Global Tunnelling Experts

A Message from Lord Pickles and Lord Blunkett, followed by Global Tunnelling Experts's best practice article

The ability to listen and learn from one another has always been vital in parliament, in business and in most aspects of daily life. But at this particular moment in time, as national and global events continue to reiterate, it is uncommonly crucial that we forge new channels of communication and reinforce existing ones. The following article from Global Tunnelling Experts is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.

Blunkett signature Rt Hon The Lord David Blunkett, MP
Pickles signature Rt Hon The Lord Eric Pickles, MP

www.global-tunnelling-experts.com

THE PARLIAMENTARY REVIEW
Highlighting best practice
THE PARLIAMENTARY REVIEW
Highlighting best practice
22 | GLOBAL TUNNELLING EXPERTS
Founder Kevin Browning
Great Britain has the ability to lead the world
by demonstrating infrastructure continuity and
developing our workforce
Global Tunnelling Experts provide specialised construction
personnel to a wide range of infrastructure projects
across the globe. Working in 54 different countries and
supporting 120 major infrastructure projects, they have become
a market leader in their field. Founder Kevin Browning was born
in the Falkland Islands in 1964 and travelled to the UK with the
returning British forces after the conclusion of the war. In 2007,
he set up the company and explains his own varied history and
what the sector must do to adapt to oncoming changes.
After leaving school at the age of 14, I started working on a small ship that
maintained some of the 750 islands that surround the Falkland Islands. In 1982,
Argentina invaded; as a result, I was held with 130 others as a prisoner of war
in a small community centre for 29 nights until we were liberated by British
forces. Following this, I travelled to the UK with the returning British forces and
subsequently enlisted, serving six years in the armed forces.
I began working in the tunnelling industry as a labourer 25 years ago and
progressed to become tunnel foreman. It was in this role that I became responsible
for introducing the first British skilled tunnel personnel into Europe, working for a
German company who were involved in a Dutch project.
Gaining experience within the recruitment and procurement sector, I spent many
hours knocking on doors to try to sell skilled labourers to anyone who required
them. My experience working in London, working 12-hour shifts and dealing
with hardship, including having to sleep in a lorry car park, has meant that when
FACTS ABOUT
GLOBAL TUNNELLING EXPERTS
»Founder: Kevin Browning
»Established in 2007
»Based in Bristol
»Services: Supply of personnel
for infrastructure
»No. of employees: 300, with
45 office staff
»No. of clients: 50
Global Tunnelling
Experts
23GLOBAL TUNNELLING EXPERTS |
CONSTRUCTION & ENGINEERING
I employ people, I ensure that they
are comfortable and supported, and
I am committed to this duty of care.
This includes sourcing affordable
accommodation and finding
transportation to and from the site.
My breakthrough came with recognition
from a German company called
Herrenknecht AG, the world leader in
tunnelling. They recognised my potential
and supported our ideas. After forming
the company in 2007, I travelled
around the world selling our service
and supporting those projects that had
already been established. This has led
to a global profile for the company,
and we currently have subsidiaries in
Singapore, Qatar, Turkey, Germany,
the Netherlands, Denmark and the UK.
We work in 54 different countries,
supporting 120 major infrastructure
projects. These include working with
the likes of Balfour Beatty, VINCI,
Bouygues and Kier BAM, to name just
a few, and this status marks us as a
market leader in our own right.
Ensuring continuity between
governments for infrastructure
The difficulties that we face differ from
country to country, but finding the
correct legal way to operate in each
place is often very time-consuming
and expensive, and British embassies
are often unable or unwilling to assist.
This needs to be addressed as a matter
of urgency. Governments should be
held accountable for their actions, just
as company directors are removed if
theyunderperform.
There also needs to be far greater
continuity between governments
in terms of infrastructure projects.
Currently, projects are instigated by
a government and dropped by the
next, and this needs to change to
benefit both private companies and
the taxpayers who foot the bill. We
must invest in urban metro systems in
all major cities and continue with the
development of HS2.
One of my major concerns is the
noticeable increase in the amount of
consultants I come into contact with
across the negotiating table. One of
the flaws of commissioning consultants
to make decisions is their awareness
that their pay will cease once a
decision has been made, so they have
an incentive to prolong this process.
This increases costs and can keep
many out of work while this decision is
beingmade.
Our traders and
entrepreneurs are
among the finest in the
world
We have a
global profile,
and currently
have
subsidiaries in
Singapore,
Qatar, Turkey,
Germany, the
Netherlands,
Denmark and
the UK
BEST PRACTICE REPRESENTATIVE 2019
THE PARLIAMENTARY REVIEW
Highlighting best practice
22 | GLOBAL TUNNELLING EXPERTS
Founder Kevin Browning
Great Britain has the ability to lead the world
by demonstrating infrastructure continuity and
developing our workforce
Global Tunnelling Experts provide specialised construction
personnel to a wide range of infrastructure projects
across the globe. Working in 54 different countries and
supporting 120 major infrastructure projects, they have become
a market leader in their field. Founder Kevin Browning was born
in the Falkland Islands in 1964 and travelled to the UK with the
returning British forces after the conclusion of the war. In 2007,
he set up the company and explains his own varied history and
what the sector must do to adapt to oncoming changes.
After leaving school at the age of 14, I started working on a small ship that
maintained some of the 750 islands that surround the Falkland Islands. In 1982,
Argentina invaded; as a result, I was held with 130 others as a prisoner of war
in a small community centre for 29 nights until we were liberated by British
forces. Following this, I travelled to the UK with the returning British forces and
subsequently enlisted, serving six years in the armed forces.
I began working in the tunnelling industry as a labourer 25 years ago and
progressed to become tunnel foreman. It was in this role that I became responsible
for introducing the first British skilled tunnel personnel into Europe, working for a
German company who were involved in a Dutch project.
Gaining experience within the recruitment and procurement sector, I spent many
hours knocking on doors to try to sell skilled labourers to anyone who required
them. My experience working in London, working 12-hour shifts and dealing
with hardship, including having to sleep in a lorry car park, has meant that when
FACTS ABOUT
GLOBAL TUNNELLING EXPERTS
»Founder: Kevin Browning
»Established in 2007
»Based in Bristol
»Services: Supply of personnel
for infrastructure
»No. of employees: 300, with
45 office staff
»No. of clients: 50
Global Tunnelling
Experts
23GLOBAL TUNNELLING EXPERTS |
CONSTRUCTION & ENGINEERING
I employ people, I ensure that they
are comfortable and supported, and
I am committed to this duty of care.
This includes sourcing affordable
accommodation and finding
transportation to and from the site.
My breakthrough came with recognition
from a German company called
Herrenknecht AG, the world leader in
tunnelling. They recognised my potential
and supported our ideas. After forming
the company in 2007, I travelled
around the world selling our service
and supporting those projects that had
already been established. This has led
to a global profile for the company,
and we currently have subsidiaries in
Singapore, Qatar, Turkey, Germany,
the Netherlands, Denmark and the UK.
We work in 54 different countries,
supporting 120 major infrastructure
projects. These include working with
the likes of Balfour Beatty, VINCI,
Bouygues and Kier BAM, to name just
a few, and this status marks us as a
market leader in our own right.
Ensuring continuity between
governments for infrastructure
The difficulties that we face differ from
country to country, but finding the
correct legal way to operate in each
place is often very time-consuming
and expensive, and British embassies
are often unable or unwilling to assist.
This needs to be addressed as a matter
of urgency. Governments should be
held accountable for their actions, just
as company directors are removed if
theyunderperform.
There also needs to be far greater
continuity between governments
in terms of infrastructure projects.
Currently, projects are instigated by
a government and dropped by the
next, and this needs to change to
benefit both private companies and
the taxpayers who foot the bill. We
must invest in urban metro systems in
all major cities and continue with the
development of HS2.
One of my major concerns is the
noticeable increase in the amount of
consultants I come into contact with
across the negotiating table. One of
the flaws of commissioning consultants
to make decisions is their awareness
that their pay will cease once a
decision has been made, so they have
an incentive to prolong this process.
This increases costs and can keep
many out of work while this decision is
beingmade.
Our traders and
entrepreneurs are
among the finest in the
world
We have a
global profile,
and currently
have
subsidiaries in
Singapore,
Qatar, Turkey,
Germany, the
Netherlands,
Denmark and
the UK
THE PARLIAMENTARY REVIEW
Highlighting best practice
THE PARLIAMENTARY REVIEW
Highlighting best practice
24 | GLOBAL TUNNELLING EXPERTS
Our greatest issue: the
Construction Industry Scheme
The greatest issue within the sector is
the Construction Industry Scheme, a
loophole that enables individuals to
minimise tax payments on earnings
and NI contributions. It also functions
as a way to avoid contractual
obligations to personnel injury and
negligence. British coffers have lost
millions by losing contracts to unfair
competition in this way.
More recently, major contracts
involving tunnels have been awarded to
European contractors who have been
proven not to have the skills necessary
to execute the projects. Often, these
contractors will subcontract to others
who do not contribute to British tax
income through CIS.
Providing for a booming
population
In the UK, the population will increase
to 77 million by 2050. This will cause
significant growth in many cities,
and major infrastructure projects are
needed to meet this new demand.
This needs to be co-ordinated across
governments to ensure that projects
are not started and soon abandoned.
The level of skilled labour available
has significantly dropped within the
industrial and construction sectors.
This is primarily because of the lack of
training made available to those who
have showed interest in the area. This
is generally covered by a large influx
of cheap labour coming from abroad.
Perhaps in some industries, recruitment
issues can be solved by sourcing skilled
personnel from around the world,
but this will always be a short-term
fix. We need to address our own
domesticshortages.
Efforts to alleviate this have failed in
many cases. Replacing apprenticeships
with college-based training has often
not worked. Many people will not
achieve the necessary grades to attend
training in the first place. I, however,
have employed hundreds of such
young people, and many have now
become leaders within the company.
Young people need hope and to be
shown that academic skills are not
everything. Learning vocational skills
can be just as valuable.
Health and safety is given far more
attention than the need to train
younger generations. There are now
more enterprises in the UK than ever
before involved in creating new ways
of extracting money from companies
under the guise of health and safety. If
a cost comparison were done between
training our youth and policing the
workplace, it would be astounding.
Health and safety is an essential part
of the construction industry and a
necessary part of everyone’s lives, but it
simply cannot be allowed to takeover.
Providing younger generations with the
necessary education and experience to
meet this growing demand ought to
be a national priority. We will continue
to play our part in assisting this effort
and are confident that if these steps are
taken, we will be ready for whatever
developments the future may bring.
Governments
should be held
accountable
for their
actions, just as
company
directors are
removed if they
underperform
We must relight the
flames of our industries
and make our own tools
to sell to the world
25DESTY MARINE |
CONSTRUCTION & ENGINEERING
Managing Director Neil Desty
Desty Marine are based at Hamble
Point Marina and Gosport, Hampshire
Desty Marine offer complete project management solutions
and cover all aspects of marine customisation including
customised paint application for major manufacturers
and private individuals, glass-reinforced plastic repairs, interior
alterations and general yacht maintenance. Based in Hamble and
Gosport, they work across the globe but endeavour to use UK
labour and materials, part of their commitment to supporting
their local area. Desty Marine conduct a large amount of in-
house training and have developed fundamental training
programmes to develop the skills of their employees. Managing
Director Neil Desty tells
The Parliamentary Review
more.
Based in Hamble, with another site in Gosport opened in 2015, we deal with all
aspects of marine customisation, repairs and maintenance. With four generations
of experience behind us, we are still a family-owned and run business. We work
with private yacht and powerboat owners alongside world-leading manufacturers
and are approved by companies such as Sunseeker, Princess, Oyster and J/Boats to
carry out all manner of repairs and custom paint work. We are also recommended
as one of the leading insurance repair centres by marine insurance companies and
surveyors worldwide.
With our headquarters at Hamble Point Marina, we have truly world-class facilities:
two main workshops of over 10,000 square feet, a purpose-built 120-foot spray
booth and a separate 3,000-square foot joinery workshop. The business expanded
rapidly in the 2000s under my leadership, with our workforce growing from four to
70 skilled staff members.
FACTS ABOUT
DESTY MARINE
»Managing Director: Neil Desty
»Established in 1994
»Based in Hamble and Gosport,
Hampshire
»Services: Marine customisation,
repairs and maintenance
»No. of employees: 70
»www.destymarine.com
Desty Marine

www.global-tunnelling-experts.com

The Parliamentary Review Publication, in which this article originally appeared, contained the following foreword from Rt Hon Michael Gove.

Rt Hon Michael Gove's Foreword For The Parliamentary Review

By Rt Hon Michael Gove

This year's Parliamentary Review comes at a momentous time for parliament, as we collectively determine the destiny of the United Kingdom. 

On October 31, the UK will leave the European Union. The successful implementation of this process is this government's number-one priority.

Three years after a historic referendum vote, we will deliver on the decisive mandate from the British people. Trust in our democracy depends on it. Until that final hour, we will work determinedly and diligently to negotiate a deal, one that abolishes the backstop and upholds the warm and close relationship we share with our friends, allies and neighbours in the EU. But in the event that the EU refuses to meet us at the table, we must be prepared to leave without a deal.

As the Chancellor of the Duchy of Lancaster, it is my job to lead on this government's approach, should that scenario happen. Preparing for Brexit is my department's driving mission. But while I am leading this turbocharged effort, the whole of government is committed to this endeavour.

Ministers across Whitehall are working together to ensure that every possibility is considered, every plan is scrutinised and every provision is made. A daily drumbeat of meetings means that we are holding departments accountable, so that preparations are completed on time.

The chancellor has confirmed that all necessary funding will be made available. And we have mobilised thecivil service, assigning 15,000 of our most talented civil servants to manage our exit from the EU.

We will make sure that on November 1, there is as little disruption to national life as possible. Our trade relationships will continue to thrive, thanks to agreements with countries around the world worth £70 billion. Our country will remain secure, thanks to nearly 1,000 new officers posted at our borders. And the 3.2 million EU nationals now living and working among us can remain confident, with absolute certainty, of their right to remain in the UK.

Above all, our goal is to be transparent. Soon, we will launch a public information campaign so that citizens, communities and businesses are ready and reassured about what will happen in the event of “no deal”.

In my first few weeks in this role, I have travelled to ports and tarmacs, borders and bridges, all across the UK –from the seaside of Dover to the rolling green hills of County Armagh. I have heard from business owners and border officials, farmers and hauliers. They are ready to put an end to uncertainty. And they are ready to embrace the opportunities ahead.

Our departure from the EU will be a once in a lifetime chance to chart a new course for the United Kingdom. Preparing for that new course will be a herculean effort. But this country has made astounding efforts before. We can do it again.
Rt Hon Michael Gove
Chancellor of the Duchy of Lancaster