Heath Freeman, managing director of leading crewing firm Pinnacle Crew, more than lived up to his company’s name in August, by taking part in a charity fundraising triathlon that included climbing the 1,085-metres to the peak of Mount Snowdon.

As part of a two-man team, Freeman raised £1,400 money for Pinnacle’s adopted charity - Naomi House Children’s Hospice - by first swimming the 12-miles length of Lake Windermere in five-and-a-half hours on Friday, August 13.  Then, after a short stop for lunch, it was on the road to cycle 50 miles to North Preston, where the team spent the night.

By 7.30 a.m. the following day, they had begun cycling again, this time completing 100 miles to Wales.

Sunday, August 14 saw a further cycle ride of 30 miles to Mt Snowdon, where the final element was the climb to the pinnacle of the mountain and down again, finishing at 3.30 p.m.

Freeman, who was part of a relay team that swam the Channel in the fastest time in 2009, said of his latest successful challenge:

“It was a very gruelling but satisfying undertaking, and to have raised so much money for a very worthwhile cause made it even more gratifying.”

Sponsorship of Heath is still welcome, or donations may be made to Naomi House Children’s Hospice by going to www.justgiving.com/pinnacle-3-peak-cyclechallenge

These days everyone in our industry is looking at costs.  But what if there were a way to save money without compromising health and safety?  Heath Freeman, managing director of Pinnacle Crew believes there is - indeed that efficiency and health and safety can even be improved - by creating better integrated teams on site.

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In a previous life I was a teacher and a sports coach, and it became very apparent from the onset that knowledge was the key to building and successful sports team, besides all the hard training. This knowledge was about knowing what we were trying to achieve and how we are going to go about achieve this goal without team injuries.

I believe the same principles apply in our industry, especially on site as this is where all the hours, days and months of preparation that have been put in by the production company come to fruition.   The last thing anyone wants on site is different people working to different objectives.  Not only is this inefficient, it compromises health and safety.

Overcoming this is not rocket science.  Quite simply, creating a unified goal-orientated team working safely on site requires the proper integration of the production team and outside contractors.

But before proper integration can be reached, I believe there are three they key steps that need to be taken at every event.

First, introduce outside contractors to all personnel and decision makers on site.  This can save time during the job since contractors will know exactly who to speak to when something unexpected happens or they need advice.

Secondly, contractors should receive a good briefing. This may seem obvious, but how can the contractors possibly appreciate what the client is trying to achieve without knowledge?  A short, detailed briefing means that contractors know exactly what is expected of them and what the deadlines are.   The most important factor in this briefing should be information on what has already been carried out on site.  This will help contractors avoid any risks by making them fully aware of health and safety hazards.

The third factor that can be very valuable is a familiarization walk through of the venue.  This will also highlight such things as potential health and safety dangers.  And, remember many contractors will be able suggest alternative plans since it is very likely that they have worked at this venue before and have found safer, better and more efficient methods.

None of this costs anything, and in fact may even save money by empowering contractors to be more efficient.  Neither is it anything we don’t already know.  Unfortunately, it is just something that slips by the wayside when we are pressurised and deadlines are looming.  But for efficiency, better health and safety, and greater cost-effectiveness, I believe that it is time our industry took a step back and seriously looked at how it manages its on-site teams.

A version of this article was published in the August 2010 issue of The Main Event

www.themaineventmagazine.co.uk

NEW SENIOR APPOINTMENTS AT PINNACLE

Leading crewing company, Pinnacle Crew, has announced two new senior management appointments.

Adam Sheppard

Adam Sheppard, who has been with the company for four years, is promoted to the role of operations manager.  He was previously crew co-ordinator responsible for all front office activities including crew booking, tendering, quotations and client liaison.

Stuart Thomson

Taking Sheppard’s role as crew co-ordinator is Stuart Thomson who joins the company from Affinity Crew where he was crew chief.  With seven years’ experience in the industry, Thomson has worked on major events and contracts such as 02.

Commenting on these new appointments, Pinnacle’s managing director Heath Freeman says:

“Both Adam and Stuart have a wealth of experience in the crewing and live events industries, and I know that they will make a major contribution both to the growth of our company and to the quality service we offer clients.”

Heath Freeman, managing director of leading crewing firm Pinnacle Crew, is more than living up to his company’s name this summer.  He is taking part in a charity fundraising triathlon that includes climbing to the 1,085-metre high peak of Mount Snowdon.

As part of a two-man team, Freeman aims to raise money in August for Pinnacle’s adopted charity - Naomi House Children’s Hospice - by first swimming the 12-miles length of Lake Windermere, then cycling 180 miles from the Lake District to Mt Snowdon.  The final element will be the climb to the pinnacle of the mountain.

Freeman, who was part of a relay team that swam the Channel in the fastest time in 2009, is now training for his new challenge.  As he says:

“The training is constant, tireless and ongoing.  It includes a rigorous schedule of swimming in the Thames every morning, and cycling every evening.  I will soon be putting on the walking boots to start hiking as part of getting fit for the Mount Snowdon climb.”

Sponsorship of Heath or donations to Naomi House Children’s Hospice may be made by going to www.justgiving.com/pinnacle-3-peak-cyclechallenge

In the second of his articles on health and safety, Heath Freeman managing director of Pinnacle Crew looks at the qualifications required for working with plant and equipment, and asks whether the live events industry should continue working with other organisations or have its own validation system for training.

 Health and Safety Regulations relating to plant and equipment - such as mobile access towers, forklifts and scissor lifts - require that such items should be assembled and used only by people who have received adequate information, instruction and training, and are therefore competent in their use.

The important word here is “competent”, its definition, and ultimately who or what measures it.

Training companies for their part have implemented training courses in various plant to instruct and test levels of competency, but they are not governed - even by the Health and Safety Directive which simply states that it is the employer’s responsibility to make sure its employees are competent in using and assembling this type of equipment. So, does this mean that it is the training companies that set training standards and competency levels?

This might have been the case historically, but today we have governing bodies like the National Plant Operators Registration Scheme (NPORS), which is an HSE accredited body providing training for rider-operated lift trucks, and in turn accredits instructors and training providers. 

Other governing bodies include The Prefabricated Access Suppliers Association (PASMA), which accredits trainers to run a standard training course in the use, erection and inspection of mobile access towers.

Certain industries, like the construction industry, specify that if you use plant on site you must have a licence that is accredited by one of their governing bodies.  This makes sense to me because it eliminates any doubt or grey areas. 

Put quite simply, an organisation that governs and monitors training, sets standards of competency, and looks after the interests of a particular industry can only be a force for good.

Unfortunately, this process is not happening consistently in the live events industry.  Some venues require proof of competency, while others do not.  This is worrying and potentially hazardous.

I am not implying that we have plant operators on site who do not have licences.  However, they may possibly have acquired a version that is not monitored or endorsed by any governing body.  These are “in house” certificates of competency that training companies can provide at a reduced rate.  Again, I am not suggesting that these training programmes are inadequate, but it does mean is that it is the training companies that are setting these standards.

So should we change this?  I believe our industry trade organisations, of which there are many, should work together and establish, monitor and govern health and safety training standards that would benefit the entire industry.

Alternatively, as a sector we could adopt a monitored training scheme from one of the existing governing bodies in another industry (say the construction trade) and set this as our standard.

Either way, as our sector continues to strive for recognition from government, I believe that such initiatives would not only provide a meaningful progression in health and safety on site, but also give our sector more credibility.

A version of this article was published in the May/June issue of The Main Event (www.themaineventmagazine.co.uk).

With some high profile accidents resulting in prosecutions, and the Health and Safety Executive looking to reduce the incidence of accidents in the sector, health and safety is now where it should be - at the top of the agenda - in the live events industry.  Here, in the first of a regular column, Heath Freeman, managing director of Pinnacle Crew, looks at what people need to know on-site to ensure good health and safety practice.

The Management of Health and Safety at Work Regulations requires employers to ensure that all their representatives on site, both permanent and freelance staff, have received adequate and formal training in all aspects of health and safety prior to commencing work.

In the live events industry there are some basic principles that require training to ensure we adhere to the Health and Safety Executive (HSE) guidance.  These include workplace safety, which covers occupational law, employer and employee responsibilities, risk assessment and a safe place of work.  Training in the correct and safe use of plant and machinery is another HSE requirement, as is health issues covering work equipment, electricity, noise, transport, hazardous substances, manual handling and stress.  Finally, training should also cover safe systems of work, emergency procedure, fire, accidents, pollution prevention and environmental issues.

In an ideal world every employer would have an in-house training programme that covers all of the above.  Furthermore such a training programme would be presented in such a way that it would make the issues relevant to their particular sector and hence easily understandable.

I leave you to judge whether this is happening throughout our sector. However, I find it encouraging that a new initiative specially designed for the live events industry is gaining momentum.  I refer to the Safety Passport Scheme.

This scheme comprises a one-day course aimed at the general live events workforce -production staff, stage hands, lighting and sound crew, stage and set builders, technicians, stewards, drivers, riggers, laser and pyrotechnic technicians, video and production crew.

Of course, there is a limit to what can be learned in one day; but if nothing else this scheme sets a basic standard for health and safety in our industry.

The scheme has existed in other sectors for some years, and has helped them achieve credibility and a reputation for taking health and safety seriously - something we should all be aiming for in our industry.

This simple concept helps establish a safety culture by providing a nationally recognised standard of health and safety training and assessment that is cost-effective, easily accessible, and tests individual knowledge in the form of an exam..

In addition, by introducing an industry-wide safety scheme we can raise awareness of our serious approach to health and safety.  Without setting industry wide basic standards, how are we to improve?  It is for this reason, if no other, I believe the Safety Passport is an important development in the live events industry. 

A version of this article appeared in Main Event magazine in April 2010.  www.themaineventmagazine.co.uk

The UK Border Agency has recently been introducing  a new points-based system for people who want to come to the United Kingdom to work. This system replaces most of the existing work-based categories; and has the potential to cause employment problems - if not staff shortages - in the live events industry.  Here, Mark Sly, operations director of leading crewing company Pinnacle Crew, explains the effects of this change.

 The UK live events industry has always relied heavily on freelance and temporary staff, some of whom are from countries like South Africa, Australia and New Zealand.  This is especially true of the crewing side of the industry; but with changes to work permit regulations, clients need to ensure that they are working with a crewing company that is fully aware of these changes and is employing its staff legally.  

From our perspective, one of the key changes has been the replacement of the “working holidaymakers” visa with the Youth Mobility scheme.  This is a points-based scheme that requires applicants to acquire sufficient points to gain leave to enter the UK.  Points are given for age (18 years to 30 years), whether applicants have at least £1,600 to maintain themselves, and whether the applicant’s own country participates in the scheme.

There are only four countries participating in the Youth Mobility scheme - Australia, Canada, New Zealand and Japan.

Crucially, this means that South Africans - who historically have provided a large proportion of crewing staff - are now restricted in the ways in which they can gain a permit to work as crew in the UK.

The main method is having a grandparent born in the UK, which will qualify a South African citizen for what is called an “ancestral visa”. This is a five-year visa that allows the holder to take up employment in the UK. 

Secondly, a person having a father who is a British citizen immediately qualifies for British citizenship and may therefore work in the UK.  Those with a British mother, however, currently only have the right to register as a British citizen if they were born between 7 February 1961 amd 1 January 1983.

Of course, there are different rules for citizens from the European Economic Area (EEA), which comprises the EU plus the non-EU countries of Iceland, Liechtenstein and Norway.  An EEA national who will be in the UK for more than three months will have a right of residence for as long as they remain a “qualified person” - one who is in the UK and exercising an EEA Treaty right by showing evidence as a job-seeker or worker.

Exceptions to this rule apply to Hungary, Poland, Estonia, Czech Republic, Latvia, Lithuania, Slovakia and Slovenia, whose nationals need to register under the Worker Registration Scheme.

Similarly, Bulgarian and Romanian nationals need permission to work before starting any job.

In contrast, Swiss nationals have the same rights as those enjoyed by EEA nationals.

Employers have a statutory responsibility to ensure that all of their migrant employees  are eligible to work in capacity for which they are being employed, and it is easy to see how some fall foul of the law. 

Close on-going monitoring of migration and  work permit guidelines should be a priority to provide clients with complete trust in employment practices. 

Without this close monitoring there is a critical danger that illegal workers will be employed - even unintentionally - in the live events industry.  This can well result in insurance and public liability cover being rendered null and void. Clients should be able to trust their suppliers to provide a service that covers this legal minefield.

For example, we have implemented a computer-based system that integrates each new crew member’s passport identity and work permit expiry dates with their corresponding embassy’s.  In fact, it is our policy to end contracts with our staff once their work permits have expired.

We all have a responsibility to make the industry as professional and as safe as possible; and placing this emphasis on working within the immigration laws is one important facet in achieving this.

A version of this article was published in the March 2010 issue of Access All Areas www.access-aa.co.uk

Making the announcement at the Event Production Show, Pinnacle’s managing director Heath Freeman said:

“This is an important development in the live events industry.  By introducing an industry-wide safety scheme we can raise awareness of our serious approach to health and safety.  In addition, the Health and Safety Executive is looking to reduce the incidences of accidents in our sector; and this scheme will be recognised by all the relevant authorities.”

Working with the Safety Pass Alliance (SPA) Ltd - a leading health and safety passport body - Pinnacle will now be offering the one-day course specifically designed for the general workforce in the events industry.  General crew, production workers, stage hands, lighting and sound crew, stage and set builders, backline technicians, electricians, safety stewards, drivers, riggers, laser and pyrotechnic technicians, and video and production crew, can all benefit from the increased knowledge of how on-site safety is managed, the common hazards faced and how they can be best avoided.

As well as offering the course throughout the industry, Pinnacle will be delivering it as standard to all its own crew.

Specifically, the course covers six modules comprising organising for safety; workplace safety  which cover occupational law, employer and employee responsibilities, risk assessment and a safe place of work; plants and machinery;  health  covering work equipment, electricity, noise, transport, hazardous substances, manual handling and stress; and procedures and the environment which together cover safe systems of work, emergency procedures, fire, accidents, pollution prevention and environmental responsibilities.   The entire course will be delivered by fully qualified British Safety Council trainers.

Successful trainees will be provided with a robust plastic photo card, valid for three years.  This Safety Passport scheme, which has been in place in other industries for many years, means that clients can be assured that they are appointing competent contractors and freelancers who are aware of their health and safety duties and responsibilities.  In fact, all Passport details are held on a central database that may be interrogated by client companies.

As Heath Freeman said:

“The Safety Passport concept is simple.  It helps establish a safety culture by providing a nationally recognised standard of health and safety training and assessment that is cost-effective, easily accessible, tests knowledge and caters for a specific industry sector.  It is a very easy way for people who move from one contract or company to another to prove to employers that they have received basic training, and therefore saves time and money in unnecessary induction training.”

Press enquiries; please contact:                                                          January 2010

Jonquil Simons, The Simons Partnership

Tel: 01323 469200   email: jonquilsimons@aol.com

Notes to editors

Pinnacle Crew may be seen on stand 324 at the Event Production Show.

Pinnacle Crew’s managing director, Heath Freeman (second right) and his team mates with the award for the Fastest Channel Swim of 2009, presented by the Channel Swimming Association.

The four-man relay team, known as Marlow River Buoys, swam the English Channel in September from Dover to Cap Gris Nez near Calais.  They raised £4000 for two charities - CLIC Sargent (Helping Children with Cancer) and the RNLI (Royal National Lifeboat Institution).

Explaining their winning of the Award, Freeman, who did the last leg of the swim and took the team to its goal of landing on the French coast at Cap Gris Nez, says:

 “The distance of the swim is 22-miles as the crow flies, but due to the currents and winds on the day we actually swam 29 miles, completing the crossing in 9 hours and 29 minutes.”

The company will be launching its long-term support for children’s hospice, Naomi House, at the show, and will be highlighting the various ways it is helping the charity.

Pinnacle has committed a monthly donation to help the tremendous work being carried out at Naomi House.  Furthermore, the company is using its professional contacts and expertise to help with fund raising events. 

The company is also nominating one working day when all crew and other staff will work at least one shift with the total income from that day going to Naomi House; and in the future a percentage of Pinnacle’s income from every event it works on will go to the hospice. 

There are also plans for Pinnacle to enter a team into a long endurance cycle challenge.  Suppliers, clients and friends of the company will be invited to sponsor the team, with all proceeds going to Naomi House.

Visitors to the Pinnacle stand at the Event Production Show will be able to make a donation to the hospice, which provides respite and terminal care and bereavement support in the Berkshire, Dorset, Hampshire, Isle of Wight, Wiltshire and parts of West Sussex and Surrey to children with life threatening conditions and their families.

Commenting on Pinnacle’s support for Naomi House, Helen Lovell, the hospice’s corporate fundraiser, says:

“It costs more than £2.5-million a year for Naomi House to  provide support to children with life limiting conditions and their families.  With just 10 per cent of our funding coming from the Government, the hospice is dependent on the generous support of people like the team at Pinnacle Crew.  In addition, Pinnacle’s support will be invaluable to helping us reach our target of £12million to build equip and run jacksplace, the new hospice for teenagers and young adults suffering from life limiting conditions.”

Picture shows one of the children at Naomi House taking part in music therapy.