The share of electricity that the world’s 20 major economies are generating from the sun and the wind has jumped by more than 70 per cent in the space of five years, new figures show. In a sign of the shift away from fossil fuels that is starting to take
Last year it was announced that the HLF had set aside a £2.8m grant for the development of a brand new centre of excellence for the BHI. The centre, originally imaged to provide much needed training for the future generation of clock and watchmakers in the UK, has now seen
Beginning as a local scaffolding company just over fifteen years ago, and mainly servicing local construction sites in various restoration and renovation works, SCA Group targeted the lucrative ship-building industry and has since achieved national acclaim. Now firmly established as the UK’s leading scaffolding contractor to the ship repair industry,
Historically, environmental responsibility and corporate profitability are two concepts which one could argue to sit on the opposite side of the scales, with efforts to sharpen environmental operations lowering profits, and often, visa versa; a sad fact, one might argue. This, however, is no longer the case. Over the times,
In recent years, insulation has accelerated in importance for contractors and consumers alike and is amongst the most rapidly growing sectors in the industry. Despite an uptake in business, techniques and solutions have been proportionately slower to progress. Systems have remained unchanged for decades and with the increase in activity,
Buildbase: The Tradesman’s Supermarket (The Following is a Promoted Article) Of the challenges facing regional tradesmen, the sheer complexities of building a well established supply chain is often almost as daunting a concept as the job itself. Not only do smaller contractors struggle to find the right supplier for the job,
The share of electricity that the world’s 20 major economies are generating from the sun and the wind has jumped by more than 70 per cent in the space of five years, new figures show. In a sign of the shift away from fossil fuels that is starting to take hold in some regions, G20 countries collectively produced 8 per cent of their electricity from solar farms, wind parks and other green power stations in 2015, up from 4.6 per cent in 2010. Seven G20 members now generate more than 10 per cent of their electricity from these sources, compared with three in 2010. The seven were led by Germany, home of the Energiewende — a policy shift towards green power. Renewables made up 36 per cent of its electricity mix, according to data compiled for the FT by the Bloomberg New Energy Finance research group. The UK, Italy and France all generated more than 19 per cent of their electricity from renewables while Australia and Brazil reached 11 per cent and 13 per cent respectively. For the 28 members of the EU, the number was 18 per cent. The figures do not include hydropower, one of the oldest sources of renewable electricity. Instead, the data underline the growth of newer forms of green energy such as solar and wind farms that have been heavily subsidised in many countries as governments try to combat global warming. This growth has been especially striking in the UK, which generated 24 per cent of its electricity from such renewables last year compared with just 6 per cent in 2010. Still, fossil fuels continue to dominate the electricity supply in many countries, including the US and China, two of the most powerful proponents of the UN climate change accord struck in Paris in December. China is the world’s largest clean energy market, accounting for nearly a third of the $329bn invested in clean energy globally last year as the government continued to boost its renewables industry. A Chinese company, Goldwind, became the largest wind turbine maker in 2015, putting an end to more than 30 years of US and European supremacy in the industry. Chinese solar panel companies have long ruled that sector. Despite this, renewable power stations such as wind and solar parks only accounted for a 5 per cent share of China’s electricity mix last year, according to the BNEF figures, about the same as India, Mexico and Japan. That is because China added a “substantial” amount of coal-fired power generating capacity over that five-year period, said BNEF analyst, Abraham Louw. In the US, the administration of President Barack Obama has made big efforts to cut carbon pollution from the country’s power plants, while wind and solar power stations have grown sharply. But fossil fuels continue to lead the country’s electricity mix, with the BNEF research showing non-hydropower renewables accounted for only 8 per cent of the total last year. That is a lot more than Saudi Arabia and Russia, however, where newer renewables remain negligible. Sample the FT’s top stories for a week You select the topic, we deliver the news. Source link
Last year it was announced that the HLF had set aside a £2.8m grant for the development of a brand new centre of excellence for the BHI. The centre, originally imaged to provide much needed training for the future generation of clock and watchmakers in the UK, has now seen a team of leading experts come together to “get the ball rolling” and “spearhead” the project for the brand new Centre for Horology. The scheme itself is known as “Saving Time” and serves as phase one of the £8.5m mission plan from Focus Consultants to bring the project to the site. To begin with moving the project forward, the mentioned team was appointed to pull together a fully-costed proposal for the scheme, pursue with application for planning permission, and also pursue a second-round application with the HLF as preamble to the release of the aforementioned grant. As for the team itself, the BHI chose Focus Consultants as project manager, quantity surveyor and bid planner, with Guy Taylor Associates then appointed for the remit of architecture, William Saunders for the civil and structural engineering, and SVM for mechanical and electrical; effectively, bringing together a wealth of expertise all under one roof. In addition to these parties, a number of other consultants and design agencies have also been included to further enhance the level of expertise and capacity in the team. Of course, the appointment of the expert team has been highlighted as a key step in bringing the ambitions of the project into reality, as stated by the BHL’s Chief Executive Officer, Dudley Giles, who went onto say that works on the project are now in, “Full swing.” At the same time, the appointment also serves as the next step towards receiving the HLF grant which is essential to the project’s completion.
Beginning as a local scaffolding company just over fifteen years ago, and mainly servicing local construction sites in various restoration and renovation works, SCA Group targeted the lucrative ship-building industry and has since achieved national acclaim. Now firmly established as the UK’s leading scaffolding contractor to the ship repair industry, the company is contracted to be the sole supplier of scaffolding services to the A&P Group and to BAE Systems Surface Ships, and continues to work on restoration, renovation and new build projects. Scaffolding remains amongst the most high risk equipment in the construction industry and its failure represents the real risk of fatality. Effective delivery of the service then requires keen attention to detail in erection, maintenance and operation, and it’s in health and safety that SCA Group stands out. Despite operating in a number of different sectors and working on a diverse range of projects, the company retains a clear health and safety policy throughout. From initial installation, through to continuous support and maintenance, SCA Group’s committed health and safety taskforce carries out complex site management programmes and site visits while assisting with external and internal audits. It’s with a strong on site presence that the company is able to ensure the quality and safety of its various services. Complemented by the use of remote monitoring software, its hands-on approach enables SCA Group to promote a positive health and safety culture from the bottom up. It also represents the opportunity to consult with those installing and working on the scaffolding and identify areas for praise as well as concern. As Garry Dow, Safety, Health, Environment and Quality Manager at SCA Group explains, “Some of the best feedback you can get is from the operatives themselves. They know the machinery, they know the situation on site, and they have first-hand experience of any issues that have arisen. The team are therefore the go-to when it comes to determining areas for improvement and developing strategies for implementation.” The company extends this attentiveness when partnering with contractors and suppliers and, in doing so, is able to grant ultimate safety and security. With the highest of expectations, and unwilling to compromise on the health and safety of its operatives, SCA Group is discerning when it comes to the selection of partners and materials. The team are similarly observant during projects; most recently, an SCA operative recently received an award for preventing a potentially fatal accident, having noticed a third party’s negligent conduct. With continuous development programmes aimed at all levels of the staff infrastructure, SCA Group maintains the knowledge and skill of its team and reiterates the importance of health and safety. Association membership has been invaluable in supporting that esteem; with registry under the SMAS Scheme, SCA Group been able to assess further market sectors as well as offer an added level of reassurance to existing clients. As a result of its association membership, close monitoring and robust health safety policy, the company has produced exemplary Accident Statistics year-on-year, which are approximately 30% better than national average as published by the National Access and Scaffolding Confederation (NASC). Accident free for three years, the company also boasts accreditation to OHSAS 18001, ISO 9001:2008 and ISO 14001:2015 standards. An expanding yet determinedly clear-sighted company, SCA Group continues to exceed customer expectations: providing an indisputably considerate service. And with a strict philosophy of health and safety cascaded throughout all levels of the business, SCA Group maintains an exceptionally high level of safety and is setting the bar for others to follow.
Historically, environmental responsibility and corporate profitability are two concepts which one could argue to sit on the opposite side of the scales, with efforts to sharpen environmental operations lowering profits, and often, visa versa; a sad fact, one might argue. This, however, is no longer the case. Over the times, a multitude of industry developments have changed the landscape for environmental responsibility, both with respect to how environmental management standards can be met, but also in the importance of pursuing such measures. Key factors that have played a role in shaping the landscape have included the tightening of environmental regulation (and punishment for offences), a growing “responsibility first” culture within procurement, changes in the energy and utilities industries, and also the evolution of modern technology. Sustainable Procurement Firstly, an increased trend has been witnessed with regard to sustainable procurement. Whilst once upon a time, the primary focus of environmental practices would lie within only those works directly undertaken by an organisation, where a degree of direct control allows it more effectively, it is increasingly being seen that a lack of environmental and sustainable credentials can actually not see exclusion from projects and contracts. Not solely limited to governmental contracts, even those organisations operating privately are not increasingly setting themselves environmental targets, and then integrating those contractors operating below them to ensure set standards. This is to a degree now that it can become increasingly difficult for organisations without the credentials to back up their practice, that it may become almost impossible for securing works on larger projects, contracts and developments – a primary source of revenue and associated profits. But where and how is this managed? Whilst, from the outside looking in, it may seem like something impossible for the contractor to manage – after all, they can’t be looking over your shoulder all the time, right? Wrong. Moreso than ever, organisations are requiring for contractors and suppliers to take it upon themselves to report on environmental issues directly, then being held accountable for those reports. Including everything from environmental marks on products, through to base environmental qualifications and clear environmental management systems, all aspects of the process are seeing a great degree of scrutiny. The fact of the matter is simple, with environmental credentials and proceedings becoming increasingly essential on a day-to-day basis, there really is nowhere for companies to run or hide. To ensure that profitable opportunities remain open, environmental management is essential. As to whether these opportunities can be maximised on, however, is an entirely other story. Yet, the penalties for acting in a way that prioritises profitability above environmental concerns don’t solely come from other, private organisations. In fact, while being sidelined for certain envious jobs may indeed make revenue generation an increasingly difficult task, we are increasingly seeing governmental pressures emerge to ensure a level of environmental responsibility. Regulation & Standards As has been previously reported, larger organisations with considerable profit margins are no longer able to hide behind their finances in cases of corporate irresponsibility. This is certainly not to say that larger environmental proceedings; yet, for those who aren’t, the level of consequence is rapidly rising. When offending on an environmental basis, fines are a given; yet, when one has profits in the hundreds of millions, or even billions, to what effect does a small fine have? One could argue very little at all, and perhaps, historically this may have been true, yet no longer. Adapting with the times, offences are increasingly being handled oh-so-very differently, with finances now actually playing a role in the sentencing process. This is not to say that Party A may inherently be deserving of a fine larger than Party B due to profitability, but moreso the case that those organisations displaying a lack of drive to overcome environmental inconsiderations, and those perhaps offending on multiple occasion, may see their fines scaled in line with company finances – but why is this? Effectively, the measures in place exist to debunk the very concept that a larger organisation can act irresponsibly on smaller-scale initiatives, and show no lack of concern for the repercussions. Fines for those operating in such manners may no longer remain as the low penalties they may be perceived as to organisations of such size – the entire point being, in fact, that the value pushed may be one worthy of encouraging an organisation to change it sways. Though this isn’t to say that larger organisations often do act as such, with many of the industry’s largest actually displaying impeccable environmental credentials, yet, through a development in the accountability of larger organisations, and factoring in their own finances to justify any and all penalties, it is increasingly becoming an area of compulsory focus for those organisations wishing to maintain profitability. Taking a step back from the direct penalties of not acting with environmental responsibility, others can also be found in a more flexible format through the sourcing of energy. As organisations expand, it is almost of inherent nature that so too do the costs associated with their business, specifically including energy usage. As such, monitoring energy costs is of great importance – but firstly, lets look at the energy industry. Changes in the Energy Industry As has been widely reported already, the non-renewable energy markets are not only ones under a degree of scrutiny due to the relative impacts on the environment, yet also the present economic state is increasingly highlighting a degree of instability in the markets which can’t simply be overlooked. And although new sources of energy are indeed located at times, thus providing brief buoyancy to the market, the fact of the matter remains quite simple, reserves are dwindling. Increasingly, focus has been held on Germany, serving as a showcase of what can be achieved through effective plans for renewable power generation, with solar photovoltaics being seen as one of the primary ways forward in energy generation – but this, surprisingly, isn’t the point of this section. Taking a step back and,
In recent years, insulation has accelerated in importance for contractors and consumers alike and is amongst the most rapidly growing sectors in the industry. Despite an uptake in business, techniques and solutions have been proportionately slower to progress. Systems have remained unchanged for decades and with the increase in activity, as well as the increasing use of poor quality timber in the process, something has to change in order to prevent a future of failures. Introducing pioneering best practice to a sector of renewed interest, Swifix offers ground-breaking new possibilities in the way of efficiencies and cost reductions. Swifix made its entry into marketplace at the end of 2015 and, with its revolutionary range of insulation products, has ambitions to invoke sector-wide change. Where insulation would ordinarily be interrupted by external fitments such as washing lines, downpipes, lights, alarms and outdoor taps, signage, canopies, the company presents the opportunity for 100% building insulation– and at a fraction of the cost. Millions of UK properties can benefit from insulation renewal and thousands are upgraded on a daily basis. At present, the process currently involves stripping every fitting from the exterior, and fitting large blocks of timber in order to be able to replace fixtures with a screw. The use of timber instantly compromises the insulation system and introduces areas of weakness, thereby preventing maximum gains in efficiency. As Paul Brown, Managing Director of Swifix continues, “As soon as you incorporate timber into the system, you’re effectively introducing an alien, unnecessary product. Coupled with inappropriate timber being used due to costs and the insulation process has the potential to cause long-term system failures, putting customers at financial as well as health and safety risk. Though it’s been best practice in the sector for quite some time, that’s purely because there has never been a commercially suitable alternative.” That alternative however has now arrived, and Swifix suite of products have been designed and engineered so as to be installed in conjunction with external or solid wall insulation, and are there- fore capable of making a structure completely water-tight. Alongside maximum thermal efficiency and the accompanying savings on annual fuel bills, clients are also provided the assurance of a product which is long-term, non-degradable and flexible to repair and maintain. Brown is keen to stress the advantages of such: “One of our target markets is social housing, and those properties require much more in the way of maintenance and repair. If somebody wants to fit something to the property three days, three weeks, or three years down the line, Swifix products provide the flexibility to do so without compromising on the integrity of either the structure or insulation.” Of course, beyond a product being more technically-capable, it must be financially viable, and cost remains a motivating factor for both domestic and commercial property-owners. As well as the long-term cost advantage of increasing energy efficiency, Swifix’s installation products are also far cheaper at initial investment; for a typical, three-bedroom, semi-detached house, using the Swifix range would provide savings of up to 20% as opposed to the use of timber, and over a 100% against alternatives currently on the market. The products in scale therefore provide critical competitive advantage for main contractors and developers. Having currently gained approval and recommendation from 14 of the UK’s largest system manufacturers and secured the backing of the both National Insulation Association (NIA) and Insulated Render and Cladding Association (INCA), Swifix has high aspirations for the future. Determined to ‘re-define best practice’ in an industry of phenomenal growth, the company is encouraging businesses to embrace change and enjoy guaranteed results. and savings.
Buildbase: The Tradesman’s Supermarket (The Following is a Promoted Article) Of the challenges facing regional tradesmen, the sheer complexities of building a well established supply chain is often almost as daunting a concept as the job itself. Not only do smaller contractors struggle to find the right supplier for the job, but with the inability to demand economies of scale and a lack of support in finding the right products for the task at hand, comes a situation in which contractors are unable to focus on what it is that they do best. But this is where Buildbase comes in, offering a simple and effective source for everything required by the modern tradesman. Established in the UK some 20 years ago, Buildbase, part of the Grafton Group, the UK’s third largest builders merchanting business, has an unrivalled offering of everything the modern-day building contractor could hope for. Electricbase, Hirebase and Plumbase sit alongside Buildbase in the Grafton merchanting portfolio of businesses, enabling tradespeople to access the full range of building materials. The core of the Buildbase range is, as is to be expected, standardised building products, however Buildbase differentiates itself by being the only national supplier of the whole package of these products, combined with that of a comprehensive range of electrical goods – something which keen competitors have yet to fully develop. Additionally, Buildbase also has a national hire business, boasting 120 sites across the country where customers are able to hire whatever they may need. Understanding that individuals are, in general quite “time poor”, Buildbase presents itself as a one-stop-shop, an easy and simple solution for sourcing any supplies for the task at hand. As Kate Tinsley, Managing Director of Buildbase explains: “We can essentially build a house from the ground upwards, with every single thing you can see in that house, provided here, by us. Whatever the build contract is, Buildbase can support with a complete materials offering. They can find everything they need in one place, reducing time and money spent driving around to negotiate prices with different sources. Instead, they simply come straight to us and do it all in one go.” The Buildbase range is consistently being updated, not only to incorporate new products, but also to ensure that everything on the shelves is fit for purpose. While customer and market research do play a vital role in this process, Buildbase equally regards the importance of direct customer feedback and liaison with customers on a day-to-day basis. Through straightforward communication, Buildbase team members pursue an initiative-led approach to better understanding customer needs and effectively finding ways of making it as easy as possible for tradesmen to complete the jobs which they are currently working on. Key to this ethos is, as one would expect, the economies of scale that Buildbase can offer its customers. This is achieved by offering customers the weight and breadth of Buildbase, as well as of the Grafton Group, in getting the best value, fit for purpose products on demand. As Kate Tinsley furthers: “We leverage everything powerful that comes with being part of a national company. This mostly comes down to the suppliers, but is also about making sure the people at the front-end of our network are agile and responsive to customer needs. It’s effectively like being a local merchant but with the national leveraging behind it.” Yet it isn’t simply a case of supplying to the requirement of the customer, as Buildbase understands it. Due to the sheer experience and understanding of the wider industry, Buildbase simultaneously toes the line of offering a responsive needs-based service, whilst also providing an advisory role in both specification and the best products for the job itself. And this level of support is essential for many an SME, where tradesmen may have ambitious designs or challenges to meet, but require something a little above and beyond the bare provision of product and, in this instance, Buildbase is able to step up to the challenge and work alongside the customer to assess the commercial viability of a project as well as the various areas which must be covered over the course of the project itself. “One of the big differentiators between us and our competitors is that our staff have extensive product knowledge and, as experts, we can offer advice where required. We also offer an estimating services and so, people can bring in their building plans and we can advise on how much that might cost from a project perspective,” enthuses Kate Tinsley, nodding to the support offered to tradesmen through simple, yet effective communication. It is, however, not solely on this side of the fence that truly defines Buildbase. Kate Tinsley adds: “We work really closely with key suppliers,, partnering with them and taking new product suggestions. Additionally, we’re in constant communication and we’ll feed back customer thoughts and responses to their products too – in this industry you have to work closely with the manufacturers as ultimately they are the ones with the intimate product knowledge that can often be required by our customers.” On both sides, it is the expertise of Buildbase’s team that makes all of this possible. Unlike many keen competitors who do indeed offer a friendly service, Buildbase’s offering is one whereupon each and every member of the team is qualified and experienced enough to offer targeted, project-specific advice and consultation. This approach is not only backed by extensive training programmes for the team, but also through a keen recognition of the importance of this service and the motivational support required to ensure that each and every member of staff is both ready and able to provide for the customer as best as can be done; effectively, as Buildbase understands it, it is a case of developing relationships in an industry where trust is paramount. Providing her personal thoughts and drive behind the Buildbase approach to people, Kate Tinsley explains: “I try to push engagement with our people. It’s very much a relationship-driven industry and if we
