Intratest

A Message from Lord Pickles and Lord Blunkett, followed by Intratest'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 Intratest 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.intratest.co.uk

27INTRATEST |
BEST PRACTICE REPRESENTATIVE 2018
Martin Wyeth, managing
director
Our typical place of work
Founded by managing director Martin Wyeth in 2012,
Intratest is the only structural testing organisation in the UK
with ISO 9001 certification that also works to the National
Highways Sector Scheme 8 (NHSS 8). The company works in
the street lighting industry to provide integrity-based solutions
and thus improve standards across the country – for Intratest,
compliance is the absolute be-all and end-all when it comes to
their day-to-day work.
Our accreditations and focus on compliance do not only reassure existing and
prospective customers; they also allow us to keep up to date with various
methodologies regarding best practice across different sectors. This, in turn,
enables us to keep pushing the boundaries and provide professional, cost-effective
solutions for customers in a straightforward, no-nonsense and honest manner.
Company mission statement
Our mission is to develop integrity-based solutions that help customers manage risk
in relation to lighting columns and other supporting structures in public places; we
see to it that we achieve and deliver these solutions in an ongoing and sustainable
manner. For those not involved in this rather unique sector, we also provide
services aimed at maintaining the integrity of street lighting assets and other metal
highwaystructures.
The solutions we provide assess the integrity of structures on the UK’s motorways
without compromising the stability of the structure itself. If the structure to be
tested is accessible, our services do not require excavation, and are not mechanical
FACTS ABOUT
INTRATEST
»Managing director:
MartinWyeth
»Established in 2012
»Based in Bournemouth,
Dorset, but services the UK
»Services: Structural testing
using truly non-destructive
testing techniques for street
lighting columns and other
metal structures on UK
highways and other public
areas
»No. of employees: 5
»Striving for excellence in the
street lighting industry
Intratest
THE PARLIAMENTARY REVIEW
Highlighting best practice
28 | INTRATEST
in nature; nonetheless, they still test
everything from unseen corrosion to
the presence of cracks in welds and
metal structures.
The Intratest process
All solutions we provide begin with
a visual inspection as standard, and
progress to the following testing and
maintenance services:
»Standard non-destructive testing –
uses a specialised, non-destructive
inspection tool for the detection and
estimation of corrosion damage near
and below ground level.
»Specialist non-destructive testing
– uses various techniques such
as ultrasonic, eddy current, and
magnetic particle inspection,
applying them to distinct types of
structures including high masts,
traffic mast arms, safety barriers and
non-steel rooted lighting columns.
»Electrical testing – periodic testing
due every six years, as regulations
require, for lighting columns, signs,
illuminated bollards and beacons.
»General or routine maintenance
– this can be asset surveys, a bulk
clean, capacitor and photocell
replacement, LED replacement
programmes and minor maintenance
as required.
Although we specialise in the non-
destructive testing techniques, our
flexible approach means we can easily
develop integrated strategies. These
help customers manage the risks
associated with street lighting assets
and other highway metal structures in
a cost-effective manner.
Furthermore, our reports are
meaningful; they are firmly rooted
in a risk assessment process, which
allows results to be warranted to
specified “re-test periods”, something
that should underpin any asset
management programme.
Work with local authorities
It certainly has been an interesting
journey since I established Intratest
in 2012. I’ve drawn heavily on the
wisdom that comes from over 35 years
of commercial experience, 15 of which
are specifically within the street lighting
industry. This background has really
helped us to resolve issues that have
arisen, from conforming to a myriad
of supply chain and industry-specific
requirements through to educating
customers as to the best testing
technique to apply to any one of the
variety of structures we work with.
This proactive company attitude has
led to the successful deployment of
a six-year rolling street lighting asset
management programme for Reading
Borough Council, connected to our
standard non-destructive testing
methodology.
David Moore, who works in technical
services for Reading Borough Council,
said of us earlier this year: “Intratest
have worked in partnership with
Reading Borough Council for the
past six years, providing expert non-
destructive testing for all types of street
lighting assets, from high masts to cast
iron and decorative columns. Intratest
provide expert technical advice on the
most economical and practical means
Standard non-destructive
testing
Our reports are
meaningful;
they are firmly
rooted in a risk
assessment
process
29INTRATEST |
BEST PRACTICE REPRESENTATIVE 2018
of achieving the required surveys in
relation to testing frequencies and
remedial works. Intratest have also
helped to support Reading in the
successful roll-out of our recent LED
upgrade programme.”
Against the odds
We are now a multi-award-winning
structural testing business that can
clearly demonstrate its credibility
when it comes to consulting on and
delivering our structural, electrical
testing and general maintenance
services.
In fact, our focus on demonstrating our
credibility and integrity in an honest
and straightforward manner has
helped us achieve approved supplier
status with over 12 major contractors
and 10 local authorities. This has
also been recognised by the Achilles’
Building Confidence procurement
hub. This new, accredited status
has allowed us to work at a variety
of sites, including Gatwick airport.
Furthermore, as a demonstration of
customer satisfaction, we can proudly
state that 100 per cent of our work is
presently repeat business.
I certainly feel that our approach
has enabled us to fight well above
our weight, competing with larger
organisations in the sector. We are
living testament to the fact that SMEs
are more than capable of providing
integrity-based, cost-effective services
that fulfil the requirements of
contracts that historically may have
been the exclusive territory of larger
organisations.
What of the future?
Having spent the last 15 years in the
street lighting industry, I believe the
biggest factor affecting its integrity for
the future is the level of knowledge
and understanding required to service
and maintain over eight million lighting
units across the UK to a high standard.
This does not necessarily apply to
service providers, but more so those
that own the assets and commission
the maintenance.
This lack of knowledge and
understanding, when coupled with
restricted budgets, can easily manifest
itself in a number of forms, including
insufficient monitoring, inaccurate
system updates, poor fact-based
decision making and overspending.
I, for one, will endeavour to
continue educating and mentoring
asset owners, their personnel and,
potentially, the larger contractors, to
ensure that cost-effective integrity-
based solutions become the norm.
I would, however, relish the
opportunity to really make a
difference. Perhaps working with
proactive, forward-thinking asset
owners to create a dynamic, flexible
and interactive management system
that makes the most of digital
technology would ultimately provide
a cost-effective service grounded
appropriately in tangible results. This,
in turn, would allow asset owners to
be confident they are doing all they
can to minimise risk for the public.
Finally, we are looking forward to
extending our professional approach
and services to other industries and
facilities, such as football stadiums, retail
parks, and hospital car parks, as further
opportunities present themselves.
I would,
however,
relish the
opportunity to
really make a
difference
»CERTIFICATIONS
»Certified to ISO 9001:2015
for our quality-based Business
Management System,
extended to include UKAS’
National Highway Sector
Scheme 8
»Certified to BS OHSAS
18001:2007 for our
Occupational Health and
Safety Management System,
extended for Safety Schemes
In Procurement (SSIP)
»Registered to the Highway
Electrical Registration Scheme
(HERS), administered by the
Highway Electrical Authority
(HEA)
»SafeContractor approved
A multi-award winning
business

www.intratest.co.uk

The Parliamentary Review Publication, in which this article originally appeared, contained the following foreword from The Rt Hon Theresa May MP.

The Rt Hon Theresa May MP's Foreword For The Parliamentary Review

By The Rt Hon Theresa May MP

This foreword from the then Prime Minister appeared in the 2018/19 Parliamentary Review.

British politics provides ample material for analysis in the pages of The Parliamentary Review. For Her Majesty’s Government, our task in the year ahead is clear: to achieve the best Brexit deal for Britain and to carry on our work to build a more prosperous and united country – one that truly works for everyone. 

The right Brexit deal will not be sufficient on its own to secure a more prosperous future for Britain. We also need to ensure that our economy is ready for what tomorrow will bring. Our Modern Industrial Strategy is our plan to do that. It means Government stepping up to secure the foundations of our productivity: providing an education system that delivers the skills our economy needs, improving school standards and transforming technical education; delivering infrastructure for growth; ensuring people have the homes they need in the places they want to live. It is all about taking action for the long-term that will pay dividends in the future.

But it also goes beyond that. Government, the private sector and academia working together as strategic partners achieve far more than we could separately. That is why we have set an ambitious goal of lifting UK public and private research and development investment to 2.4 per cent of GDP by 2027. It is why we are developing four Grand Challenges, the big drivers of social and economic change in the world today: harnessing artificial intelligence and the data revolution; leading in changes to the future of mobility; meeting the challenges of our ageing society; and driving ahead the revolution in clean growth. By focusing our efforts on making the most of these areas of enormous potential, we can develop new exports, grow new industries and create more good jobs in every part of our country.

Years of hard work and sacrifice from the British people have got our deficit down by over three quarters. We are building on this success by taking a balanced approach to public spending. We are continuing to deal with our debts, so that our economy can remain strong and we can protect people’s jobs, and at the same time we are investing in vital public services, like our NHS. We have set out plans to increase NHS funding annually by an average by 3.4 percent in real terms: that is £394 million a week more. In return, the NHS will produce a ten-year plan, led by doctors and nurses, to eliminate waste and improve patient care.

I believe that Britain can look to the future with confidence. We are leaving the EU and setting a new course for prosperity as a global trading nation. We have a Modern Industrial Strategy that is strengthening the foundations of our economy and helping us to seize the opportunities of the future. We are investing in the public services we all rely on and helping them to grow and improve. Building on our country’s great strengths – our world-class universities and researchers, our excellent services sector, our cutting edge manufacturers, our vibrant creative industries, our dedicated public servants – we can look towards a new decade that is ripe with possibility. The government I lead is doing all it can to make that brighter future a reality for everyone in our country. 

British politics provides ample material for analysis in the pages of The Parliamentary Review 
The Rt Hon Theresa May MP
Prime Minister