BFT - How a scaffolding company transformed into providing top quality mast climbing solutions

“If you want to look at the future, look at the past.” This famous quote from Albert Einstein still rings true for people and businesses the world over. With the coronavirus pandemic giving a real sense of perspective for many who have struggled over the past 18 months, now is as good a time as any to take a look at the history of BFT Mastclimbing, and see what lessons we can learn to help guide our future.

Believe it or not, BFT began life as a scaffolding company. The name itself stands for Boards, Fittings and Tubes. We started our family firm in 1997 with the aim of providing fair, quality scaffolding for our customers across the UK.
However, we soon realised that while the world of our clients was evolving, the world of scaffolding was not.
There would always be problems with erecting and dismantling scaffolding in terms of the time it took. It would always be difficult to transport. It would always provide awkward working positions that could affect our staff’s physical health.
We didn’t want to stick with the status quo. We wanted a solution that would help us grow and meet the ever-changing demands of our clients.
That’s when we discovered the potential of mast climbing.

The Change To Mast Climbing

When it comes to change, there are often three options. You can fight the change, go along with the change, or instigate the change.
BFT chose the latter option in 2006.
The reasons for that are simple. We could see the vast potential and superior advantage that mast climbing had over scaffolding.
It was clear that mast climbing was far quicker to build and dismantle compared to scaffolding. That the knock-on savings would provide greater value for money for our customers thanks to the thousands of hours saved on project length. That the visual effect on surroundings were much cleaner than scaffolding. And that it provided a safe alternative to delivering a high quality of service on accessing high-rise buildings across the UK.

That’s why we sold our scaffolding equipment and purchased 60 mast climbers.
Since then, we have continually reinvested in our equipment.
In 2010, our fleet size increased to 300 units as we further invested in MCWPs.
By 2016, BFT began a major investment programme to the tune of £30million into providing greater diversity of our fleet. With 600 units now at our disposal, we are now the largest non-manufacturer rental fleet in Europe.
For over 15 years, we have been championing the cause when it comes to Mastclimbing Work Platform (MCWP) adoption. We believe that this alternative to scaffolding holds the key to progressing and developing a construction sector that is currently stagnant. We are passionate about mast climbing and we want you to be passionate about it too.

How Does The Future of BFT Look?

In keeping with our ethos of embracing change, we have now launched our hoists services (more information to come on this exciting new venture at a later date.)
We have also launched our new training centre and we would love potential clients to come and see what we have to offer.
This £500,000 investment in our facilities is one example of the commitment we have to ensuring that we maintain and improve our already-high standards.
Through this facility, we can invite people to see the potential of mast climbing. We can then use our technology to provide a greater service when it comes to construction access of high-rise buildings.
We have also continued the investment in our fleet with the delivery of further brand new machines in October 2021 taking the total to nearly 2,000 and the removal of some machines alongside our policy of not having any machines older than 15 years on our fleet.
With 1300 employees now working for BFT, we are in a stronger position than ever to grow and showcase the real benefits of mast climbing to all our customers.

Why not be part of the journey with us?
If you want to visit us, or if you have any questions, get in touch with us. Call 0808 178 9772 or email BFTSales@bftmastclimbing.com today.

A Quick Snapshot Timeline of The History of BFT

1997 - BFT Scaffolding Ltd founded - Small traditional scaffolding access business employing 100 scaffolders at its peak. Business named after three components of scaffold tower - Boards, Fittings & Tubes

2006 - Made first purchase of Mast Climbers - Scaffolding materials sold and purchase 60 brand new MCWPs

2010 - Further investment in MCWP’s - Growth in business as fleet size increases to 300 units

2016 – Rebranding & Major Investment in new MCWP’s - £30million investment in new MCWP’s giving diversity in the fleet
- 600 units, largest non-manufacturer rental fleet in Europe. - New mechanical preparation workshop built
- BFT Mastclimbing Ltd now have over 60 employees

2021 – Fleet size of nearly 2,000 machines, all less than 15 years old and spread across 4 different sizes so we really are in the best position to support you with your projects

Understanding the Government Code of Remediation

The Government Code of Remediation is structured into four parts: the scope; undertaking remediation; living with remediation; and general compliance. Each part addresses key aspects of cladding remediation projects, to mitigate fire safety risks that are present within buildings that feature external cladding whilst ensuring the safety and satisfaction of residents. It applies to buildings regardless of occupancy levels, whether fully, partially, or temporarily occupied.

Resident-Centric Approach

The Code puts residents at the heart of remediation. It is a direct response to the Grenfell tragedy, designed to protect residents from potential fire hazards and ensure their concerns are acknowledged throughout the remediation process.

Roles, Responsibilities And Accountability

The Code mandates that roles and responsibilities related to remediation must be clearly outlined and understood by all parties involved in the project. This includes contractors, developers, building owners, tenants, residents, and management companies, so each party knows its duties and is held accountable. Parties involved in the project cannot avoid Code compliance by delegating or subcontracting their obligations.

Effective Communication and Active Engagement

It’s stated in the Code that good communication needs to be maintained from the outset of the project so that residents remain informed and sufficient transparency is achieved. Proper channels should be implemented to ensure that residents can meaningfully engage in the decision-making process. The Code acknowledges potential language barriers and encourages the use of electronic forums to ensure information is disseminated efficiently. Residents should be kept up-to-date with project developments, enabling them to contribute and participate in the design and delivery of the project.

Minimising Impact On Residents

A significant focus within the Code is on minimising the impact of remedial works on residents. Contractors and developers are expected to take measures to reduce disturbances from on-site activity, including noise, dust, and general inconvenience so that disturbances to the residents are kept to a minimum. Balancing health and safety considerations with cost and time factors is another key pillar of Part 3 of the Code. The goal is to create the least inconvenience to the residents and achieve potential cost savings for contractors and developers.

Mental and Physical Health Of Residents

Acknowledging the potential impact on residents' mental and physical health, the Code mandates careful consideration and documentation of these aspects throughout recladding projects. This additional step of record-keeping holds parties accountable for their actions and highlights the seriousness of their responsibilities.

Revaluating Your Access Method

The Government Code of Remediation sets a high standard for remediation projects with a key goal to minimise the effect recladding has on the residents. The core objective of the Code revolves around mitigating the impact on residents' homes and common facilities, while concurrently prioritising the safety and security of the building and its inhabitants.

In this context, the Code calls into question the appropriateness of using scaffolding for extended periods. A two-year presence of scaffolding, according to the principles outlined in the Code, appears incongruent with the commitment to minimise impact and ensure safety, particularly concerning security issues and prolonged inconveniences for residents.