of competitors. Today
there are as many card schemes out
there as there ever was. Rather than
forge a cohesive national provision
to operator training and competence
SPECIAL REPORT
development, the various interested
parties remain ever more fragmented
and the training provision itself is even
more finely granulated, confusing and
costly.
“In its simplest form, the first stage
should be for all training provider
schemes, awarding bodies, sector skills
councils and other relevant parties to
form a virtual National Academy with
the specific aim of writing, monitoring,
controlling and implementing future
revisions of the NOS. The last thing
industry needs is another government
quango! Past ventures to achieve this
goal have thus far failed because they
were perceived to be exclusive so
inclusivity is critical. A deadline should
be set for launching a revised national
training standard which would then see
stage two being implemented - that
is, a legal requirement to meet this
standard once set, whilst preserving
individualism and competition within the
sector. Creating one recognised stamp
of approval that has been developed
in a transparent, fair and equal
manner in the absence of the ivory
tower syndrome is not an insuperable
problem and is easily within our grasp.
Implementing such an innovative
venture would require a willingness
and courage of all parties involved to
proportionally share in the benefits and
risks. “
April 2011
21

SPECIAL REPORT
hirer expectations at whs
from agricultural engineer
to plant hirer
The story of the self-made engineer
who moved into plant hire is a familiar
one but with James it is one with a
slight twist.
Coming from a rural part of the country,
James left school at the age of 16
to study a four year City and Guilds
qualification in agricultural engineering
at Evesham College whilst working for
an independent agricultural engineering
company. However, he soon decided
that agricultural engineering was not for
him and began work for a local tool hire
company in Evesham, namely Evesham
Hire Centre, who later got bought out by
Brandon Tool Hire.
Mr James Clutterbuck, Managing
Director, WHC Hire Service
22
April 2011
James worked with the hire company
for several years acting as a service
engineer – but as he recalled: “No
one did one job though, the phones
get busy and you answer them,
dealing with customers one minute
over a hire counter and working on
the hire fleet as an engineer the
next. It was a great job because it
gave me all round experience, skill
and knowledge of the hire industry
and how it worked.”
After 8 years James was
approached by Worcester Tools
and Fixings (WTF) which had a hire
department and needed a manager.
James accepted the position but
after three years of loyal service
noticed that there was a distinct
lack of investment in tools and
equipment and it was apparent that
the company’s heart was in sales
not hire.
James said: “WTF never grasped the
concept of hire and how it works so
I approached the MD and told him
that I couldn’t continue because the
business was drifting aimlessly and
also there was a lack of investment. I
was astonished that the MD decided
to close hire down but amazed
when he agreed for me to buy the
kit off him. So on 2nd January 1997,
Worcester Hire Services opened
its doors and we have been trading
ever since.”
At PEP, we have often looked
to the large multinational, or
at least the large national
multi-unit hire company, for
inspiration whether that be in
terms of safety, the shape of
the market or the very latest
product innovation or invention.
They do say that change is
as good as a rest, so in this
issue we focus upon WHC Hire
Services (based in Bath Road,
Worcester) and the modest,
down-to-earth man behind
the company, 45 year old Mr
James Clutterbuck.
Secret of success
“everyone’s talking about it!”
When asked what he thought was the secret
to his success, James replied: “It’s really
about knowing your industry and reinvesting
into the business. There are no real short
cuts – reinvestment is key in this industry.”
He continued: “The government needs to
look at investment as for small independent
companies like mine, or large group
ventures, they have taken away some
of opportunities we had to be able to
reinvest into the business because of the
changes made to capital allowances and
annual investment allowance. If you’re
not getting the corporation tax through me
‘the hire company’, then you’ll be getting
it from a dealer or an original equipment
manufacturer (OEM). It is very difficult at
present and of course come next year,
capital allowance tax changes again
and that will have a serious effect on the
performance of business. We’re all looking
to invest and many companies have held
onto old equipment to get a bit more out of
it, but come the upturn, they may want to
reinvest in new machines and may not be
able to.”
James explained: “What you’re finding is
that OEMs and other suppliers of plant
and machinery are trying to push more the
operating lease which is more tax efficient
but it’s a fixed cost and you don’t have any
assets - you have a cost and it sits in the
wrong place on the balance sheet. This
approach is alien to my business because

the way I’ve conducted it is to add
assets not cost. In my eyes it’s what
business is all about; adding depth and
surrounding yourself with assets. In a
downturn you can off load assets to
generate cash. With an operating lease,
you’re stuck with it for that term you
agreed to. It’s not the way I would want
to go being honest.”
With regards to the day-to-day running
of a successful hire centre, James told
us: “We offer a personalised service
for our clients. But you are only as
good as the people around you and we
have to think that we’re in the service
sector so reliability and service quality
are key factors - without good people,
you cannot achieve these goals. It’s
ultimately down to the guys out on the
counter who have the contact with the
customers. Backroom, it’s knowing
the products and markets; things do
change and you have to be up for
change – something I pump into these
lads weekly, don’t get stuck in a rut
otherwise you’ll get left behind.”
The future at WHC
Despite building an impressive small
business in a relatively short period of
time, James has still bigger plans for
the future. He said: “I see myself and
my team going from strength to strength
with a good reputable company name,
widening our company client base.
We’re currently investing 2.5 million into
a new site (based in Gloucester) so this
will double the capacity of the company
and the new acre site will become the
head office. Our portfolio of products
and services now includes anything
from a car roof box to a 16 tonne
tracked 360 degree excavator and a
whole lot in between. We also offer
hand-arm vibration (HAV) and whole
body vibration (WBV) consultancy
testing for clients.”
James originally invested in training
and equipment in 2002 and has
constructed a purpose made building
with test beds where he can test tools
and equipment for HAV on a range of
materials typically used by his clients,
thus obtaining real life data. James
continued: “We have a four acre site
where rollers, dumpers and other
mobile machinery can be tested for
WBV. For both HAV and WBV we have
created a large database of exposure
levels that our clients can benefit
from. We extensively use the Reactec
monitoring system, which is fantastic,
and we can provide an extremely
comprehensive vibration management
programme to suit all. In 2010, we won
an NJUG award for our vibration data
and testing/services and we’ve just won
another ROSPA award for occupational
health with specific reference to
vibration and noise.”
“In ten years from now we’ll still be
in business, still going strong and
hopefully reaping the benefits from
new ideas, innovations and inventions,
but we currently have no ambition of
100 depots nationwide. Instead, we’re
concentrating on other areas such as
product differentiation and we have
many commercially sensitive good
ideas in the pipeline awaiting further
development.”
The impact of recession
When asked about the recession
and how this had impacted upon his
business, James said: “During the
recession, manpower has actually
increased, partly because we’ve
been lucky and partly because of
good management to be quite frank.
We’ve taken on five new people, with
two more starting after May. New
employees are being taken on across
the board - drivers, service engineers
and so on but none of us have one job.
This is the thing about an independent
hire company, we need people who
are keen to learn and are committed
to service quality. We invest in them
by providing training courses but it’s
an interesting sector and no day is
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SPECIAL REPORT
the same, so there’s a lot to learn and
some exciting opportunities there for
young people who want to get on and
get ahead in life. To illustrate how we’ve
grown, we’ve bought about 50 new
mobile machines in the past two years
alone.”
“There are not that many smaller hire
companies who have hit the wall during
this recession – it seems to have
been the bigger companies who have
struggled. One problem I have noticed
though is that you can’t easily get
second hand plant and the costs of that
available have gone up, as the costs for
new plant have risen considerably also.
This all points to hire rates increasing to
cater for these cost increases but we,
as an industry, seem to beat ourselves
up and do ridiculous hire rates on
equipment or plant. Actually boys, we’re
here in business to make money so it’s
about time we [the industry] all reviewed
our hire rates to take account of the
price increases we’re paying for new
and second hand plant and small tools.
The Japanese crisis has had an impact
also because hydraulic pumps, engines
etc. all come from Japan and supply has
been outstripped by demand – so that
will be the next thing to push up price.”
Finally, we asked James what his advice
to government would be. He said: “To
get ourselves out of this recession we
can’t just rely on cuts, we have to invest
and grow capability which will help UK
manufacturing and the supply chain
to those OEMS. A lot of companies in
Worcester supply to OEMs, such as JCB
as an example, and those companies
and people who work for them would
benefit from increased demand. It has
been an extremely harsh time for every
sector and we have a tendency for
complicating business in this country so
let’s just pull back a bit and get to basics
and put in some hard graft to produce.”
April 2011
23

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April 2011
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25
Control Code: 01/11/2050

SPECIAL REPORT
the challenges facing construction and plant
supply chains: initial findings of a research study
introduction
Numerous and significant changes
have occurred in business supply chain
relationships over the last 50 years.
The emphasis of these changes has
been to promote mutually beneficial,
business-to-business relationships, as
evidenced from the concepts which
have been debated and underpin
much of the literature reporting
the transition, such as transaction
cost theory, inter-firm relations,
partnerships, strategic alliances and
integrative organisational learning.
These kinds of business-to-business
changes have been particularly
apparent within the construction
sector and its range of diverse supply
chains, which include the plant and
equipment sector, the quarrying sector
and the numerous forms of SME
which offer labour and/or plant civil
engineering subcontract packages.
Much of the construction-oriented
supply chain transition has been
encouraged by calls for improvements
from the likes of Latham[1], Egan[2]
and The Department of Trade and
Industry[3]. The drivers cited to
justify change have included those
to improve business performance,
26
April 2011
enhance business effectiveness,
attain cost reductions and achieve
value-for-money, whilst the
‘harmonisation’ of supply chain
stakeholders’ interests has been
equally explicit in most commentaries.
Despite these ambitions, the recent
global downturn and resulting economic
pressures within the UK have placed
a strain on existing supply chains,
as indeed they have on most forms
of business relationships. As a
result, many of the ‘ideals’ alluded
to in the transitional supply chain
debate have been abandoned in
favour of that most important of
business objectives: survival.
Anecdotal evidence suggests that
market competition continues to
challenge many (arguably, now former)
supply chain relationships. Furthermore,
reducing margins, combined with
pressure for even shorter project
delivery times, are inflicting additional
negative influence on these supply
chain interactions; for instance, on the
outcomes of these business exchanges,
where for example product quality is
affected, and the environment within
which they occur, where one effect
is the fostering of adverse health
and safety conditions. With regards
“everyone’s talking about it!”
This article presents interim
summary findings of a
research study conducted
on construction and its
associated supply chains,
with the emphasis here on the
area of plant and equipment.
The research is being
conducted by Gary D. Holt,
Professor of Innovation in
Machinery Management and
David J. Edwards, Professor
of Industrial Innovation, both
of the Centre for Business,
Innovation and Enterprise,
Birmingham City University.
to health and safety, it is not that
businesses intentionally set out to
encourage accidents, but by virtue of
the influences referred to in this article
they seem more likely to occur - a
topic which will be returned to later.
Many participants in the plant and
equipment supply chain hold significant
levels of capital investment in their
mechanised fleets, which continue
to require high levels of utilisation to
justify their existence. Given that –
as is the case for many – this is no
longer possible due to the downturn
in demand and lack of profit in what
work is available, a weakening plant
and equipment sector may continue
to evolve to the point where it has a
much-reduced ability to respond (or fully
recover), when the broader economic
environment ultimately regains
momentum. As a case in point, sales of
new UK plant have declined appreciably
since 2007 and this does not bode
well for modernisation, efficiency or
productivity among plant fleet holdings.
Neither is it beneficial to UK plc in
seeking a healthy, growing economy.
Given the situation outlined above,
Professors Gary Holt and David
Edwards of The Centre for Business,
Innovation and Enterprise at

Birmingham City University, recently
began a research study to investigate
how the wider economic climate may
be affecting construction and its
associated supply chain structures.
The initial phase of their work has
conducted interviews among a sample
of key supply chain stakeholders;
mainly across SMEs who employ
off-highway plant and equipment
assets in their business activities.
The aim of these interviews was to
identify what participants perceive
as the main enablers, barriers and
themes relating to construction and its
supply chains at the moment. While
the study is in its embryonic stages,
this short article sets about highlighting
some of the early findings of the work.
In particular, for the benefit of PEP
readers, those relating to plant and
equipment supply chain players.
The principal themes highlighted
by initial analysis of the interviews
conducted as part of the research study
are: changing supply chain relationships;
pricing pressures and other financial
issues; pressures on project programme
timing; changing clients’ roles; and
negative forces acting on health and
safety. These evolving key themes are
each now briefly discussed in turn.
changing
relationships
Many of those within subcontract
supply organisations
(such as specialist trades and
operator/plant suppliers) feel that
former supply chains have been
eroded, or in the extreme, have
broken down altogether. One
interviewee commented on how
much effort their company had
put into forging good links with
clients such as main contractors
over recent years by way of,
for example, entering into
partnering or preferred supplier
relationships. For many, these
relationships have unfortunately
gone and it is broadly felt that the
emphasis is now almost entirely
on cost at the expense of all else,
including possible fragmentation
or erosion of business-tobusiness
relationships.
One research participant
explained that in tendering for a
particular contract, his company
had expended a lot of time and
resources assessing how to
best approach the job, which
people to assign to it and what
plant they should use, taking
account of the nature of the work
and the risks they expected to
encounter. He said that he had
trimmed everything to the bone
without compromising quality
or encouraging hazardous
working and yet, the client
simply came back and said “I
want a 10% reduction in cost”.
It was concluded that: “...after
you’ve trimmed everything else,
the only thing left is to reduce the
programme time, which creates
even greater pressures on site
and encourages corners to be
cut. Quality and safety have to
be affected”. The situation was
summed up succinctly by another
interviewee who said: “It seems
the former supply chains, the
former relationships, have gone...
it’s back to the bad old days. It’s
all now simply down to price”.
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SPECIAL REPORT
Pricing pressures and
other financial issues
Previous examples highlighted reinforce
the downward pressures on pricing and
the cutthroat competition between supply
chain members. Many of those interviewed
stated that they knew work was being
priced at cost with “...no allowance for plant
operator, plant cost or fuel”. Effectively,
the plant and equipment component of
some bids is subsidising other costs of
the work package being tendered for, to
try and secure the contract. For many
firms at the moment, turnover, survival,
ability to pay the VAT and such factors
are all more important than profit.
Of particular interest is an evolving subtheme
which concerns the role of the
Banks and the longevity of ‘troubled’ firms.
It was felt by some that Banks are letting
companies continue to trade, where in the
past they may have ‘pulled the rug’ from
beneath them. The main reason for this is
felt to be a reluctance on the Banks’ part
to add ever more bad debt or bad news to
their books, combined with an attitude of
‘turnover is turnover’ regardless of margin.
The perception is that the Banks are happy
to continue giving time to firms that secure
work, without considering whether that work
is profitable: “The firm comes to the Bank
and says, look we’ve got an order for £2M,
but the bank doesn’t know if the tender
price should realistically be £2.5 or £2.6M”.
As a consequence of this behaviour, the
ongoing survival of some firms who are
‘buying work’ is actually helping to continue
suppression of the market. In effect, the
slightly artificial higher level of supply (than
has typically previously been witnessed in
recessionary times) is adding downward
pressure on pricing levels. One respondent
summed this up by saying “...I am amazed
that at least 50% more companies
haven’t gone bust than have done”.
From a more positive perspective, one
participant did highlight that the continuing
pressure to trim business operating
costs and overheads, has forced them
to look hard at how they might innovate
to help achieve this. In this instance, the
company had done so by introducing an
IT system to more efficiently administer
operations and keep stricter tabs on
ordering, buying and cost control per-se.
April 2011
27

SPECIAL REPORT
Pressures on
programme timing
When all else has been trimmed
to minimise bid costs – quality of
materials, labour costs, overheads
(and in the extreme, plant costs and
asset depreciation themselves) – then
the only thing left to squeeze is project
time. In the case of specialist contract
suppliers who might for example be
providing a groundworks, plant and
civil engineering package, this can
be damaging for all concerned.
It is potentially damaging for the client
because there has to be a trade-off
between low cost, minimal time and the
overall quality of the project outturn.
This will include quality of the materials
used (often the cheapest) and
quality of the (rushed) workmanship
employed to put them together.
The end result: a poor product.
It is potentially damaging for supply
chain partners because they are
working at little or no profit. This brings
financial strain and instability to the
industry which manifests in minimal
investment (for example, in new plant
and equipment) and in the extreme,
business failure. An example of the
direct impact of this on the client is
the financial failure of the supplier
mid-contract; the client has to pick
up the pieces with the result of more
cost and an extension to project
completion. An indirect impact to
clients derives from basic supply and
demand economic theory: as suppliers
fail, and hence demand among
survivors increases, tender sums rise.
It is potentially damaging for those
working in the industry because
pressures on programme adversely
affect health and safety. There
is clear evidence in the research
conducted thus far that shorter
delivery and production times mean
that concentration is afforded to the
completion date, not safe working.
Many interviewees felt that safety
has become something of a ‘tickbox’
regime; where the ownership
of a relevant certificate or card
takes precedence above whether a
person really does hold appropriate
28
April 2011
experiential knowledge or
competence, to be able to execute
the work in a safe manner.
If attention to safety declines, (for
example, as a causal manifestation
of an aggressive tender market and
the introduction of less adequately
prepared/ less experienced/ lower
trained contractors who tender
at lowest cost) then incidents will
tend to increase. Unfortunately,
several significant adverse health
and safety incidents have been
highlighted in this study. While
it is not directly asserted or
proven that these were purely to
do with programme pressures,
traditional wisdom certainly
assumes a correlation between
time shortages and increased
health and safety incidents.
clients’ roles
It is apparent from the interviews
conducted that clients’ roles, or
perhaps more accurately their
disposition to procurement of
their projects, have changed
markedly. The data suggest
clients are now less interested
in fostering and / or sustaining
the ‘mutual benefits’ of business
exchanges (in harmony with
the ethos of partnering or other
mutually beneficial business
relationship models), but instead,
are more terse in their approach
to satisfying their own needs.
As one interviewee described
it, ”They are insisting on cost
reductions across the board and
expecting their product sooner
with little consideration of how
these aspirations will impact the
main construction contractor or
anyone else in his downstream
supply chain”.
There are also feelings on
the part of smaller firms in the
chain that the previous effort
expended in generating the
new supply chain mechanisms
has been wasted and that the
less sympathetic disposition of
clients towards the problems
those operating in the industry
are now facing, will create longer
term business-to-business
relationships for the future.
The stolen mini excavator aboard the truck

negative forces
There are additional issues arising from the
data analysis that point towards several
other negative forces in action; employment
levels, education, employee retention and
ageing plant and equipment fleets are
further points of concern.
Many supply chain players are reducing
their employee numbers. For some
employers the humanistic angle has
caused concern in that many workers have
families to support. The issue of losing (and
possibly not being able to replace) good
workers is also a real business concern.
Employee retention is a problem across the
construction sector generally and continuing
uncertainty of longer-term employment for
workers in the sector means that each time
a recessionary period comes round, many
qualified and competent workers leave the
sector for good.
Related to this are issues of worker
competence and education. While many
interviewees accept the need for degree
qualified staff in managerial positions,
equally there is some recognition that
many middle managers (although degree
qualified) now hold little experiential
knowledge to draw on which can result in
bad decisions being made on site. This
applies not only to issues of planning and
production, but also in terms of the ability
to recognise optimal ways of working,
including being able to execute work
safely. Combined with the pressures on
managers as a result of crash programming
(mentioned above) the overall result is
often a chaotic workface where corners are
repeatedly cut.
With regard to the issue of plant and
equipment investment, given that many
in the supply chain are ‘buying’ work
and the fact that the costs of their plant
operations are subsidising other aspects
of the work package provided, means that
they are effectively running their plant and
equipment at a loss. The ramifications of
this on future reinvestment in these kinds
of capital asset are obvious and this is
yet another aspect of the present ‘overall’
problem that will cause longer-term adverse
conditions for clients and for the plant
sector generally, in seeking to operate at
optimum reliability and efficiency in the
future.
early conclusions
The construction sector and its
associated plant supply chains appear
to be under extreme duress and this
situation is summarised graphically in
Figure 1. Negative global, and difficult
UK macroeconomic, conditions have
driven prices to below realistic levels
and while clients may be capitalising
financially upon this situation now, their
short term gains may well be offset
by longer term adverse effects which
do not bode well for any supply chain
stakeholders.
The ownership and operation of plant
and equipment is a high investment,
high risk activity requiring ongoing
Figure 1. Observed characteristics of the construction/plant supply chain environment
SUPPLY CHAIN ENVIRONMENT
INCREASINGLY
ADVERSE
Less work
More
competition
Tighter
margins
Reduced
profitability
Shorter
programmes
Instability
Insecurity
Clients
are
squeezing
Contractors
are
squeezing
Sub-
Contractors
SPECIAL REPORT
utilisation of mechanical assets to
sustain not only present, but future
business viability. What is occurring
at the present time would suggest
a leaner, but not necessarily fitter,
plant and equipment supply chain
will evolve.
And it seems that many of the former
advancements made in engendering
mutually beneficial business-tobusiness
trading arrangements, will
be eroded, perhaps to the point of
extinction? Ironically, this situation
looks set to return us to the Latham
and Egan reports for a reminder
of what ‘integrated supply chains’
(and their mutual benefits) were
supposedly, meant to be all about.
Employment
levels
Skill base
Employee
retention
Plant
retention
Quality
of work
Safe working
Financial
stability
Ability to
respond upon
recovery
DECREASING
Footnotes
[1] Latham, M. (1994) Constructing The Team. Final Report of the Government / Industry
Review of Procurement and Contractual Arrangements In The UK Construction Industry.
London: HMSO.
[2] Egan, J. (1998). Rethinking Construction. The report of the Construction Task Force
to the Deputy Prime Minister, John Prescott, on the scope for improving the quality and
efficiency of UK construction. London: HMSO.
[3] See: http://products.ihs.com/cis/Doc.aspx?AuthCode=&DocNum=261140
All comments and opinions expressed in this article are those of the authors only. If you have
any queries or observations on this subject, or would like to otherwise comment or even
participate in the research, please feel free to contact Gary Holt at: Gary.holt@bcu.ac.uk
April 2011
29

SPECIAL REPORT
After ten years of loyal
service on OPERC
executive, Mr Barry
Robinson, MBE, a
founder member of
OPERC, has decided to
step down and retire from
his duties as OPERC
Chief Examiner. During
his tenure, Barry helped
to grow one the world’s
leading professional
bodies for plant and
equipment science and
will be sorely missed.
Barry sharing his knowledge of the
OPERC-safetynet system
30
April 2011
oPerc extends
a fond farewell
to Mr Barry robinson MBe
Barry has been an important part of
OPERC from the very beginnings of the
association back in the year 2000. It
was at this time that he met Professor
David Edwards with who he helped to
establish what is now one of the largest
professional trade associations for plant
and equipment managers.
Barry has been involved with every
important development within OPERC,
from the OPERC-Safetynet system, to
the production of key industry guidance
publications, establishment of the handarm
vibration test centre (HAVTEC),
the lifelong learning zone, production of
safety alerts, posters.... the list goes on.
He has also become a familiar figure at
the OPERC conferences which he has
actively supported and participated in.
Out of all of these areas the one that
Barry had most involvement with was
the Safetynet on-line health and safety
test system, which is now used by
major companies across the United
Kingdom. Improving the knowledge
and competence of plant operators,
and reducing the number of accidents
involving plant and equipment by raising
the standards of health and safety, are
subjects very close to his heart. Barry
was there at the birth of the system,
contributing to its design, development
“everyone’s talking about it!”
and initial trialling. He supported the work
to map the test against NVQ standards
and was also involved with creating the
OPERC lifelong learning zone containing
materials to support the test.
In the New Year’s honour’s list 2005 the
following text appeared ‘Barry Robinson,
Chief Examiner and Past President
of OPERC. For services to Health
and Safety in Quarries.’ This fantastic
achievement speaks volumes about
Barry, a man of passion, honesty and
integrity.
On announcing his retirement formally to
fellow Executive members Barry said:
“I am pleased to say that the time in life
has come that we all work so long and
hard for. I started working in the industry
at the tender age of 17 and now some
48 years later and many stone heavier
I think I have done enough. After many
hours of deliberation I have decided to
step down from the OPERC Executive
and position as Chief Examiner of
Safetynet with immediate effect. When
David and myself set out the OPERC
vision and objectives it all seemed a
large task to undertake. Some of the
objectives have been met very well and
some have still to be started if finances
permit.
“OPERC has in my opinion, one of
the finest safety training tools any
organisation could ever wish to use.
I could not have operated my training
programmes and NVQ Centre without
Safetynet, the lifelong learning modules
and the OPERC publication to use as
a training need analysis and reference
material. Full credit goes to David
[Edwards], Philippa [Spittle] and Gary
[Holt] for pulling everything together.
Having achieved recognition from
industry and the HSE it has been a
pleasure to be involved with.”

Mick Norton, OPERC Chairman
On hearing the news, Mr Mick Norton,
OPERC Chairman said:
“I was saddened to read of Barry’s
resignation from OPERC Executive,
although I perfectly understand, and
I will miss his measured approach
to health and safety and plant, and
his sense of humour. Since we
first met some 10 years ago I have
always valued Barry’s advice, and
his determination to drive plant
operator safety and training to the
top of the agenda. We both come
from similar backgrounds, spanning
the same number of years, and like
his, my old frame is starting to feel
the strain. Barry’s award of the MBE
was testament to his hard work and
consummate professionalism within
the sphere of health and safety and
training. Make no mistake, although our
task is forever uphill, it is reassuring
that the ‘Barry Robinsons’ of this world,
really do make a difference”.
“I would like to thank Barry for the
tremendous contribution he has made
to OPERC. Industry is a better, and
safer, place since David Edwards and
Barry Robinson sat down in 2000 and
laid the association’s foundation stone.
My very best wishes go to Barry and
his family.”
Asif Latief,
OPERC President
Mr Asif Latief,
OPERC President
said:
“In the time that I
have known Barry
I have realised
how passionate he
is about making
the industry a better place and how
committed he has been throughout his
career. It has been a real honour and
pleasure to have worked with Barry,
even for the short time that we have
worked together.”
Ms Carol Grainger, former Workplace
Transport Manager, HSE said:
“During my time at HSE I had cause to
be grateful to Barry for sharing his vast
knowledge and his great common sense
and diplomacy. I always knew I could
rely on Barry to give me straightforward,
honest advice, kindly delivered - even
when he knew what he had to say was
not really what I wanted to hear. He
will be much missed, and selfishly, I am
glad that I retired first.”
Finally a comment from a close friend,
OPERC founder, Professor David
Edwards who said:
“As an inexperienced young man,
freshly graduated as a PhD researcher,
I felt invincible on one hand and
vulnerable on the other. My academic
knowledge was being supported by
some internationally leading experts
but I soon realised that academic
knowledge per se was not enough
and that industry insight was the key
to a successful career and fulfilling
life in academia. Along came Barry,
a very generous and open man who
I believe doubted his own ability at
times – yet, here was a man in front of
me with consummate knowledge and
exemplary experience of doing what
I could only ever talk/write about.
“Barry took me into his life, introducing
Barry relaxing at home with his wife Aileen
Barry presenting an
OPERC ‘outstanding
contribution’ award to
Carol Grainger, former
Workplace Transport
Manager, HSE
Special reports, Latest news, Worldwide distribution & Expert opinions
SPECIAL REPORT
me to his wonderful family and friends.
He has become like a second father
to me and has taught me so much
about the industry and best of all,
how to operate a machine correctly!
I am indebted to Barry for the
encouragement, support and honest
advice he has provided since we
met. His resignation is a significant
loss to OPERC; his contribution was
unique, thanks to his vast knowledge
and huge passion for the industry.
I wish him and his wife Aileen
every happiness for the future.”
April 2011
31

IN ACTION
hewDen assists
exercise watermark
Hewden, the national multiproduct
hire specialist, has
supplied equipment to the
Environment Agency to
assist with its involvement
in Exercise Watermark -
the national multi-agency
flooding exercise.
A new JCB tracked
excavator and wheel loader
were supplied by Hewden
to assist with the repair of
a shingle bank that acts as
a flood defence at Selsey
beach, West Sussex, an
area that was badly affected
by flooding in 2008.
Exercise Watermark is a
week-long exercise involving
10,000 people from the
police to prison officers and
equipment from helicopters
to hospitals. During the
week, mock flooding
scenarios are carried out
by the Environment Agency
32
April 2011
on behalf of Defra and
the Welsh Assembly
Government to test the
systems and processes
that are used when
responding to floods.
Mike O’Neill, Area
Incidents Manager
for the Environment
Agency, said: “Exercise
Watermark is the largest
national flooding exercise
that has ever taken place.
Across the country,
emergency responders
will be testing their
response to flooding on a
widespread scale.
“With the support of
Hewden, one of our
framework suppliers, we
have been able to bring
in the required machines
and expertise to enable
us to respond to this
massive flood event.”
Remote controlled
Bobcat loaders have
been sent to help in the
disaster recovery work
following the earthquake
and tsunami in Japan.
Bobcat is working with
QinetiQ North America,
a technology, responsive
services and innovative
solutions company, to
provide unmanned Bobcat
loaders and associated
training to aid in Japan’s
recovery efforts.
Two Bobcat T300
compact tracked loaders
equipped with 2m
wide industrial grapple
attachments have been
shipped to Japan to aid in
disaster relief work. The
Bobcat loaders have been
supplied with Robotic
Appliqué Kits from
QinetiQ, which turn the
loaders into unmanned
machines in just 15
minutes, increasing
safety in recovery tasks
as the machines can
access less stable
environments without
an operator in the cab.
Remote Controlled
Bobcat Loaders
to aid Japan
To be stationed in
Japan for rapid, on-call
deployment, the unmanned
Bobcat loaders include
seven cameras, night
vision, thermal imagers,
microphones, two-way
radio systems and
radiation sensors and can
be operated from more
than a mile away to safely
remove rubble and debris,
dig up buried objects
and carry around smaller
equipment. They will help
Japan’s response teams
to accomplish critical and
complex recovery tasks
at a safer distance from
hazardous debris and other
dangerous conditions.
As well as converting
Bobcat loaders into
unmanned machines
in just 15 minutes, the
Robotic Appliqué Kits from
QinetiQ kits permit remote
operation of all 70 Bobcat
loader attachments, such
as buckets, tree cutters
and hydraulic hammers
and other tools that can
be used to break through
walls and doors.

Big role for small
fleet of JcB machines
in earthquake-hit haiti
A small fleet of powerful JCB
machines is playing a big role
in paving the way for rebuilding
in part of earthquakedevastated
Haiti.
Two JCB excavators and a JCB
wheeled loading shovel have been
bought by the international charity
Oxfam and donated to the not-for-profit
organisation Disaster Waste Recovery
(DWR) which is clearing damaged
houses and recycling the resulting
debris in one of the poorest areas of
the Caribbean island’s capital Port Au
Prince.
The JCB JS220XD and JS145W
excavators and JCB 426ZX wheeled
loading shovel machines are working
in partnership demolishing damaged
properties and loading a crusher and
screening plant. The resulting debris
is then recycled and used in the
reconstruction of buildings, roads and
pavements.
The order - which was won in the face
of competition from other major global
manufacturers – also included a JCB
HM1560Q Hammermaster breaker
and a JCB MP200U multi-processor
attachment for use on the JS220XD
and a JCB HM860Q Hammermaster
breaker for the JS145W. JCB also
provided seven days’ on-site operator
training in Haiti.
Oxfam’s Logistic Co-ordinator in Haiti
Hubert Ballaman said: “The location
where the JCB machines are working
is in the town and often in-between
houses and the decision on which
houses are demolished is often down to
local residents who request their plot to
be cleared.
IN ACTION
“This particular part of the project
should see 162,000 tonnes of rubble
cleared, allowing 16,200 people to be
re-housed in 4,500 properties.
“The team is working in very difficult
conditions; it’s busy, hot and dusty and
controlling lots of curious passers-by
can be an issue for the operators and
residents.
“All the operators are very pleased with
the JCB machines and they particularly
appreciate their ease and precision
of operation and working in an airconditioned
cab with a comfortable
seat.”
The demolition and clear-up operation
follows the earthquake on January
12, 2010 which measured 7.0 on the
Richter Scale and killed around 230,000
people. More than a year on, 800,000
people are still living in camps.
Immediately after the earthquake, JCB
Chairman Sir Anthony Bamford donated
two JCB 3CX backhoe loaders worth
$150,000 to help with the relief effort.
They are currently working for notprofit
organisation Food for the Poor
and have so far been deployed to clear
rubble, excavate sewage pits, dig out
foundations and reconstruct walls and
build schools and sanitation facilities.
April 2011
33

IN ACTION
Dancing on Ice has inspired everyone
to don their skates and emulate their
favourite celebrity, but at one ice rink it’s
a Kubota tractor that has proved to be the
star of the show!
Staff at the Eden Project in Bodelva,
Cornwall, have been using a Kubota
B2230 Compact Tractor to power an
Olympia 250 ice machine used to clean
and prepare the ice for skate sessions.
Since Eden’s popular seasonal ice
rink first opened, the organisation
had used a golf buggy to pull its ice
machine. Unfortunately, both machines
were written off during a major flood in
November last year.
The ice machine was replaced by a
faster, more powerful and efficient
Olympia 250m which works by removing
a fine layer of ice, collected as snow,
whilst simultaneously cleaning and
resurfacing the ice using warm water.
It weighs 70lbs empty and can hold 50
gallons of water together with 21 cubic
feet of snow.
John Ryan, the transport manager at
the Eden Project, approached his local
Kubota dealer to find the best machine for
working with the Olympia 250 and David
Marks at Vincent Tractors suggested
that a B30 series tractor, with Kubota’s
ETVCS diesel engine and powerful
hydraulic lifting system, would be best
suited to power the ice machine when
fully laden.
The B2230 was delivered on 10
December and was fitted with special
34
April 2011
Ice Rink supervisor
Jo ‘O’ Neil is pictured
driving the B2230.
Kubota tractor gets
its skates on
tyres featuring special ice-studs as a
precaution to ensure that it wouldn’t
skid. The 22hp machine features fully
hydrostatic power steering, bi-speed
turn and four wheel drive as standard,
ensuring it can maintain good grip in
even the slippiest of conditions.
It has since been used to help create
an expert surface between every skate
session – a feat that takes around 20
minutes on the 35m x 22m rink. As a
result, Eden’s ice rink was able to cater
for approximately 23 skate sessions
every week.
Now that the season’s over, John
explained that the B2230 has been
a huge success: “The Kubota is
extremely easy to operate and drive.
It has excellent visibility and the only
limitations have been caused by the
manoeuvrability of the ice box, not the
tractor. But once staff learnt how to
back it into the corners, resurfacing the
ice has been a doddle. In fact, it’s been
such a hit that I have staff queuing up
to be trained how to use it!”
“everyone’s talking about it!”
IN ACTION
Royal wedding
fever for hewDen
A 55 tonne all terrain crane, operated
by Hewden assisted with preparations
for the royal wedding, ensuring that the
estimated 18.3m UK viewers had front
row seats for the big day.
A full contract lift service was supplied
from Hewden’s Dartford depot to Tothill
Street, London, opposite Westminster
Abbey, to help raise a temporary
television studio into place ready for
the broadcasting of the day’s events
on April 29th, when Prince William and
Kate Middleton got married.
Tothill Street’s location provided
Hewden’s skilled crane team with
a testing challenge to safely and
efficiently lift the studio within the
confines of the street.
The lift began at 4:00am to minimise
any disruption to the popular tourist
area. Meticulous planning and a full
risk assessment was carried out
beforehand, with steel plates being laid
down to support the crane and avoid
potential damage to the road and tube
line that runs beneath Tothill Street.
As the studio was delivered in
segments and built in situ, a number
of consecutive lifts were required to
ensure a successful installation.

SPECIAL REPORT
At PEMIC 2010 - the inaugural
Plant and Equipment
Management Innovation
Conference, hosted by
Birmingham City Business
School, Birmingham City
University - attendees at the
gala awards evening dinner
raised £1,015.00 for Help for
Heroes (H4H). Mr Mick Norton
(centre of the photo, holding
the H4H mascot) was recently
very kindly invited to attend
Hewlett Group offices in Leeds
to present the cheque to Mr
Ken McRitchie and Mr James
Marran for Help for Heroes.
A spokesperson for PEMIC
2010 said: “This humble
donation goes to help and
support our servicemen and
women who have made,
and continue to make, great
sacrifices as a result of
service to their country, with
sometimes horrific injuries
2010
raises money for
H4H and Have a Heart Appeal
being incurred. Their courage
and determination is the pride
of our nation and we salute
and thank them.”
Also at PEMIC 2010 an
OPERC member agreed
to conduct noise at work
research for a major utilities
contractor and donate the full
cost of £1,000 to the ‘Have a
Heart’ campaign. The Have
a Heart Appeal is the charity
of the Heart radio network
and aims to improve the lives
of children living in the local
communities to which Heart
broadcasts.
Text from the appeal states
“We are currently supporting
the amazing and inspiring work
of Childrens Hospices UK. In
particular we are working with
their hospices to further the
delivery of care to seriously ill
children in their own homes.”
Have a Heart is
an appeal run by
Global Charities, a
registered charity
in England and
Wales (1091657)
and Scotland
(SC041475).
Registered address:
Head of Operations and Finance,
Global Charities, 30 Leicester Square,
London, WC2H 7LA
Tel: 0207 054 8131
Web: www.heart.co.uk/have-a-heart
In total therefore, the PEMIC 2010 event
raised £2,015 on the night for two very
worthy charities - let us hope that this
year’s event can raise even more for
similar good causes.
Help for Heroes is a Company
limited by Guarantee, registered in
England and Wales under number
6363256 and a registered charity
number 1120920.
Donations office:
Special reports, Latest news, Worldwide distribution & Expert opinions
for more information about PEMIC 2011
visit: www.operc.com/pemic
Unit 6,
Aspire Business Centre,
Ordnance Road, Tidworth,
Hants, SP9 7QD
Tel: 0845 673 1760
or 01980 846 459.
Web: www.helpforheroes.org.uk
April 2011
NEWS
35

AWARDS
Volvo wins prestigious
red dot design award
Volvo Construction
Equipment’s L220G
wheel loader has
beaten thousands
of international
products to win a
red dot product
design award
2011 – the most
globally-recognized
mark for industrial
design quality.
The L220G wheel loader is
part of Volvo’s new G-series
range and stood out from
the crowd because of its
fuel efficient and productive
design, with 20% increased
lifting force, 10% improved
breakout force and stronger
hydraulics. Entirely Volvodesigned,
the machine
works in perfect, productive,
fuel efficient harmony.
Stina Nilimaa Wickström is
the Design Director at Volvo
Construction Equipment and
heads the Volvo product
design team. He said: “We
36
April 2011
are thrilled to have won
such a prestigious award.
The award is a credit to
our hard working and
creative team at Volvo
and it shows that we are
delivering world class
machine designs. We
are proud to continue the
Volvo tradition of being
innovative leaders in the
construction design arena.”
More than 1,000 guests
from the world of design,
industry, society and
media will celebrate the
red dot award winners on
4 July 2011 in Essen’s
opera house, the Aalto
Theater. The Volvo L220G
wheel loader will then be
displayed during a fourweek
special exhibition
in the red dot design
museum, together with
the other prize-winning
products from 5 July
to 1 August 2011. The
museum is located at the
world heritage site of the
Zeche Zollverein Coal
Mine Industrial Complex
in Essen and houses
the largest permanent
exhibition of contemporary
design worldwide.
hss wins rosPa gold
achievement award
HSS Hire has been
recognised by the Royal
Society for the Prevention
of Accidents (RoSPA) with a
Gold award for demonstrating
excellent health and safety
management at the 2011
Occupational Health & Safety
Awards
HSS HSEQ Manager,
Lee Marsh said: “We are
very proud to have been
acknowledged with the
coveted Gold award. It’s
a rigorous assessment
process with a judging panel
made up from the industry’s
leading health and safety
personnel and it really tests a
company’s health and safety
commitment. This is a great
reflection of our unwavering
health and safety focus.
“To win this achievement
award we demonstrated
excellent systems and culture,
below average and reducing
rates of error and no fatal or
major injuries. And while we
know that we are a safety
focused organisation, it’s
great to be given the nod of
approval by RoSPA”.
The judging panel - made
up of the Health & Safety
Executive and the Institute of
Occupational Health & Safety
amongst others - describes
Gold achievers as taking
“a rigorous approach to
occupational health and safety”
and demonstrating “high levels
of compliance with control
measures”.
RoSPA says: “Gold Award
winners have achieved a very
high level of performance,
demonstrating well developed
occupational health and safety
management systems and
culture”.
The Gold RoSPA award is the
latest in an impressive string
of safety certifications for HSS
Hire - still the only tool hire
company to have achieved a
4 star award from the British
Safety Council, as well as
OHSAS18001, Safe-HIRE and
ISO9000 certifications.

achieves
ineos safety
award
Hewden has been recognised for
its high standards of safety by the
petrochemical company, INEOS.
After receiving the bronze contractor
safety award in 2009, Hewden went
one better in 2010 by achieving silver
for its safety performance on the
INEOS site in Grangemouth, Scotland
and for its work with the Grangemouth
Contractors Safety Alliance.
There are over 60 contractors
based on the INEOS site – home to
Scotland’s only crude oil refinery.
Each year, all of the contractors’
safety performance is marked across
14 criteria. In order to receive its
award, Hewden had to attain at
least silver status in all 14 of them.
On receiving the award for
performance in 2010, John McAllister,
Hewden contract manager at
the Grangemouth site said:
“The marking criteria for this award
clearly demonstrates the rigorous
safety standards that are set
by INEOS. It’s therefore a great
achievement to be recognised
against such a high standard,
and this award demonstrates the
importance that Hewden as a
company puts on health and safety.”
Speedy has been recognised by the
Royal Society for the Prevention
of Accidents (RoSPA) in its 2011
Occupational Health and Safety
Awards, winning a silver award for
its commitment to health and safety
across the construction industry.
Its Safety from the Ground Up campaign
launched back in 2005, was the first of
its kind and aims to increase awareness
of best practice across the industry as
well as providing training and guidance
on handling tools and equipment safely.
Speedy also works closely with
organisations such as the Health
and Safety Executive (HSE) and
the Federation of Master Builders to
deliver schemes that promote safe
working within SME businesses.
RoSPA’s awards scheme was launched
55 years ago and assesses accident
records as well as entrants’ health and
safety management systems which
include practices such as leadership
and workforce involvement.
The award comes in addition to
Speedy being shortlisted in six
categories for the annual Hire
Awards of Excellence, winners for
which will be announced in May.
AWARDS
given royal stamp
of approval
Steve Corcoran, Chief Executive, Speedy
Steve Corcoran, chief executive at
Speedy said: “Our commitment to
support our customers in reducing
work-related accidents by promoting
safer working practices at site level,
is both long-standing and ongoing.
This award recognises a fantastic
team effort from everyone at Speedy
to ensure safety remains high on
our agenda and reinforces our
determination to stay at the forefront
of business in raising the standards
of health and safety awareness
across the whole of UK industry”.
David Rawlins, RoSPA’s awards
manager, said: “RoSPA firmly
believes that organisations that have
demonstrated their commitment to
continuous improvement in accident
and ill health prevention deserve
recognition. Speedy has shown that
it is committed to striving for such
continuous improvement and we
are delighted to honour it through
the presentation of an award.”
April 2011
37

EVENTS
lord Digby Jones will address
Preparations for this year’s PEMIC
2011 event - the annual Plant and
Equipment Management Innovation
Conference - are well underway!
The event will take place on 16th
November and is hosted by The
Centre for Business Innovation and
Enterprise (CBIE) at the Business
School, Birmingham City University
in association with the Off-Highway
Plant and Equipment Research Centre
(OPERC). Why not attend and find out
about the very latest innovation within
the plant and equipment community?
Be at the head of knowledge not
behind it!
Due to growing demand and building
upon the success of last year’s event,
PEMIC 2011 promises to double in
size and capacity with a new larger
venue booked. The event consists
of a day’s conference featuring
prominent guest speakers from some
of the world’s premier plant and
equipment organisations, including
(in no particular order): JCB , Finning
UK, Balfour Beatty Group, Morrison
Utilities , A-Plant, Mentor FLT, ITW,
Nordlock, Globus and My Zone.
A collection of images from last year’s event
38
April 2011
In addition to industrialist presentations,
there will also be a presentation by
the Health and Safety Executive
and an adjoining static display of
innovative machinery by many
leading international manufacturers.
This year’s headline speaker is Lord
Digby Jones (former Chairman of
the CBI) who will be presenting on
Business Innovation and Enterprise.
Keynote speaker, Lord Digby-Jones
“everyone’s talking about it!”
The PEMIC conference is also
host to the OPERC International
Awards for Excellence (IAE). These
prestigious IAE awards celebrate
the outstanding contributions made
by professionals throughout the
plant and equipment community.
Areas of professional or scientific
endeavour include: safety, production
performance, professionalism,
education and training, engineering
design or technological advancement.
Additional awards are also made
to leading academics who have
consistently demonstrated sustained
leadership and research output
at an international standing.
The IAE Awards gala evening event
will include a champagne reception,
live classical music, five-course
evening dinner, entertainment and
complimentary drinks. Already
over 170 of the 220 seats available
for the evening dinner have been
taken by event sponsors so hurry
if you want to buy a ticket!
The comedy show alone promises to a
real hit of light entertainment to round
off what promises to be a superb
day for any industry professional.
During an hour and a half show,
compere Geoff Whiting (a renowned
comedian in his own right!) will
introduce three acts ranging from the
budding new talent of the comedy
world (Ms Taylor Glenn) through to
the stars of UK television including
Mr James Redmond (Hollyoaks and
Casualty) and the headline act Mr
Bob Mills – one of Britain’s most
talented alternative comedians.
Further details of the event,
including attendance, costs and
sponsorship (note tickets are limited),
visit the PEMIC 2011 website at:
www.operc.com/pemic or
contact the event organisers at:
pemic@operc.com.

uK Vibration
conference
Registration is open for the 46th Annual
UK Conference on Human Response to
Vibration, organised by the Health and
Safety Executive and Health and Safety
Laboratory. The conference will be held
in Buxton, Derbyshire on 20th - 22nd
September 2011.
The conference provides a technical
forum for exchange of information,
dissemination of research findings
and the opportunity to be updated
on current issues related to human
exposure to vibration. Presented
papers will cover all aspects of handtransmitted
vibration, whole-body
vibration and motion sickness.
This annual conference usually
attracts a diverse mix of delegates
from industry, academia, consultancy,
military and government, with
backgrounds in health and safety,
engineering, psychology, medicine,
physiology, science and ergonomics.
While the conference is usually based
in the UK, it always attracts a significant
number of overseas experts.
Delegate fees are £275 + VAT which
will include conference proceedings,
lunches / refreshments and conference
dinner. Registration closes on 17 June.
Full details of the conference can
be found at: http://www.hsl.gov.
uk/health-and-safety-conferences/
ukhrv2011/home.aspx
No No 12 12
construct-a-gram
construct-a-gram
U
_ _ _ _ _ _ _ _ _ _ _ _ _
Clue: Workplace hazard
COMPETITION
Prize coMPetition
M N
HU
L
A
A
Special reports, Latest news, Worldwide distribution & Expert opinions
L G
A
N
D
D
Can you solve this anagram?
Then email your answer to
pep@operc.com, quoting
“Construct-A-Gram No 12”, and
you could win a copy of Dr Plant’s
Construct-A-Grams (RRP £5.99).
The book contains another 50 of these
brain-teasing anagrams, each with a
humorous illustration by Geoff Tristram.
Closing date for entries is June 30 th
2011 and four winners will be drawn at
random from correct entries received.
April 2011
IN
39

PEOPLE
New CEO at
Volvo ce
Mr Pat Olney has been appointed
the new CEO of Volvo Construciton
Equipment. Pat has an extensive
experience spanning 17 years in the
construction equipment industry, with
10 of these in senior management
roles within Volvo CE.
During 2001–2004 Pat was the CFO
of Volvo CE, and was then appointed
President of Volvo Motor Graders,
a position he held until becoming
President of Volvo Road Machinery
in 2007. Since 2009 he has been
Executive Vice President and Head of
Operations at Volvo CE. This position
includes all global manufacturing as
well as global purchasing. Prior to
joining Volvo he held various positions
at Price Waterhouse.
Pat said: “This is an exciting time in our
industry and in Volvo CE in particular.
I am honoured to have the opportunity
to continue the implementation of our
Fit for the Future strategy which has
been very successful so far.”
“I am very pleased with Pat Olney
as my successor. He has a long
and extensive experience in the
construction equipment industry and
has been instrumental in putting Volvo
CE’s new strategy in place. He has
delivered very well as Executive Vice
President of Global Operations and
in his previous positions”, said Olof
Persson who leaves Volvo CE to take
up a new position as deputy CEO of
AB Volvo from 1 May and the role as
President and CEO of AB Volvo as of
1 st September.
40
April 2011
New Director at
groeneveld
Groeneveld Transport Efficiency in
Gorinchem (NL), leading manufacturer
of automatic greasing systems, oil
management systems and active safety
devices, has appointed Michel Kwetters
to the position of Director of Sales
Operations. In this position, Michel
will be responsible for the activities
in countries where Groeneveld is
represented by independent importers
and agents.
Groeneveld, which is celebrating
its 40th Anniversary this year, has
company-owned subsidiaries in more
than 20 countries around the globe,
from Europe to Australia, New Zealand
and North and South America. In
addition the company is represented
by independent importers in various
countries in Central and Eastern
Europe and in the Middle East.
Appointing Michel to the position of
Director of Sales Operations will allow
the company to provide optimal support
for these importers and the customers
in those countries, and to give these
markets the attention they deserve.
Michel has a business economics
background and worked for BMB in
Veen (NL), an internationally operating
electronics company, where his last
position was Director of Sales &
Marketing.
Morgan sindall
appoints
London MD
Morgan Sindall has underlined its
commitment to expanding its presence
in the capital with the appointment of
Peter Jacobs as regional managing
director for London.
Peter has a substantial track record
of achievement in the UK construction
industry and over the last 35 years has
been responsible for the delivery of
a number of key London projects for
major customers including Lend Lease,
Stanhope and Land Securities.
Prior to joining Morgan Sindall, Peter
spent 24 years at Bovis Lend Lease
where he was a director for 10 years.
His latest role was as delivery director
for the £1.4 billion Olympics Athletes
Village. His new position will involve
managing and growing the Morgan
Sindall business in London.
Peter, who is currently senior vice
president of The Chartered Institute
of Building, said: “London is one
of the great cities of the world and
despite all the challenges posed by a
slow economy, it remains a desirable
and secure location. A rich vein of
development opportunities exists
for organisations that can provide
exceptional service to their customers.
Morgan Sindall has superb capabilities
and an admirable reputation for
successfully delivering projects. We are
well-positioned to seek out and respond
to relevant opportunities across a range
of sectors and scale of project.”

Training and Testing
Specialist in construction plant and
equipment operative training and
assessment.
Courses tailored to suit client’s
specific site requirements.
Anywhere in the UK.
Contact:
Mr Mick Norton BEM,
10 Pinders Grove, Wakefield, West
Yorkshire, WF1 4AH
Mob: 07880 743288
Tel: 01924 210817
Email: micknorton@spindoctor.co.uk
www.cpcs-plant-training.co.uk
BarrY
roBinson
consulting
Specialist Trainer in Quarrying and
Construction Plant and Equipment.
Contact: Mr Barry Robinson, MBE.
Mob: 07815 736 924
aPPle
inDustrial
safetY
PLANT & SAfETY TRAINING;
OPERC Safetynet testing, NPORS,
RTITB, CPCS, IPAf, CCNSG, SPA,
VCA and PASMA, UK & Europe.
Mill 1, The Business Park, Mansfield,
NG19 8RL
Tel: 0845 505 2020
fax: 0845 505 2021
Contact: Kay Knowles
kay@applesafety.co.uk
Web: www.applesafety.co.uk
ritchies
training centre
Construction plant training courses,
LGV/PCV training, crane training,
forklift training. NPORS, CPCS,
LANTRA, OCR, FTA, RHA and
Department for Transport.
Hobden Street, Glasgow, G21 4AQ
Tel: 0141 557 2212
fax: 0141 558 8252
Email: sales@ritchiestraining.co.uk
www.ritchiestraining.co.uk
tasc solutions
Providing educational resources and
consultancy on specialist plant and
equipment, and services on diamond
drilling rigs, diamond cutting, masonry
saw benches, floor saws and
abrasive wheels.
5 Tavistock Close,
Sittingbourne, Kent, ME10 1JY
Tel: 01795 436435
Mob: 07515 994986
info@adamsconsultancy.org.uk
fielD sales
training grouP
Field sales training workshops
individually tailored to the precise
requirements and
aims of your
company.
sharP Practice
Management Consultancy with a deep
understanding of the Capital Equipment
Industries and Markets. Specialists in
Private Client research and analysis
of the Capital Equipment Markets on a
Global Basis.
3 Hartwell Grove, Creswell Manor,
Stafford, England, ST16 1RW
Mob: 07932 693 184
Tel: 01785 606 677
Email: info@sharppractice.eu
www.sharppractice.eu
roBinson Plant
serVices
“Giving you full service,
quality and value”
7 Carsic Lane, Sutton-in-Ashfield,
Nottinghamshire, NG17 2AS
Tel: 07812 148711
For a free quote
contact Field Sales
Training Group
info@fieldsalestraininggroup.co.uk
Tel: 07788 480220
richard@robinsonplantservices.co.uk
CLASSIfIEDS
Miller
Plant
Specialists in the supply of new and
quality used construction equipment
for the UK and abroad; full service
backup and training provided.
Miller Plant, Woodside House,
Pedmore Road, Dudley,
West Midlands, DY2 0RL
Tel: 01384 262400
fax: 01384 350269
Email: millplant@aol.com
carl PalMer
Master engraver and craftsman.
Hand engraving for trophy prizes and
crystal wear.
Contact: 07751 978731
Geoff Tristram Ltd
Artist, cartoonist and
comedy novelist.
Fine art and
illustration, cartoons
and caricatures.
‘Live’ caricatures at
corporate events.
Humorous talks - ‘Confessions of an
Artist’ - amusing anecdotes from 30
plus years as a professional artist.
Tel: 01384 442881
Email: gt@geofftristram.co.uk
www.geofftristram.co.uk
e&P construction
sKills liMiteD
Professional trainers offering a wide
range of courses to the construction
industry. NPORS Accredited Training
Provider.
Contact: 55 Oldfield Drive, Vicars
Cross, Chester, CH3 5LT
Tel: 0845 619 0910
Steve: 07531 725 598
Bobby: 07531 725 650.
tYPing Matters
your virtual office assistant
Providing a 24/7 confidential,
reliable and cost-effective on-line
transcription service for
all your typing requirements.
Tel: 01785 606677
Email: typingmatters@ntlworld.com
April 2011
41

NEWS MEGABYTES
42
MB
news MegaBYtes
in touch win tarmac contract
After 20 years of working alongside Tarmac Ltd, In
Touch have become its only officially recognised,
and preferred radio supplier throughout the U.K.
In Touch MD, John Walden said “It is especially
pleasing to win this contract in the current economic
climate through providing the highest quality
service at competitive rates. We are looking
forward to continuing to provide Tarmac with all
their two-way radio requirements for the future.”
uK ohl qualifications
travel overseas
Balfour Beatty Utility Solutions has become the
first company to roll out the UK Overhead Lines
(OHL) industry standard qualification to its overseas
operations. Competency levels will therefore be
standardised for all operatives, whether they
are working within the UK or internationally.
The International Vocational Qualification (IVQ)
in Electrical Power Engineering - Overhead
Lines is accredited and awarded by City and
Guilds and is being delivered by the company’s
specialist OHL training centre in the Philippines.
a-Plant invests in its managers
A-Plant has developed an industry-leading
Management Development Programme accredited
by the Chartered Management Institute (CMI).
Thirteen A-Plant managers have already achieved
the CMI Level 5 Diploma in Management, with
five then going on to gain Chartered Manager
status with the CMI. A number of graduates from
the programme have also gained promotion
to more senior roles within the business.
Bad vibrations at land rover
Following charges by the HSE, Land Rover has
pleaded guilty to failing to take into account
the risks associated with workers at its Solihull
plant using vibrating hand tools. The firm was
prosecuted after a HSE investigation in 2007
into the working practices concerning two
employees in the weld destruct section where
air chisels were used to undo welds on cars to
test the strength of them. The firm was fined
£20,000 and ordered to pay £60,606 costs.
April 2011
“Success
usually comes
to those who are
too busy to be
looking for it.”
Henry David Thoreau
Have you thought about
advertising in Plant and
Equipment Professional?
Email us at pep@operc.com
for more details.
“everyone’s talking about it!”
Escape routes
and exits should
be kept clear

It was a very long day …..
Dear Editor
I was alarmed by Mr Mick Norton’s article “A day in the life of a plant
operator /examiner”. What I found more than a little un-nerving considering
his attitude toward health and safety, was that he thought it acceptable
to undertake an 8hr working day in between what must have been at least
a 6 hour long road trip. I would have thought that he would have booked
accommodation at least one leg of the journey to ensure he was not a
danger to other road users. As he stated on more than one occasion “It was
a very long day” and a potentially dangerous one as well Mr Norton.
Mr W. McLean
PEP forwarded this letter to Mr Mick Norton and this is his response to Mr McLean:
Dear Mr McLean
I am indebted for your concerns on the health and safety aspects of my return trip to central London in last month’s PEP.
You raise some valid points to which I will endeavour to respond.
As a self-employed person I realise that I have responsibilities similar to an employer where I must ensure that others are
not put at risk by my work-related driving activities. Although health and safety law does not apply to commuting, unless
the employee is travelling from their home to a location which is not their usual place of work and this poses the question
for the self-employed, “What is their usual place of work?”
Notwithstanding the anomalies that exist in law, I always plan each of my journeys meticulously, careful to abide by the
Department of Transport’s advice for occupational road risk which states:
• Make sure your journey includes a 15 minute break every 2 hours.
• Don’t start a long trip if you’re already tired.
• Avoid trips between midnight and 6am.
• If you feel sleepy find a safe place to stop.
• If you drink coffee or a high caffeine drink allow 10-15 minutes for the caffeine to kick in.
You will note in my trip to central London I deliberately parked my car at Luton Airport in order to have a traffic free final
stage to the Tottenham Court Road site. With the best will in the world I can never cater for the unforeseen incidents that
can occur on a UK Major Contractors daily routine. Although I arrived on site well before midday administrative problems
by others delayed my intended assessment timings thereby delaying my departure time north, by several hours.
I make regular trips into Central London to assess plant operators on a wide range of construction and plant equipment
and always park up at Luton. Yes, it’s congested and time consuming but when it goes well, can be achieved inside a 12
hour period. On other works I have travelled by rail, Wakefield to King’s Cross which is always within 2 hours, a welcome
respite from the motorway.
For somebody who travels the length and breadth of the UK, often covering up to 50,000 business miles in a year, I am
acutely aware of my driving capabilities and my duty of care to other road users. Indeed your own company has attended
OPERC functions in Staffordshire necessitating a 334 miles round trip from Eastleigh in Hampshire not dissimilar to my
Wakefield to Luton round trip of 300 miles. Many thanks for raising the issue, you can rest assured I will consider your
advice on my next journey south from West Yorkshire.
Mick Norton BEM
Special reports, Latest news, Worldwide distribution & Expert opinions
We reserve the right to edit letters. Letters printed represent the opinions of the author and do not necessarily reflect those of the Editors.
Do you have any views or
opinions you would like to
share with other readers?
Send your letters to the Editor to:
on-track Multimedia,
Po Box 5412, Dudley,
west Midlands DY1 9hJ
or email us quoting ‘Letters to the
Editor’ to pep@operc.com

STOP THAT THIEF!
Cesar p1 identification
system And enigma SKYLINE
p2 immobiliser package
Worth OVER £450 fitted f.o.c.*
44
UTILITIES
We know how valuable your Volvo compact excavator is to
you: should the unthinkable happen and you suffer a theft, the cost
of the downtime alone could run to thousands.
That’s why we’re offering for a limited period* free fitting of the
CESAR Thatcham approved P1 identification system together with
the ENIGMA Skyline P2 category immobiliser on all Volvo EC15C,
EC17C, EC18C & EC20C models of compact excavators.
Volvo Construction Equipment Division
Volvo Group UK Ltd
Duxford, Cambridge CB22 4QX
Telephone: 01223 836636
Fax: 01223 832357
sales.vcegb@volvo.com
www.volvoce.co.uk
April 2011
Main features include:
®
NEWS
• CESAR Thatcham approved P1 identification system
• Thatcham approved ENIGMA Skyline P2 eTouch immobiliser
• 3 separate circuit immobilisation
• Passive arming 60 seconds after switching the machine off
• Dallas iTouch coded key system (No codes to remember)
• Up to 40 programmable user keys available
• Alongside CESAR the eTouch will give you a 3 star rating
against the Thatcham 5 star maximum security rating
• Call our hotline on 01223 251705.
* Offer valid until 30th June 2011. For full terms and conditions of this offer
please visit our website www.volvoce.co.uk