Steel River Consultants

A Message from Lord Pickles and Lord Blunkett, followed by Steel River Consultants'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 Steel River Consultants 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
Pickles signature Rt Hon The Lord Eric Pickles

Highlighting best practice
Graham Tyerman, Managing
Director of SRC and SRCPM
welcoming Gary Marshall,
Managing Director of SRCPM
Offshore turbine
Originally specialising in the renewable industry, Steel River
Consultants offer health and safety consultancy to a wide
range of sectors, including the petrochemical, utilities
and construction industries, having diversified following frequent
policy changes. As an increasing number of the workforce are
migrating back to the utilities sector, Steel River Consultants
have begun to train apprentices to address this new shortage of
workers. Managing Director Graham Tyerman established the
company in 2010 and talks about their work in the renewables
sector and how they have expanded into other areas.
We were established in 2010 as an alternative to larger corporate entities, offering
the renewable industry a cost-effective health and safety consultancy, with a
particular specialism in onshore and offshore renewable energy. The company
has been built on its reputation in both the renewable and industrial sectors and,
following this success, has expanded into more traditional sectors.
The renewables sector continues to be a UK success story, with renewable
energyhitting a record share of power generation in the second quarter of 2018,
reaching new highs of 31.7 per cent.
Identifying an opportunity to provide a more end-to-end service, our sister
company Steel River Cost and Project Management – also known as SRCPM – was
born. This was a natural development within the business and was launched in
»Managing Director:
»Based in Stockton
»Established in 2010
»Services: Health and safety
»No. of staff: 14
»No. of clients: 544 projects
with 216 clients; 108 live
projects with 64 clients
Steel River
Health and safety are more
than just box-ticking
Some people think that fulfilling health
and safety requirements is just a box-
ticking exercise. This is certainly not the
case with our service. We believe in
safety and offer a pragmatic approach
to health and safety solutions.
I established the company nine years
ago. Formerly national safety manager
for EDF, I felt that the level of service
offered within the energy industry
fell short of both clients’ expectations
and, at times, the legal requirements
for delivering a competent and
Since launching, we have developed
our reputation in key sectors and
have developed a strong blue-chip
client base, with an impressive
track record of repeat business. We
work on projects whose output
equates to a massive 2 gigawatts of
renewable energy – including wind
farms, solar power, hydropower and
Renewable energy projects often
involve complex engineering studies
and developing technologies, which
bring associated health and safety
challenges. We are experienced in
working with multinational companies
to deliver renewables project safely
across the UK, Europe and the rest of
the world.
As a member of RenewableUK, our
positive dialogue with the Health and
Safety Executive during intervention
projects, as well as regular liaison with
industry stakeholders, ensures that
our knowledge and experience of the
safety challenges faced by the sector
are always up to date.
Our biggest project so far has been
providing safety management services
for a £1.6 billion project, focusing on
the creation of wind farms for one
of the UK’s largest energy suppliers.
We provided all the health and safety
management services for the project,
in which 116 turbines provide over
440 megawatts of power to the
We worked as construction design
and management advisors, as well as
assisted with the development of the
full safety management system for the
project. This increased the value of the
project, as we worked with the HSE
to present the project’s construction
design and management approach at
an industry safety seminar. We also
implemented safety initiatives at both
corporate and site levels.
Frequent policy changes have
led to diversification
With frequent policy changes affecting
the renewables sector supply chain, we
have found ourselves diversifying into
a number of different sectors, such as
petrochemicals, utilities andconstruction.
In the past, as a result of changing
regulations, projects always required
a dedicated construction, design and
management co-ordinator. However,
in the CDM Regulations 2015, that
requirement was scrapped, and the
onus fell on a project’s principal
Renewable energy via
solar panels
With frequent
policy changes
affecting the
sector supply
chain, we have
found ourselves
diversifying into
a number of
sectors, such as
utilities and
Highlighting best practice
designer, usually architects, to fulfil
In the majority of cases, rather than
upskilling, architects have outsourced
the role to companies such as ours. As
a result of this, a large proportion of
our work in the North East currently
comes from the construction sector.
Reacting to constant policy
The renewables industry relies heavily
on government policy. Thus, policy
has a huge impact on the industry,
and we are constantly reacting to
Frequent UK policy amendments
have a detrimental effect on the
renewables industry supply chain.
Changes create uncertainty because
of both financial incentive decisions
and third-party factors influencing
the viability of projects, which in turn
creates nervousness and an unstable
job market.
While the country was in recession,
the renewables sector was a growth
industry, and we benefitted from
this. Specialists who had previously
worked in the utilities sector moved
into the renewables industry while it
was flourishing. They’re now migrating
back to take advantage of increased
opportunities, taking those skills with
them because of a drop in industry
prospects due to legislative and
We have seen it ourselves: we’ve had
to diversify away from renewables to
a certain extent and look at alternative
markets. The danger is that when
the sector is in resurgence, we will
struggle to find a quality workforce.
To combat this, we need cross-party
agreement to ensure a steady stream
of qualified staff and the retention of
Promoting a low-carbon
energy revolution
The renewables industry continues
to grow, aiming to meet the UK’s
commitment to reducing greenhouse
gas emissions by 57 per cent by 2030
and by 80 per cent by 2050. There’s
no doubt that a low-carbon, renewable
energy revolution will give us the best
chance to hit these targets.
We see investment in people as pivotal
to the growth of the business. In our
years of operation, we’ve grown from
one member of staff to 14 employees
across two offices. To address the skills
shortage in the renewables health
and safety sector, we’ve taken on two
apprentices and are one of the only
practices to do so. They’ll learn about
every aspect of health and safety
across all the industries we specialise
in. They are a key part of our plans for
the future, as we have the ability to
train and develop them with the skills
that are being lost to other industries.
We want to become the go-to firm
for health and safety expertise, and
our ambition is to become a truly
national firm, with offices in London,
Birmingham and Edinburgh, as well
as our current bases in Stockton and
Derby. The UK is looking towards a
green energy revolution – and we
want to be at the heart of it.
We believe in
safety and
offer a
approach to
health and
Full safety support to
the development of a
Round 3 440 megawatt

This article was sponsored by Steel River Consultants. The Parliamentary Review is wholly funded by the representatives who write for it. The 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