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That was the year…2022

In his most recent column for Demolition & Recycling International, Richard Vann reflected on demolition in 2022. If you missed the article, catch it in full, here…

Another 12 months flew by seemingly faster than ever in 2022. I wonder why that was…

Some would argue it was because this was our first (almost) full ‘normal’ year post-Covid restrictions. We readjusted once again to a different pace of life – re-filling our personal time with social activities, continually navigating the challenges and opportunities that came with colleagues working from anywhere, and doing our best to satisfy mounting demands from customers who felt as though their worlds had been placed on hold since 2020.

I think it’s safe to say we all wanted to make an impact in 2022, whether that was to capitalise on any uplift in success encountered during the pandemic or begin a recovery following a difficult trading period. So, in general, businesses and their employees worked hard to make the year count. As a result, weeks quickly turned into months, and before we knew it, the year was out.

I bet a lot of people haven’t therefore found the time to reflect properly on 2022.

The economic climate

Outside of the demolition industry, and based on the economic climate generally, the ever-looming risk of recession and rising costs across the board, hit organisations and individuals hard. Considerate employers are continuing to do what they can to financially support colleagues in tackling the cost-of-living crisis – important particularly in markets where competition for talent is high – but this isn’t always easy if company revenues don’t increase in-line. From a commercial resilience point of view, well-intentioned pay rises have depleted some organisations’ reserves, so I hope they are ‘rewarded’ for their kindness with packed order books in 2023.

It’s not unusual for economic difficulties to have a marked emotional and psychological impact on people too. And in an industry such as demolition – where safety is paramount – nobody can afford for personnel to be distracted. The world of work can be motivationally difficult, given the financial backdrop many people are experiencing, so I don’t think there’s ever been a greater time to pay attention to – and speak openly about – wellbeing. Even the simplest gestures of support go a long way.

Brexit

2022 was also the first time organisations have probably truly felt the real effects of Brexit. That’s because, aside from the initial few months following the UK’s EU departure, nobody then really travelled anywhere due to lockdowns.

It’s therefore certainly been a learning curve for RVA this year, as we’ve encountered new hurdles simply to operate as we used to. Visas, tax implications, plus colleagues’ locations and employment statuses, have all presented additional challenges. Some countries now insist on dealing only with an EU entity, so consequently, we have fully established a new company – RVA Europe, with all its functionality overseas. We didn’t take this decision lightly, as additional payroll management, professional fees and local compliance requirements soon add tens of thousands of pounds to operating costs. But we are not a UK-only firm, so we’ve had to accept this is just par for the course of our international business.

It’s opened up our thought process when it comes to recruitment too, and we are seeking to employ more EU residents for non-UK work, moving forwards.

Remaining competitive

All of the rising costs described here affect organisations’ competitiveness. RVA doesn’t typically win work on the basis of price – as the consultancy has always delivered on quality – however, we have still worked hard to expand our services to deliver more added value.

We’ve augmented our front-end engineering offering, for example, which now sees us involved in earlier decommissioning discussions. This means we can support clients to better understand the remaining useful life of their assets and the costings associated with this lifespan, before they even think about the decommissioning works that will follow. Our virtual decommissioning services – introduced during the pandemic – have also proven popular as 2022 unfolded, not least because people are now comfortable with remote meetings, and carbon footprint reduction is becoming a widespread priority.

On the flipside, there’s been a welcome resurgence in face-to-face meetings, where relevant. I think we missed this type of interaction during lockdown, and when we regained the freedom to choose how we conduct our business, we were reminded of the benefits of physical interaction in certain circumstances.

Ongoing innovation

Considering 2022 was the year we celebrated our 30th anniversary, it would be easy to become complacent. But to survive in any industry – let alone demolition – it’s important to keep innovating.

That’s one of the reasons we launched a new website in 2022, with a more intuitive and user-friendly navigation, detailed content, and generally more informative approach for our visitors. Increasingly complex structures now need to come down, across the world, and people are approaching the industry with ever-more diverse requirements. If we can play a part in supporting them to take on their projects safely, cost-effectively, and with maximum respect for the environment, then we’re doing our job.

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RVA spotlight – Matthew Waller

Matthew Waller RVA Group

Name and role: Matthew Waller, Operations Director

How long have you been with RVA Group?

15 years in May 2023.

Describe your career journey before that?

I started out on a graduate scheme in refractory manufacturing before moving into glass manufacturing and then oil and gas and biodiesel construction projects, before joining RVA.

What did you want to be, when you were younger? 

I had always been interested in motorsport, so had wanted a career in Formula 1 – demolition engineering isn’t quite Monte Carlo, but it has taken me to Singapore!

And what do you think is the key skill you need to be a successful Operations Director?  

Listening! We have an extremely talented team, and it is my role to support them to deliver the highest of standards when it comes to decommissioning, decontamination, dismantling and demolition projects in the UK and overseas.

Whether it’s being on hand to give some advice on a particular decommissioning solution, provide experience on a demolition methodology, or offer support on a new safety initiative, I am usually found working hard in the background – and that’s OK with me! But I wouldn’t be able to do any of this without properly listening to what the challenges or opportunities are.

What’s your biggest RVA achievement to date?

This year we’re celebrating 10 years of working with the chemical manufacturing giant SABIC. I am very proud to have been part of the team that has safely delivered 19 projects – over 895,000 hours – with an exemplary safety record in high-hazard, high-consequence environments.

And the most memorable thing you’ve learnt during your career?

During the early part of my career when studying Project Management, my mentor taught me that the most important thing was ‘definition, definition, definition’, which then ties into something which I’ve learnt which is equally critical – ‘communication is key’. 

Making sure that everyone is talking the same language is vital to project success.

Describe your dream project

  • Early RVA Group involvement

Being there at the start ensures that we can add the most value and don’t have to spend time ‘course-correcting’ to get the project pointing in the right direction.

  • Senior level buy-In

I never used to understand the relationship between senior level attitudes and behaviours vs. what is seen in the workplace, but now I see its impact all of the time.  Where a project has senior level commitment to doing the right thing – with safety being paramount – then the project will be on a sure footing.

  • Clear success criteria

Knowing clearly what the aims of a project are and what success looks like for all involved, provides clarity surrounding decision making, at every step.

  • Clear scope definition (and a robust management of change procedure)

Back to my project management study days of definition, definition, definition, you’d be amazed by how many projects don’t have a clear articulation of what they are actually trying to achieve.

  • A collaborative team

This means listening to each other, respecting others’ knowledge, accepting that there will be differing drivers and opinions at times, but knowing that it doesn’t mean there has to be conflict because of that.

With those five points covered, any project would be a dream to work on.

RVA Group is celebrating 30 years in business, with a truly global reputation for decommissioning excellence. Why do you think the company has earned such a stand-out position in industry?

We focus on safe decommissioning project execution and delighting our clients – it’s that simple.  If we achieve this, then the rest normally follows suit – you only have to look at our reference list to see that this fundamental formula works!

Of all the sectors RVA operates in, which is the most exciting right now?

Nuclear decommissioning, power-station demolition and the removal of offshore structures tend to get all the big headlines, but taking a ‘bog-standard’ chemical plant from a hazardous undocumented status to a point where our clients’ visions are safely realised, is just as exciting as anything else for me.

That’s probably because there’s no such thing as ‘bog standard’ in truth. Every asset, from a pilot plant to one producing millions-of-tonnes of output per annum, presents its own unique challenges to decommission, dismantle and demolish it safely.

What I would say is generally most exciting right now in our industry, is the opportunity that we have to move safe execution of decommissioning, dismantling and demolition projects on to the next level – with the development of new execution techniques and the implementation of robust project management which has safety ‘built-in’ at the core. I believe that we can make another step change in preventing harm to people and the environment, which is the very reason we exist.

What’s the biggest piece of advice you could give to an organisation preparing for a decommissioning project?

Speak to professional decommissioning engineers and demolition engineers as soon as you know that you have a project to undertake. It is never too early. Involving the right expertise, at the right time, will improve safety and reduce costs – sometimes exponentially. 

What makes you tick outside of work?

  • My children – at 5 and 7, they keep me busy when I’m not thinking about demolition engineering.
  • Whenever I do get a little time to myself, you’ll either find me reading or running. I’m fascinated by the psychology of people and how that affects us all both in and out of work. My current book is Inner Engineering by Sadhguru. My favourite ever book is difficult, but I particularly love the work of Matthew Syed, Malcolm Gladwell and Simon Sinek.

And if I’m not reading, I’ll be running (slowly).

If you could be given a plane ticket for anywhere, where would you choose?

My most favourite places in the world are remote and filled with wildlife, so I’d be happy with anywhere that ticks those boxes.

Which one word would you hope colleagues would use to describe you?

Caring – I hope my colleagues know that I care about more than just the job.

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RVA spotlight – meet Simi Pandey

Smriti Pandey, Finance Officer, RVA

Name and role:

Smriti Pandey, Finance Officer

How long have you been with RVA Group?

Two years this month!

Describe your career journey before that?

I began my career in a bookmakers, working there for a few years before deciding to venture into a completely new area to challenge myself. I completed my ACCA qualification and worked as an auditor for a reputable firm in Nepal for a couple of years, before returning to the UK and becoming an accountant. I’ve worked in healthcare, a van rental business and then the Visual Merchandising (VM) industry.  Then, I joined RVA.

What did you want to be, when you were younger?

When I was in school I wanted to be a doctor, then I changed my mind at college and thought about becoming an IT/software developer!

And what do you think is the key skill you need to be a successful Finance Officer?

You need to be able to adapt to the changing work environment – the latest example being Making Tax Digital (MTD). The world of finance is constantly changing so it’s important to keep up to date with the latest accounting and reporting standards.

What’s your biggest RVA achievement to date?

When I moved from a part-time role to a full-time position, I was able to bring all of RVA’s bookkeeping and financial management reporting in-house, in only a short time period. I felt especially proud of this as it gave us more structure and financial excellence, as a business.

And the most memorable thing you’ve learnt during your career?

Having worked in lots of different industries – albeit in finance – I’ve enjoyed learning about new businesses, challenges and opportunities. For example, in my previous job, I was able to understand the process of getting a product from the earliest conceptualisation and design stage through to manufacturing, and was able to visit factories to understand the production cycle. The same applied when I was in the healthcare sector and now in the decommissioning industry – I’ve found each role fascinating, and loved the chance to learn about what we do, and the impact our work has.

RVA Group is celebrating 30 years in business, with a truly global reputation for decommissioning excellence. Why do you think the company has earned such a stand-out position in industry?

I would like to think this is because the company has been able to develop and implement policies and procedures that enable all employees, working on different projects worldwide, to deliver the highest quality of service. There is also a shared knowledge within the company that every employee benefits from.

What makes you tick outside of work?

I am a big-time foodie and love travelling, reading books, and watching movies.

If you could be given a plane ticket for anywhere, where would you choose?

Malaysia.

Which one word would you hope colleagues would use to describe you?

Diligent.

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RVA spotlight – meet Anita Costin

Anita Costin, RVA Group

Name and role: Anita Costin, business administrator

How long have you been with RVA Group? Almost four years to the day!

Describe your career journey before that?                             

I started work as an insurance and mortgage administrator for a mortgage broker, before becoming a senior administrator for a financial recruitment company. I spent many years of my career in this industry, working for two large brands, before I was made redundant. I decided to move into a different sector – and joined RVA!

What did you want to be when you were younger?

An air hostess, however, as I grew up, I realised the job wasn’t as glamorous as it looked!

And what do you think is the key skill you need to be a successful business administrator?

Good communication skills and time management as the job can be very busy, demanding, and unpredictable at times. You need to be able to prioritise accordingly.

What is RVA’s biggest achievement to date? 

I’d say reaching thirty years in operation, and still growing – globally – three decades later. You could argue that forming RVA was a gamble in the beginning, as there was nothing quite like it in the decommissioning sector. However, fast forward to 2022, and I’d say our reputation shows just how important our service offering has been.

And the most memorable thing you’ve learnt during your career?

You have to adapt to who you are working with and know how to interact with people. Always listen.

Describe your dream project…

Unlike many of my colleagues, I’m not ‘on the ground’ when our projects unfold. I enjoy watching the enquiries come in at HQ though, and feel particularly proud when it’s an international requirement from a far-flung country. It would be easy to think – how have they heard of RVA Group? – but having completed more than 850 projects worldwide, we’ve certainly been on our travels as a business.

Why do you think the company has earned such a stand-out position in industry?

Because of our impeccable track record.

Of all the sectors RVA operates in, which is the most exciting right now?

I’m hearing a lot of talk about the decarbonisation agenda and the role this is playing in decommissioning decisions. So, I’d say any industry affected by or with its own decarbonisation priorities.

What’s the biggest piece of advice you could give to an organisation preparing for a decommissioning project?

Get your administration in order, naturally! 😊

What makes you tick outside of work?

Family and friends are the most important thing to me. We’re very close as a family and like to do things together, especially as we now have a grandson and want to make the most of spending time with him.

We lost my mum earlier this year quite suddenly, and my nephew last year, so I now never take time for granted. I did a skydive 2021 which was amazing, and we raised lots of money for charity.

If you could be given a plane ticket for anywhere, where would you choose?

Australia.

Which one word would you hope colleagues would use to describe you?

Approachable.

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The importance of scenario planning

RVA Group, planning

Recently, RVA’s MD Richard Vann spoke to Demolition & Recycling International about the importance of scenario planning in the demolition industry. If you missed the article, catch it in full, here…

We all know you can’t plan for every eventuality. Covid-19 reminded us of that. But does that mean you can’t be prepared for different outcomes? No.

While some would argue that planning to the Nth degree represents a wasteful use of resource, others feel safer and more equipped in the knowledge that they have the agility to react even when the unexpected happens.

So, what does this all mean in our industry?

When it comes to undertaking a demolition project, there is rarely only one possible route map – that’s why feasibility and option studies are such important instruments, for example. From the exploration of different asset divestment options and methodologies, to resource planning and EHS considerations, such tools help scope the work programme and its potential outcomes. The study is even more value-adding when accompanied by integrated and adjustable spreadsheets that aid both initial costing calculations and ongoing financial provisioning, even as external factors evolve. Because let’s face it, nothing stands still – particularly when it comes to economics.

In short, this facet of scenario planning – when undertaken by an experienced demolition professional – empowers the client to better make informed decisions. It provides the intel – ideally supported by evidenced recommendations – to help decide what to do next, when, how, and with whose help. And it arms even the biggest demolition novice, with the confidence to proceed. Knowledge is power after all.

But even when a comprehensive schedule of work is assembled, and a proficient project team is appointed – equipped with the skills to execute the methodologies agreed – a plan should always remain flexible. That’s because demolition projects, by their very nature, uncover unanticipated challenges all the time. And as the saying goes – you don’t know, what you don’t know. So how can you plan for everything? And why would you execute every planning exercise in utmost detail if you aren’t yet clear on exactly what the detail will be?

It’s different to building a structure. If you construct a house, for example, a quantity surveyor can work with a significant degree of accuracy to calculate the quantity and type of materials required and how long the project should take, based on the design provided. And even then, some surprise hurdles may arise along the way.

But when you are taking something apart, and that asset is the size of a power station, which has stood for more than 60 years, it’s a whole different story. Drawings are often incomplete – if not missing altogether – and the people who operated the plant may be long gone. In these circumstances, educated assumptions must therefore be made until surveys can be concluded and the structure is brought to a known state.

Yet planning must remain dynamic – for every stage that follows – because structures and scenarios can continue to change all the time. So, the planning only stops when the job is complete.

In this respect, mindset matters almost as much as the quality of the initial plan itself. You can never take your eye off the ball, as you don’t know what tomorrow will bring. And the ongoing progress and evolution of the plan should not – and cannot – remain the responsibility of a single party.

At RVA Group, we’ve long talked about the importance of a tripartite alliance between client, contractor, and someone like us, acting as the independent consultant. Because, for a start, nobody knows everything. A contractor may be able to prove the capabilities of a new machine that could help complete the project quicker and safer, for instance. Or there may be advanced waste management experience that would strengthen the environmental credentials of a methodology. Whether new ideas are harnessed at the outset, or fresh information is gathered as the project unfolds to help validate the plan or the need to adjust it, each party forms an essential part of the team.

Removing any of these three parties’ seats at the decision-making table, increases project risk. Only relatively recently, a client sought RVA’s assistance to write a job specification, before terminating our involvement when the contractor was appointed. The client took the programme forward without ongoing impartial project management support, and there were two major incidents on site.

There are some operators who choose not to obtain any independent advice whatsoever. But if you’re making a series of presumptions about a fleet of power stations for example, without undertaking any detailed surveys, how can a contractor accurately quote? Will the client truly understand the capacity of the supply chain and any likely programme delays? Do they know if any of the assets will re-sell or if the scrap market is the only likely route for dismantled kit? Has marketplace volatility been factored in? Have isolation strategies been designed with utmost safety of all stakeholders in mind? The planning considerations, of course, go on and on.

Demolition may feel like a ‘nuisance’ event to a client who is rationalising their operations or clearing a mothballed site to limit their liability. But that doesn’t mean corners can be cut when it comes to planning – as you don’t know what you’ll find around that corner, otherwise.

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RVA spotlight – meet Conrad Mason

Conrad Mason, RVA Group

Name and role:

Conrad Mason – (asbestos) project manager

How long have you been with RVA Group?

Three and a half years, having joined in April 2019.

Describe your career journey before that

I left school in 1984 and started an apprenticeship as a thermal insulation engineer. It was here that my experience in heavy industry began, working in sectors ranging from power stations to chemical manufacturing. I stayed with the same group for 20 years, progressing to foreman before being offered site manager roles.

In 2001 I had the opportunity to move within the group to the asbestos consultancy division, which saw my promotion to lead surveyor, contracts manager and then operations manager, over time.

In 2013 I left to become an independent consultant, helping various companies cement their asbestos expertise and achieve industry-recognised accreditations.

I met RVA Group in 2018, when I had the opportunity to work alongside them during the demolition of a power station in Staffordshire. I joined the company the following year.

What did you want to be when you were younger?

When I left school, I thought I’d join the military or the fire service.

And what do you think is the key skill you need to be a successful project manager?

To be approachable and trustworthy for all parties involved in a project.

What’s your biggest RVA achievement to date?

Being the site-based project manager for the demolition of Ironbridge Power Station from the start of the project to the final site clearance.

And the most memorable thing you’ve learnt during your career?

People can achieve far greater than they believe they can – they just need the right opportunity and direction.

Describe your dream project

My passion is to limit workers exposure to asbestos, so project managing demolition asbestos removal works in heavy industry is the dream role.

RVA Group is celebrating 30 years in business, with a truly global reputation for decommissioning excellence. Why do you think the company has earned such a stand-out position in industry?

RVA constantly strives to improve safety standards and efficient working practices, leading from the front to help both clients and contractors achieve their goals.

Of all the sectors RVA operates in, which is the most exciting right now?

For me it is the decommissioning and demolition of power stations, as they reach the end of their useful lives, globally.

What’s the biggest piece of advice you could give to an organisation preparing for a decommissioning project?

Employ a management company that can demonstrate an experienced project management team across all sectors of the decommissioning and demolition industry.

And finally…

What makes you tick outside of work?

Family, first and foremost, but with a 25-year passion for diving, the perfect day would be spent exploring the WW1 German High Seas Fleet, in Scapa Flow, Orkney Islands.

If you could be given a plane ticket for anywhere, where would you choose?

Orkney.

Which one word would you hope colleagues would use to describe you?

Questions like this always feel a little tricky to answer, so I asked a contractor I’m working alongside right now – he said ‘worldly-wise’.

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RVA team commences major international program of works

Power stations, RVA

Four members of the RVA Group team have embarked on overseas assignments, following an influx of international enquiries.

RVA’s front-end engineering team has secured a contract to undertake a costings study with remaining useful life (RUL) assessments, for a major power and utilities company in Saudi Arabia.

Elsewhere, RVA will have a permanent on-site presence for a client in France, following an urgent request for help on a decommissioning project that has encountered unexpected challenges. Having helped the chemical manufacturer to rescope the works, the tendering process is now complete, with a contractor ready to begin.

And having completed phase one design and planning works for a refinery in Portugal, and a power station in Cyprus, RVA will now also oversee the execution of works on these two major decommissioning projects.

“International projects are nothing new to RVA Group,” commented managing director Richard Vann. “We’ve completed almost 900 complex assignments on virtually every continent, and are well equipped to manage not only the nuances of these high-hazard undertakings, but also the cultural, legislative and supply chain challenges that arise from one brief to the next.

“At last, after the travel difficulties associated with the pandemic, it’s great to be able to confidently send our specialist engineers wherever their support is sought.

“The costs and procedural complexities associated with working in the EU have risen notably since Brexit – which naturally presents new factors to manage – but this is all part of running the business and meeting clients’ needs.”

Further project updates will be shared over the coming months.

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RVA begins search for graduate engineer

Graduate engineer job

Recruitment is underway at RVA Group, as the search has commenced for graduate engineers to join the expanding team of decommissioning experts.

With a considered three-year training plan in place, this is a fantastic opportunity to add fresh talent into the business, with a view to the successful candidates taking on the role of project engineers at the end of this period.

The first position will be based in the Northwest of England for at least the first six months, and there will be significant scope for travel throughout the UK and overseas, thereafter.

Commenting on the job search, RVA’s managing director Richard Vann said: “We have long been vocal advocates of the need to nurture up-and-coming engineering talent in our admittedly complex sector. Now is the perfect time to further strengthen our team with this hire, as demand for our decommissioning, decontamination, dismantling and demolition expertise once again rises. I look forward to watching this recruitment process unfold.”

Role information

Title: Graduate engineer

Summary: RVA Group is searching for a self-motivated graduate engineer, to support the company’s decommissioning, dismantling and demolition projects, in high hazard, high consequence sectors such as oil and gas, petrochemical, pharmaceutical and power generation.  This position will suit someone who can work individually or as part of a team, and is flexible for international travel.

Location: Initially based in the Northwest, there may be scope for UK-wide and overseas travel thereafter. Location will depend on RVA’s projects.

Education: Degree-level education in civil, structural or mechanical engineering. No industry experience is necessary as a three-year development programme will be offered, with full training.

Programme outcome: The role of project engineer.

Responsibilities

  1. Work with and assist other RVA Project Managers and Project Engineers in the execution of their duties.
  2. Fulltime resident attendance on individual Client’s sites and/or visit sites and Client’s offices, as required.  Sites and projects are worldwide.
  3. Support the monitoring and management all safety and operational aspects of projects under the control of RVA.
  4. Be responsible with others for the efficient use of RVA resources.
  5. Identify any potential areas of non-compliance or problem and bring them to the attention of the RVA project team.
  6. Interrogate clients’ technical drawings, specifications and other information to identify relevant information for inclusion in RVA scopes and specifications.
  7. Develop scopes and specifications for decommissioning, dismantling, demolition and hazardous material removal.
  8. Develop design briefs and design risk assessments.
  9. Review and comment on contractors’ proposals and methods for works.
  10. Compile appropriate documentation and information as required to ensure projects are accurately and properly tendered or secured.
  11. Attend virtually or physically training events and courses as reasonably required by RVA.

Achievement targets

  1. Achieve RVA EHS goals and targets as defined in RVA systems and procedures.
  2. No prohibition or improvement notices on RVA contracts.
  3. Production of acceptable deliverables to programme and cost.
  4. Achievement of Key Performance Indicators as set from time to time.
  5. Production of reports as required to the required timescale.
  6. Receipt of client satisfaction reports/references.

Benefits:

  1. A competitive salary
  2. 25 days’ annual leave
  3. Company contribution pension scheme
  4. Bonus scheme related to personal and company performance
  5. Relocation package, if necessary.

When working away from the Northwest, a living away from home allowance will be provided, and the cost of relocation, travel and accommodation will also be covered.

Application process:

Candidates should send a cover letter and CV to matthew.waller@rvagroup.org. Initial interviews will be conducted via Microsoft Teams, with face-to-face interviews for candidates who progress to the second stage of the process.

Closing date: 9 September 2022

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RVA spotlight – meet Philip Whiting

Philip Whiting, RVA Group

Name and role:

Philip Whiting, demolition and decommissioning consultant. 

How long have you been with RVA Group?

Since January 2020.

Describe your career journey before that?

I have worked for five demolition companies – part owning two of them – in Canada and Australia, so I have a vast amount of discipline-specific knowledge.

I’m also a chartered project management surveyor and a chartered construction manager, so have adopted many different roles on a variety of global projects, before joining RVA – mainly focusing on the commercial side of demolition and construction.

What did you want to be, when you were younger?

A racing car driver.

And what do you think is the key skill you need to be a successful demolition and decommissioning consultant?

It’s multi-faceted, so strategic communication and time management skills are critical to successfully managing the technical requirements of the role.

What’s your biggest RVA achievement to date?

Delivering an asset retirement obligation report for a major piece of infrastructure that is critical to the UK’s energy security.

And the most memorable thing you’ve learnt during your career?

That trust is more important than knowledge and contacts.

Describe your dream project

De-orbiting the International Space Station, maximising material salvage and minimising debris.

RVA Group is celebrating 30 years in business, with a truly global reputation for decommissioning excellence. Why do you think the company has earned such a stand-out position in industry?

Because the CDM regulations created a significant market for the Principal Designer role, and our engineering skill-set – not to mention supply chain independence – filled that gap, entirely. Also, client organisations generally don’t have the specific skill-sets required to manage demolition and decommissioning projects, so we are a much relied upon resource.

Of all the sectors RVA operates in, which is the most exciting right now?

It’s a tie between oil refineries and coal fired power stations, because of the significance of the decarbonisation agenda.

What’s the biggest piece of advice you could give to an organisation preparing for a decommissioning project?

Strategically, keep your objectives fixed – involve all internal and external stakeholders from the outset, define their expectations, manage them and then keep decision making within the project team. Tactically, be open to opportunities to enhance the project outcome, and flexible enough to incorporate them.

What makes you tick outside of work?

Nature, remote places, water.

If you could be given a plane ticket for anywhere, where would you choose?

Acapulco, as I would love to see the La Quebrada cliff divers. On December 12 – the feast day of the Virgin of Guadalupe – freestyle cliff divers perform the “Ocean of Fire” when the sea is lit with gasoline, making a circle of flames which the diver aims for, from a height of 40 metres.

Which one word would you hope colleagues would use to describe you?

Esteemed.

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Which sectors will shape the future of demolition?

RVA Group

Recently, RVA’s MD Richard Vann spoke to Demolition & Recycling International about the sectors that will shape the future of the demolition industry. If you missed the article, catch it in full, here…

The demolition industry – as a collective – has a rich and varied ‘CV’, as, of course, many different buildings and structures have had to be cleared over the years. From MDUs (multi dwelling units) condemned as building standards and lifestyle expectations have evolved, to sites left redundant when operators have been squeezed by mounting economic pressures, the nature of demolition works – and the catalysts for these projects – has been complex and wide-ranging.

It’s unlikely that this will change. Although the sectors we find ourselves invited to work in looks set to further develop.

Over the last 30 years, RVA’s work as an independent consultant has focused primarily on the decommissioning, decontamination, dismantling and demolition of large-scale processing facilities in heavy industries. Operators in the inherently hazardous worlds of petrochemical, pharmaceutical and energy, for example, have had many reasons to engage the demolition profession.

As plants have reached the end of their useful life – whether due to legislative, efficiency, innovatory or economic factors – they have had to be cleared safely, cost-effectively and with minimal environmental impact. Some operators have drawn their entire business to a close inline, some have invested in and erected more modern plant on the same footprint, and in certain instances, processors have sold assets for re-erection overseas.

It’s been an interesting three decades, with project specifics differing from one assignment to the next. This variety will continue, for certain – with factors such as the age of plant, historic maintenance regimes, supply chain influences, operator resource and so much more, influencing how multifaceted projects will take shape. However, the same fundamental trends – innovation, obsoletion, economics, legislation and societal pressures – will continue to shape future demand for demolition engineering, albeit perhaps in more unfamiliar sectors.

The decarbonisation agenda

There is now an unparalleled level of conversation surrounding sustainability and climate change, not least as a result of COP26 in Glasgow, last November. Globally, there is a markedly greater push towards ‘net zero’ – a step-change to ensure the amount of greenhouse gases added to the atmosphere is no more than the amount taken out. And, while there is still a long way to go – not least become some environmentalists argue this alone won’t address the climate emergency – there can be no denying the fact that the decarbonisation agenda is rising.

Consequently, oil refineries and coal-fired power stations, for example, are just some of the facilities that will be increasingly phased out in favour of cleaner, renewable technologies – and understandably so.

But with the acceleration of change rising, even newer, ‘greener’ facilities – such as windfarms, Energy from Waste plants, hydrogen-powered sites, battery storage units and so on – will also reach their end of life, as innovators engineer even more efficient designs that bring about greater environmental progress. And it is the operators in these industries who will find themselves collaborating with the demolition profession, over the coming years.

When the time comes, the operational history of such sites will be different to that of the sites we work on now, of course. However, the manner with which we approach any resulting decommissioning, decontamination, dismantling or demolition projects, will remain a constant – engage with stakeholders, understand and manage the risks, plan the works with utmost respect for safety, environmental protection and budget, assemble the best-fit project team, and proceed with the execution with compliance as the very minimum benchmark standard.

The future of demolition, now

It’s a subject I’ve spoken about before, but I also predict a notable rise in the number of investment companies, land development firms, architects, designers, and construction specialists, who will seek to engage the services of the demolition industry. This may sound perplexing, given our visible role in a plant or structure’s lifecycle is usually when it has reached the end of its useful life – not when its erection is being considered.

But just like product designers are consulting recycling specialists, to increase the ease and efficiency with which materials can be recovered, reused and remanufactured when an item is disposed of, we see the same trend emerging in the built environment.

It will be far easier and safer to decommission an asset if the appropriate considerations have been made, by people with a demolition engineering skill set, at the earliest stage. Financial provisioning can be undertaken too, which mitigates the fiscal risks involved as an asset ages. I’d go so far as to say the environmental impact of the project could be better managed too.

The future of demolition is therefore dependent on the rich expertise that the industry has amassed over the decades. But the deployment of that expertise will continue to vary. Things are ever-changing, after all.

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