Demolition Hub Media Pack 2024

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Editorial Opportunities Our in-house editorial team can help you craft the perfect content, whether this involves an interview, meeting, site visit or a bespoke piece

interview

interview

Interview

Mark Coleman then and now (below)

Case Study

DEMOLITION DISCUSSION Interviewee: Mark Coleman Role: CEO Company: Colemans

Q

How did you start out in the industry?

I was born into it, literally.

I remember my father and mum dragging me around pricing up jobs and it developed from there. I would be involved on a Saturday morning and in summer holidays cleaning plant and equipment, then I would move the plant and I’d be up and down the belt of a crusher (I was skinny at that time), going to and from sites etc.

That’s how I got into it.

Review/Site visit

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28 years old; working on Birmingham Town Hall, a Grade 1 listed building; New Street; various jobs in Glasgow, blowdowns and facade retention.

This year alone we have been working in a prison, a nuclear power station, rail terminal, blue chip, car plants, gas holders. We find ourselves in the most extreme environments, where we are trusted – “Leave it to Colemans, we trust them.”

Q

How has your career developed to where you are now?

I joined Coleman’s in 1993 but the five years preceding that at Henry Boot Construction was really where I learned my craft. Project management, health and safety, quantity surveying, estimating, planning, these were all key skills that I had when I came into Colemans.

It felt like a playground for me. It didn’t always go my way obviously, but it was very much that background. There have been a number of milestones along the way, including doing my first blowdown at DemolitionHub.com

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Q

How did Colemans start?

It started with my grandparents coming over from Ireland, meeting before the second world war, labouring – digging tram tracks and then having the opportunity to resource and help support people in Birmingham, rebuild the city, demolish bombed buildings, with shovels and labour. Then they had the opportunity to buy a lorry.

They used four cubic yard lorries not 20 cubic yard lorries, they were not hydraulic and had no air conditioning. It was rack and pinion, wind them up. But the worst thing was that you couldn’t just let them down, you had to wind them back down after tipping.

My grandfather had a couple of “Coleman businesses” excavating, demolition and lorries. The postwar government nationalised the haulage fleet, took all the lorries and used them for clearing up after the war. My father was born in 1947 and the company that’s been going for 60 years now began in 1962.

A lot of businesses over that time have either failed, stopped, been bought out and rebranded, but we are definitely one of the few still trading, a 100% privately owned family business.

Q

What’s Colemans’ work culture?

When we are looking to employ somebody, you look after me and I’ll look after you. Most times they are known to us, family members, so we have got husbands and wives, brothers and sisters, sons and daughters, mothers and sons. It really is a true family business and that creates a community. It creates this belief, this trust, this work ethic that is much more than just turning up and getting paid. It’s about doing well, taking pride in your job, really feeling as though you are a part of something and to do that you have to trust people.

I give trust on day one and it’s for you to lose. It can ebb and flow, all relationships have good and bad points. There are certain points when the trust dissolves and you have to do something about that.

Eighty per cent of our staff have over five years of service.

I’ve given out probably four or five gold watches over my time. Funnily enough when it was my time to get a gold watch they forgot and then later in the year they bought a yellow Casio and presented me with that.

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Interviewee: William Crooks Role: President of NFDC/ Managing Director Cawarden

Q

How did you get involved in the NFDC? What led you to wanting to be involved in “public” or industry life?

As a start-up demolition business in the mid-1980s, all the companies we wanted to be like were NFDC members, so as our business grew it was a natural progression to join the NFDC. It was a proud day for everyone at Cawarden when we finally achieved membership.

I have always thought it was important to put back into anything that had been beneficial to myself or the business, so after joining the NFDC and becoming Regional Chairman of the Midlands and Wales, I saw it was so important to be part of an organisation that benefits the demolition industry at every level.

Q

Do you have any influences or role models in that regard?

My parents were always involved in organisations in the local community and the farming industry. They were always part of helping to make a difference. I think this influenced me

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to get involved. There is no point complaining or having ideas if you are not prepared to get involved to help make a difference.

Q

How prepared for the taking on the presidency did you feel?

After over 15 years as an Officer of the NFDC, I thought that would be enough preparation, however, it quickly became apparent there were many unexpected issues I would not be able to foresee, some very important others less so, which constantly fall on the president’s position.

Q

Did it meet your expectations of what it would entail?

The big positive for me was working with our CEO Howard Button and our Company Secretary Lesley Ransom. They are two people who live and breathe NFDC. It’s been thought-provoking and fascinating to see the moving parts of the NFDC. The president’s job would be impossible without their constant support and advice.

Q

What were the challenges of holding the presidency alongside your day job?

Time! I have always been a busy person. “Work hard play hard” has been my life and adding NFDC presidency to a busy schedule is not easy. Every day there are always NFDC matters to address that are either on your mind, through email, telephone conversations, or on-site at a meeting and events.

It’s also a challenge to go from being the Supreme Leader of your own business, in which ultimately you have the final say, to then being head of an organisation with a national board of 16 Supreme Leaders, who are also all used to having the final say.

It does make the president’s job very interesting, to say the least, at times.

Q

What do you feel is the role of the president, what can they achieve and what makes a good president?

The president is a facilitator and intermediary, making sure members feel their voices have been heard

and valued. Ensuring that at every opportunity the NFDC is promoted with a professional positive image to reflect the members’ skills and qualities. They make the NFDC the voice of the industry.

In two years, you can only achieve so much. The president should ensure stability and the continuation of the NFDC as the industry’s professional organisation.

A good president has to be quietly confident, diplomatic and be able to listen to everyone’s opinion right or wrong. Above all don’t say or do anything stupid; you only get remembered for that.

Q

From the point of view of the presidency, what do you feel the NFDC does well and how can the president influence it to do better?

The NFDC does everything in demolition well but we need to vastly improve how we communicate this to the rest of the world.

The organisation is held in high regard by many other professional bodies and is the first port of call for information on demolition from the government and many others.

The NFDC works closely with both the European Demolition Association and the NDA in the USA. Its training and publications on demolition techniques are equally unrivalled. We need to get that message out on a regular basis.

Q

Do you feel your style or aims differed from your predecessor or your successor?

My aim, and I hope the aim of all future presidents, is the continued success of the NFDC.

Q

What are your thoughts about playing a public or industry role beyond your own business?

What next?

I will continue to be part of the Board of the NFDC and I am pleased to announce that I have accepted the role of European Demolition Ambassador for the UK Demolition Industry.

Q

What do you feel most proud of during your tenure?

My presidency began just as we were coming out of the Covid 19 period.

We had no face-to-face meetings, and

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and get the board to make the bigger decisions to shape both the NFDC and the demolition industry going forward.

I had sat through many long meetings where representatives had talked for long periods and then not had decisions ratified, or not implemented and then changed at the next meeting.

I wanted issues to be discussed, points raised by representatives from all over the UK taken into consideration, a proposal made, seconded and a vote taken and minutes taken correctly and not then forgotten and ridden roughshod over at the next meeting.

I feel that I have achieved that and we are a more modern organisation going forward. It has not been an easy job as I said previously, we have sixteen Supreme Leaders who have strong opinions but I think they make their opinions known, and a proposal is agreed upon and passed which enables the NFDC to move forward more easily.

interview

interview

Over and out

no events and all our meetings were on Zoom and Teams, including two Zoom AGM meetings – one being the day I was inducted as President.

There were many concerns to consider – how do we re-engage with our members and stakeholders, when do we resume face-to-face meetings, do we start having events again, do our members want to re-engage?

These were all questions we asked.

My belief has always been people in demolition like to talk and meet face-to-face with other people in demolition, so I wanted to get faceto-face meeting back and organise events going forward, particularly as our ISP Members had not had the chance to engage with Corporate Members for a long period.

2021 was the 80th year since the formation of the NFDC during the Blitz in 1941 so we went ahead with a celebratory event at the Royal Lancaster Hotel, which was a tremendous success with 450 people attending and putting the Federation back on the map and open for business. I was particularly proud of this event as it was a big gamble at the time.

I also wanted to make the National Council of the NFDC more like a professional Board of Directors, leaving the professionals that work for the NFDC to run the organisation

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interview

interview

SUPPLIER TALK Q Interviewee: Giovanni Achille Role: UK Country Manager Company: MB Crusher

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Give us some background on MB Crusher MB Crusher was founded in 2001, however, its roots are in the family business. The idea to create the first jaw crusher bucket comes directly from the necessity faced daily while the siblings were working in their father’s road construction business.

They took their first-hand experience in the field and created an attachment that is productive, cost-effective and works with the hydraulics of any carrier – excavators, loaders, skids and telehandlers. demolitionhub.com

Years of creation and innovation have seen the family-owned business evolve into an international company with eight branch offices and a wide distribution network.

The line has now expanded to five different attachments: the iconic jaw crusher bucket has been complemented by the addition of trommel screeners, padding buckets, rotary grapple and drum cutters. All are designed and manufactured in Italy, using only the best materials to obtain the highest quality. Solid, durable and characterised by the demolitionhub.com

recognisable clean lines designed to resist wear and high stresses in the toughest working conditions.

Q

How did you start out in the industry and how has your career developed to where you are now?

I followed in my father’s footsteps; he worked at MB when it was first founded. He told me so many amazing stories of when he visited people’s job sites, of how the solution provided by MB Crusher units facilitated their jobs and added

revenue, the choice was easy to make. I haven’t looked back and I have been developing so many countries since.

Q

Tell us about the services MB Crusher provides and how your relationship with clients works We make attachments for heavy machinery, any brand, any type can work with our units. It might seem like a cliche, but the customers are at the centre of everything we do.

Listening to the customer’s needs DemolitionHUB Magazine | 37

HI-REACH EXCAVATORS FEATURE

HI-REACH EXCAVATORS FEATURE SANY

I joined SANY as a mechanical engineer, mainly engaged in the development of adaptability requirements of various regions, such as 21-t (South African machine) stub rod development and 21-t main platform development and maintenance.

I served as the assistant to the director of SANY International Product Institute but mainly served as the project manager of

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Product name: SY500HRD Product type: 60-t high reach demolition excavator Date released: 2018 Brief specifications: • Operating weight: 64,000 kg, • Engine power: 298 kW @ 2,100 RPM, • Maximum operating height: 28.15 m, • Maximum operating radius: 15.3 m, • Maximum weight of accessories: 2,400 kg.

Name: Jimmy Shu Job title: R&D Director of Overseas Department Role: New product development, demolition, marketing including mining excavators Time at SANY: 15 years Experience: Developed the following excavators: • 2011-2015: SY215/SY235/SY335/SY365/SY500H • 2018: SY500HRD (Demolition) • 2022: SY390 Demolition and SY390/SY365 Stage V the SY335(SY365) Euro IV product (completed development in 2012), assisted the director in team management and provided technical guidance for the team.

I later served as the director of SANY International Product Institute and presided over the development of Euro IV products such as the SY215/SY235/SY335/ SY500H excavators, including drawing design, procurement management, production support, parts atlas and sales data production.

Later I moved to Europe in the position of product

The SY500HRD is a 60-t high reach demolition machine specially designed for Europe. It is equipped with a three section ultra-long working arm and the maximum height of the machine is 28 metres.

The rotary excavation telescopic chassis is creatively adopted to improve the lateral stability of the machine by 20% and the tilting cab is developed to comprehensively improve the operating comfort and expand the driver’s working vision.

All the functions and performance indicators have reached the leading level of the same tonnage products in the world.

At present, it has been exported to the United States, Germany, France, Italy and the United Kingdom and other major European and American markets.

manager, responsible for technical support of front-end products, agent development and global product research.

Since June 2019, I have held the position of Director of the American Office of SANY Mining Company, the most experienced engineer in the international team. I presided over the development of the SY365/SY390/SY500 Euro V products, and completed the development of the SY2000H (200t) mining products. Currently, SY750/ SY980 Euro V products are being developed and the SY4000H (400t) project has been started.

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