NEWS INDEX

Success at the Steeplejack Awards

Changes to Helideck Lighting Standards

Industry Veteran turns 80 in Style!

Buy Cheap, Pay Dear

Planning for Growth

Engineering runs in the Family

On Your Marks....

SUCCESS AT THE STEEPLEJACK AWARDS

Delta Many Congratulations to one of Delta International's Apprentices- Craig Travis- in his recent success at the annual Bircham Newton Steeplejack Award Ceremony. 

Not only did Craig become the FIRST steeplejack apprentice to complete and be awarded an NVQ, he was also honoured with two of the top awards; The Walter Bacon Award for Laddering, and The Ted Fuller Award for Highest Achiever.

Congratulations are also extended to Delta Foreman Joe Croly for completing his NVQ.

Delta International has a long tradition of encouraging and supporting apprenticeships in the industry, and successes like the ones above show the hard work and dedication that is put in on a day to day basis.

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CHANGES TO HELIDECK LIGHTING STANDARDS 

For further information and enquiries please contact Delta Middle East: 

lighting@thinkdelta.com or

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 INDUSTRY VETERAN TURNS 80 IN STYLE! 

The Specialist Access Industry’s oldest active Director, Herbert Bird, Chairman of the Delta Group, celebrated his 80th birthday last Saturday with his family and close friends at Manchester’s famous Bridgewater Hall. To honour his lifetime of achievements, dedication and passion for his work, Bert was presented with a special handmade trophy featuring an original reclaimed LB1 fixing from the Pilkington Chimney, St. Helen’s – the first tall structure Bert ever worked on in 1961.

A UNIQUE CAREER

Bert recalls this incredible 260 ft. high structure which was built on top of the Pilkington Glass Works in Lancashire. Bert and his team worked day and night for 12 days straight to finish the project; a huge chimney that was to revolutionise the plant. Recalling his 60+ year career, Bert said:

“I’ve been very lucky and had an incredible life. I love this industry. Of course, working year round in all weather conditions does take a physical toll on your body and the workload is not for everybody. For me, this business is in my blood and I love it!”

ALL CHANGE

As arguably the most experienced man still working in construction, Bert Bird clearly has a unique perspective of the industry. In many ways he believes working at height has not changed much over the past half a century. Safety conditions and training have improved but, he argues, this in itself is nothing new. Bert recognised the importance of training and its link with success very early on in his career. He established Delta International in 1977 and has continuously dedicated his time and energy to ensuring all Delta’s operatives are fully trained, multi-skilled and completely aware of the best practices required. He said:

“The industry must constantly change to meet new clients’ needs. Great skill is involved in working safely at height. There should be no such thing as a dangerous project if you have prepared correctly. At Delta, we never stop training which is why our teams can perform any function required at any height. People believe that danger is the first concern when working at height, not skill. We need to change this image. The work may look horrendous, but it isn’t. It is all about adopting the correct approach.”

Bert was also instrumental in setting up the Industry’s National Training Group, over 30 years ago. It is still the only one of its kind in Britain today and includes 86 Specialist Access companies.

THE FUTURE

Today the Delta Group operates five companies around the world and is rapidly expanding into France, Benelux, Scandinavia, Jordan and South Africa. Bert firmly believes Delta’s reputation in the chemical, petroleum, process and power industries is second to none. With clients such as BP, Conoco Oil, Shell and Total, this is one veteran you would be unwise to argue with. Happy Birthday Bert!

For further information, please contact:

Eleanor Bateman
Director, Delta International  
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BUY CHEAP, PAY DEAR

My grandmother used to say: "Buy cheap, pay dear". An equally common expression often quoted is: "If you pay peanuts, you get monkeys". The French say: "On a rien sans rien."  (You cannot get something for nothing) while the Spanish equivalent is "quien algo quiere, algo le cuesta". You start to realise that we all pretty much agree the world over that if you cut corners on price there is a very good chance you will pay for it later. So why have we become obsessed with driving costs down irrespective of whether this actually has a detrimental effect upon us and our objectives? There are some who argue that this is deep rooted in the belief that everyone is trying to pull one over on us and that we will develop a reputation as being gullible if we do not squeeze every conceivable discount out of our suppliers. Others lay the blame at the door of the Internet saying that since we can now compare and contrast virtually any product or service available in the world we can therefore secure the best possible price. And the best price is of course the lowest price isn't it? You don't sound too sure. Nor am I.

I once spoke to a consultant in another industry who said when he got fed up with his clients asking for a discount he simply quoted double his daily rate and gave them a 50% discount. They went away happy but interestingly enough he said he begrudged working for them and never felt he gave them the same level of service as he did those who had paid the full price. Both clients paid the same price but the psychology of the situation struck a chord with me. I don't want to be seen as cheap and I don't want to be undervalued. No one does. So are we really searching for the greatest discount, the lowest price or are we searching for the best value. With value added terms bandied around like they were new toys, engineers can be forgiven for wondering how they let the bean counters take over without putting up more of a fight.

So what is best value for money? One prospect said they were only interested in two criteria: Quality of service and price. Now I can relate to this but is it really that simple? What about safety for example. At what point, I wonder, is it acceptable for that individual to compromise safety in favour of price? "NEVER"! I hear you reply and that is exactly as it should be. So we now have three elements: Safety, service and price. Reputation and trained personnel are also important factors often cited as the reason for including our company on a tender list, taking the total criteria up to five.

Some organisations simply rotate the companies used, believing misguidedly that this keeps prices down. It does not. It simply undermines trust and loyalty - two other highly valued considerations. Another is honesty. All too often we hear of scaremongering of clients with bogus inspections by some of our less scrupulous competitors. So now we have eight  key criteria:

Safety, service and price, reputation, training, trust, loyalty and honesty.

I am not saying for one moment that a large price saving is impossible to achieve. We regularly save our clients over 20% on the cost of conventional maintenance by employing innovative techniques and using the latest materials. The problems occur when the price reduction comes at the expense of increased risk. This I cannot accept and nor should our clients. Their bosses are not going to be very forgiving with them if everything goes wrong.  So when such recommendations regarding new techniques to effect significant saving are made, clients look to our experience and expertise to give them reassurance that what we are proposing comes with no additional risk, taking the total criteria to thirteen:

Innovation, experience, expertise, reassurance and risk avoidance.

As with any relationship once you understand each other better, the confidence you engender grows. Keeping things simple and attention to detail are two of the most important elements I have found that help build a client's confidence in you. Demonstrating commitment and reliability also accelerates this relationship building process and increases the count to eighteen:

Confidence, simplicity, attention to detail, commitment and reliability.

Finally, adhering to strict time frames and budget may seem obvious but there are few things that will please your boss or a client as finishing a job on or ahead of schedule and on or under budget. The best way to do this I believe is to deliver outstanding quality of work, being as prepared as you can be for the unexpected and to anticipate and have the capacity to handle additional work that may be required, making a grand total of 23 fundamental factors.

Adhering to budget, timing, quality of work, capacity and planning.

So it is important not to become obsessed with the cheapest price. Be wary too of those who promise 110%. How can someone give you MORE than 100%? The best explanation for this sort of silly over-claiming is in this simple joke. If you number the letters of the alphabet A - Z, one to twenty six, I was told, you can work out what 100% is worth. For example, the sum of the letters in the words "Hard work" = 8+1+18+4+23+15+18+11 = 98%
and the word "Knowledge" = 11+14+15+23+12+5+4+7+5 = 96%,
while "Attitude" (1+20+20+9+20+21+4+5) = 100%.

So, one can conclude with mathematical certainty that hard work and
knowledge will get you close, but the right Attitude will get you 100%. I'll leave you to figure out what words add up to over 100% and will put you over the top!

Please forgive me for appearing cynical but the next time someone says there are only three things that matter to me:" Price, Price and Price" ask them if they mean the lowest price or the best value. There is a vast difference. The former is riddled with risk and uncertainty. The latter will give you more than you were expecting and no less than you deserve!

Steve Hayward
Sales Manager
Delta International
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PLANNING FOR GROWTH

Building, growth and expansion are common place in our many cities and markets today.  It is this progress that sustains our lives and secures our future generations’ health and wealth. However, the manner in which it consumes natural resources means that it is responsible for some of the Worlds most serious and dramatic environmental disasters ever seen.

With environmental legislation tightening around us all the time, plant managers are going to have to fundamentally change the ways in which they operate over the next 10 years. The new requirements to reduce greenhouse gases, water pollution and minimise waste production will mean that plant managers will need to focus their efforts on developing radical maintenance programmes to minimise pollution and maximise productivity.

According to world pollution expert Dr Dick Van Steenis M.B.B.S., an astounding 149,000 deaths every year in the UK could be conservatively linked to current industrial air pollution. World carbon dioxide levels are rising faster than any expert ever predicted; we are now seeing some of the most extreme weather conditions ever seen all around the world. The Commons Science and Technology Committee stated in a recent report that the UK is struggling to meet its targets to reduce CO2 emissions to 20% below 1990 levels by 2010 and 60% by 2050.

Since the Planning Policy Statement was drawn up in 2004, the noose is tightening around planning permission laws and the opportunities to build new refineries and power stations are disappearing. Many refineries, built in the 1950’s are aging and are reaching their published lifetime expiry dates. Plant demolition and reconstruction is expensive and time consuming and goes against our preferred direction that places more emphasis on environmental policies. So with aging refineries, maintenance and planned plant modification is crucial to securing long term future success.

Delta International, who specialise in the maintenance of chimneys, firmly believe that it is now up to the industry to act responsibly and it is of paramount importance that plant managers address the complex issues surrounding plant maintenance immediately. Established in 1977, Delta International is one of the leading contracting engineering groups for the inspection, modification, maintenance and piecemeal demolition of chimneys and tall structures throughout Europe using the latest environmentally friendly techniques.

Delta International’s Managing Director Robert Bird has seen first hand the changes in the industry as a result of the new environmental agenda:

“Self regulation has become a key phrase for plant managers in 2006. European refineries are old and I often compare them to a classic car. We need to make sure they are fitted with highly efficient engines and kept as clean and as up to date as possible!”

Engineers at Delta International recommend that a highly structured and specialist maintenance programme, consistent with environmental regulations can be developed through working close with a specialist access, maintenance and modification engineering contractor.

For example Power Stations are the single largest sulphur dioxide producers in the UK, contributing 65% of all emissions. Since the conception of the “List of Wastes (England) Regulations 2005”, all UK Power Stations will require Flue Gas Desulphurisation (FGD) kits by the 1st January 2008. The implications of FGD mean that the emissions from power stations can be reduced by up to 80% - 90%. If FGD kits are not fitted to existing chimneys and plants modified by the appointed date, plant managers face the permanent closure of their operations. By working closely together with the right team, Delta believes that this sort of threat can be avoided.

The generating capabilities of any plant decreases as continuous on time increases. This progressive deterioration is more significant as the plant ages. Regular testing is required to ensure that operations are running at optimum levels for productivity and minimum levels of greenhouse gas emissions.  Two main Reliability-Centred Maintenance (RCM) techniques exist to facilitate effective and efficient power plant maintenance management; Preventative and Predictive Maintenance. Preventative maintenance follows the guidance of the manufacturer’s literature. This approach is component based, taking decisions based on the component ‘within its operating context’; the environment and associated processes.

The role of the plant manager is clear; namely to give careful consideration to the plant’s assets, understanding asset criticality and reliability to maximise the value of each task. A thorough understanding of the impact of failures is essential for developing and affecting a thorough maintenance schedule to ensure that regular, periodic preventative maintenance is carried out. Delta believes that predictive maintenance is an extension of preventative maintenance and is used to determine the maintenance tasks required, based upon quantified material and current system condition.

A complete analysis can be both complex and time consuming; this looks at actual and potential failures for every component and sub component (down to individual nuts and bolts) in the production system. A more favoured approach is to streamline the process. This requires the use of pre-defined templates. These templates only take into account asset types, but not asset location.

There are many benefits to adopting a predictive maintenance schedule; increased component operational life, reduction in equipment downtime, improves operational safety and reduces the severity and frequency of in service machine failures.

Nigel Matthews, Senior Engineer at Delta International remains objective;

 “Both of these RCM approaches have advantages and disadvantages, but use depends entirely on the plant dynamics. What works for one plant or refinery may be the exact opposite of what works for another. We are fortunate to have experience across both RCM approaches due to our large and diverse client base.”

It is already increasingly apparent that there is an ever strengthening focus on the development and modification of materials for use in the construction industry. We all need to enter this vital and significant era of rapid and unprecedented change with energy and enthusiasm to ensure the long term viability and stability of plants and refineries in the UK.

Delta’s Managing Director Robert Bird believes:-

“We are now witnessing a huge shift in the importance placed upon budgeting for maintenance; keeping our old Morris Minors’ productive and environmentally friendly tomorrow, involves developing a strict maintenance plan today.”

Leading industry examples would be large oil companies such as Total, Shell and BP who are leading the way in maintenance, keeping Europe’s refineries among the best in the world. The focus is centred on minimizing pollutants, minimizing waste production, minimizing energy consumption, preserving and enhancing biodiversity, conserving water resources and respecting the environment.

It is of paramount importance, that new and improved materials are used for modification and repair purposes to minimise adverse impacts on the environment. Each plant manager in every company in the UK should assess the contribution that they can make to change the future of our precious World through these actions today.

Let us know what you think, post your comments on our Industry Forum.

For further information please contact:

Eleanor Bateman
Director, Delta International
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ENGINEERING RUNS IN THE FAMILY

A fully-qualified steeplejack by the age of 18, my father Paul Bentley dedicated himself to the oil and petrochemical industry. His past work experience ranged from standing atop the tallest chimney in the world in South Africa (1,000 feet +) to working at power stations and oil refineries in the Philippines. Although his adventures appeared refreshing and distinct, working conditions gradually proved faulty. He was physically injured and hospitalised due to severe fractures from a fall, and he even witnessed a fatality of a co-worker on site. Having seen first hand accounts of poor work environments and standards, he effortlessly chose to focus on changing past safety regulations. He dedicated his time to help improve working at height for all employees within the industry, the single most important factor in his career. Having been involved with the Specialist Access Industry, my father continues to associate with several oil and petrochemical businesses, all who are affiliated with Delta International.

As a sector of the industry, Delta specialises in the construction, maintenance, and demolition of tall chimneys and other tall structures, notably at power stations and petrochemical plants. The work is timely and consistent, including their preparation time, which is an integral part of Delta’s unique philosophy: to prevent and / or deal with a safety issue before it occurs. As my father would have said, precautions must be taken to ensure safety for the entire Delta operation. Delta gets the job done when dealing with clients whose million pound profits are at stake. Everything that could potentially occur is considered and anticipated making Delta International the number one priority in choice for large companies operating in Europe and Scandinavia.

In comparison with standardised and implemented work conditions today, working at height three decades ago was not stressed as heavily. Having improved over the years, Health and Safety training continues to develop with faith in a safer future across oil and petrochemical industries worldwide. For newly qualified operatives, Delta is responsible for informing members that it is essential to understand working at height safety so they are able to protect themselves, fellow colleagues, and the company.

Currently, my father is the Senior Supervisor and Head Foreman at Delta International with projects based in the UK and throughout Europe. He takes great pride in being held responsible for handling several operatives at one time. He has repeatedly reminded me that his greatest challenge is looking after and maintaining the safety of his team. I truly admire his work and the dedication he has given and will continue to give to the company. 

One of the main reasons my father has remained with Delta International is because of their policy to continuously reinvest in the latest plant and safety equipment. Their investment to improve the company has proven successful for instance, Delta is one of the few companies that invest in safer work equipment, such as the double drum winch, rather than spending less on conventional tools only. Several oil and petrochemical companies choose not to spend exorbitant amounts on safety measures; he says it’s shocking that accidents do not occur as often as they should on competitors’ sites.

My father’s sincere interest and passion for developing a widespread use of innovative rope access solutions (exclusive to Delta) can be adapted to meet specialist access needs when working at extreme heights. He is convinced that long term investment of measures will benefit both site safety and the client in the future. He hopes these new techniques will provide a much swifter and safer service on a constant basis. It will not only be more versatile for the operatives, but it will also give clients better value for their money. As a third generation family business, Delta International’s approach has a significant advantage over its competitors because of their commitment to and involvement with working at height safely.

Looking through my father’s eyes, it is evident that investment is the key to success in the oil and petrochemical industry. Investment in safety, equipment, plants, and training are essential; however, the key aspect that I’ve learned is that whether you are a client or an operative, you should choose a company that believes in investing in its people. Like my father who has vested his interest in the company, I have chosen Delta International for my own career in hopes that I can improve upon working at height safely, the industry, and maintaining that success.

Scott Bentley
Apprentice 18
Delta International

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ON YOUR MARKS.....

With an industry growth rate of 12% p.a. and the Olympics coming to London in 2012, there is an the estimated 250,000 new recruits needed over the next 18 months for the Construction Industry. Yet, despite this burgeoning problem the industry has failed to embrace the concept of diversity which would go some considerable way to addressing the skills shortage.

Exemptions where physical strength and mobility is essential for safe working are understandable, but this hardly justifies the fact that women represent just 10% of all the engineering and only 1% of all construction jobs in the UK. Nor that only 3% of the industry’s workforce is estimated to be members of Minority Ethnic groups and the percentage relating to people with disabilities is too small to even measure. And this is a significant improvement compared with 10 years ago!

Trade and Industry Secretary (and Cabinet Minister for Women) Patricia Hewitt said:

"Making progress on the gender pay gap is a key priority because we have to draw on the skills and talents of all potential workers - men and women."

The Engineering and Construction Industry can often be seen as a boys club. Despite the fact that many organisations such as Delta International have women in key roles. Established in 1977, Delta International is one of the leading contracting Engineering groups in Europe for the inspection, modification, maintenance and piecemeal demolition of chimneys and tall structures. They boast a female board Director and a strong diversity policy. 

Eleanor Bateman, Director of Delta International explained why diversity in this industry is paramount to nurturing growth both in the UK and the European market:

“Realising our potential within the Engineering Industry means competing amongst some of the most competitive businesses in the world. Using the skills of an entire workforce rather than just one gender or selected group means that we are able to recruit the strongest candidates in each discipline with the most talent. Businesses who do not use the aptitude and propensity of their workforce minimise both their potential and that of our economy”.

Delta International’s approach is one that goes beyond equal opportunities and makes good business sense. The construction and engineering industry cannot claim to be a modern and progessive industry if we are unable to engage, motivate and reflect the natural composition that is our society. More importantly, this is what clients want too. Public sector and local government expect the companies they employ to have a successful diversity policy, and be seen to be implementing it.

Yet, strange as it may seem, simply employing more individuials from ethnic minorities, and or women and addressing equal pay in the workforce is not enough to address our needs. The industry must also actively seek out people with disabilities who want to work in construction and are phyiscally able to do so, in full compliance of Health & Safety. There are over 1 million people in the UK with disabilities who want to work but are not offered the opportunity to do so. These individuals are often highly motivated, highly skilled and well educated. Yet the term “disabled” is seen as synonymous with incompetence and so employers often dismiss them before the interview stage.

Where employers have the foresight to include such individuals in their recruitment process, they have found high levels of productivity, loyalty and low levels of absenteeism. There also appears to be some evidence to suggest a halo effect, positively influencing whole departments. Even if we only employed 5% of this untapped resource this would make a major inroad into addressing the skills shortage. In order to do this we must do more than advertise the positions more widely. We must also convince this audience that it is worth their while applying for these positions and that their applications will be taken seriously. At the moment they simply do not believe this is the case and so low response levels fuel the situation producing a never-ending downward spiral.

Robert Bird, Managing Director of Delta International believes:

“Unless we embrace diversity and equality now and start filling these huge gaps in our depleted workforce with these eminently suitable candidates, our businesses will stagnate, with the result that more competitors from abroad will start to take an ever greater slice of our market share. That is something from which we as an industry would never recover. This is a challenge every bit as big as that of hosting the Olympics in 2012 itself”!

Let us know what you think, post your comments on our Industry Forum.

For further information please contact:

Eleanor Bateman
Director, Delta International
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