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Our CEO Peter Green has just successfully swam the English Channel. He says;
To the team, in a COVID ridden season we went back and we were successful, thank you.
I am now going to enjoy a glass of beer to myself or maybe a little bit of humbleness.
I hope I have inspired others to keep their dreams alive.
Peter Green, English Channel Swimmer, 6th August 2020 – 22hrs 40mins.
Great to welcome Propeller Club members to this seasons National Maritime Fantasy Premier League Championship.
Itâs a great opportunity to network and get to know maritime professionals around the country, and should be a lot of fun to boot!
The 2020â21 iteration begins on Saturday, 12 September, and will again see those working in or associated with the global maritime community compete to win the National Maritime League and Cup.
Last yearâs winner was National Maritime, Chief Executive, Peter Green who amassed 2,181 points. More even than Liverpool winning the title!!!
To join the official National Maritime Cup couldnât be easier. Simply use the link below, enter the code and youâll be added automatically after youâve entered the game.
https://fantasy.premierleague.com/squad-selection
League Code: cei6e8
Auxiliary Power Options â Marine
Applications
Working vessels that need to ensure
optimum profitability and power efficiently often require auxiliary power,
which is achieved by using a range of solutions utilising both pump drives and
PTOâs.
Auxiliary power is commonly required
mostly in the form of hydraulics operating equipment such as cranes, fishing
equipment, winches, pot hauliers and water pumps, enabling vessels to be more
efficient and run multiple types of equipment direct from the power train or
gen-sets. Operators appreciate the additional benefits auxiliary can deliver;
however, available solutions can vary depending on the operation, accessible
power and specific installation requirements.
Pump drives, available in several
ratios, allow hydraulics to work in a more efficient speed window. They also
allow for shorter installed length and remove the need for multiple belts and
pulleys, providing a neater, resilient and safer solution. Whereas, PFI
clutches enable pump drives to be clutched from a remote location anywhere on
the vessel with straightforward wiring, requiring only a 12/24v connection to
function. This solution is more commonly achieved with manual clutches;
however, they need to be engaged manually in the engine space. PFI clutches
alleviate the need to operate within the engine room.
For users where space is imperative,
multi-head pump drives can be sandwiched between the engine and gearbox, to
utilise space in the engine room better. Furthermore, coupling solutions
provide a direct drive from the engine crank, removing the need for additional
belts.
When looking at auxiliary power, one
consideration that must not be overlooked is varying installation factors and
engine models. Various coupling options and connection interfaces can be used
to ensure the benefits of hydraulic power solutions are available to all
operators offering,
Users should also ensure full six degrees
of freedom and TVA calculations are completed to confirm acceptability and
control of torsional and linear vibrations. Modular and commercially
available options are the smart solution due to varying application needs and
requirements.
MIT has supplied several auxiliary
power solutions and have equipment successfully installed onboard vessels such
as fishing boats, FI-FI vessels, ferries and superyachts and can work with you
to specify the best solution for your application.
About
MIT
Since 1974, MIT has been designing,
supplying and servicing transmissions and driveline systems across the
UK/Ireland, becoming a centre of excellence in driveline systems providing
customers with full product life cycle support from system design, supply,
commissioning, maintenance, repair, spares, and overhaul or replacement.
MIT has bases in southern and northern
England, providing comprehensive UK and Ireland coverage along with an
established global mobile support service, delivered by a highly trained and
dedicated technical engineering team and a significant inventory of world-class
brands, including new and refurbished transmissions, driveline systems and
spare parts.
MIT is the sole UK/EIRE distributors of
Twin Disc, Transfluid, Rubber Design, Arneson, Rolla and Quincy compressors.
Axel Johnson International is a global
industrial group of more than 120 companies in 28 countries. We drive business
development and growth through a long-term approach to ownership in
strategically selected niche markets, primarily technical components and
solutions for industrial processes. Axel Johnson International is organised in
six business groups: Fluid Handling Solutions, Industrial Solutions, Lifting
Solutions, Power Transmission Solutions, Transport Solutions and Driveline
Solutions. We are part of the Swedish family-owned corporate group Axel
Johnson.
On 10th May 2020 the Government began to outline its plan to enable certain sectors to return to work.
Whilst employees who can operate from home are being advised to continue to do so, official guidance on the government’s plans for returning to the workplace continue to emerge, and I urge you to ensure you keep up to date with the governments guidance.
Communication is key, and you should be consulting with your staff about returning to work. If you have trade union, employee and health and safety representatives then you need to be including them.
If you do have trade union or employee representatives, please check any agreements you have in place with them to see if you should be formally consulting.
Whilst employees and workers should be ready to return to work at short notice, you should be flexible where possible.
As an employer you must make the workplace as safe as possible for employees, contractors, customers and everyone who needs to visits. Wherever possible encourage employees to work from home and ensure you follow the government guidelines on working safely during coronavirus on GOV.UK
Risk assessments should be carried out to identify what might cause harm, and reasonable steps taken to prevent them from happening. The Health and Safety Executive (HSE) have a great managing risks and risk assessment at work section on their website, along with working safely during coronavirus from the Health and Safety Executive (HSE) at find coronavirus advise on the HSE website
It is important to make sure you talk to your employees as soon as possible with regards to returning to work, and your conversations should include:
It is so important not to forget any changes that might affect an employeeâs employment contract needs to be consulted with them.
You may find some people are anxious about safety and going back to the workplace, and it is important to encourage them to talk to you about any concerns and try to resolve them together.
Some people may feel they do not want to return to work or they may be unable to return yet, for example, they may be:
As an employer you need to listen to any concerns your staff may have and take steps to ensure you protect everyone, this may be
If after reviewing any reasonable adjustments the employee still does not want to return to work, you may want to consider letting them book annual leave or unpaid leave.
If someone is refusing to return to work without a valid reason, this could result in disciplinary action and your disciplinary policy and procedure needs to be followed.
S Potter Talent Ltd is an award-winning consultancy offering bespoke apprenticeship scheme management, human resources and learning & development strategies for business.
Contact details:
Mobile phone â 07486 073844
Email â info@spottertalent.com
Website – www.spottertalent.com
According to the Institute of Student Employers (ISE), more than a quarter of businesses (27%) plan to reduce the number of graduates they recruit this year and 23% will cut apprenticeship and school leaver programmes.
Covid-19 has also impacted internships and placements, which will be reduced by 31%, with more than two thirds (68%) cancelling work experience and other taster opportunities.
With around a third of the businesses replying to ISEâs survey saying they were simply uncertain about their hiring plans, on a positive note a third of businesses were continuing with their recruitment plans, moving their interviews and assessments online.
The situation business owners find themselves in with covid-19 is not for the faint hearted. Do you err on the side of caution, slow down or stop the hiring of apprentices until you know more about how your business with weather the storm or do you carry on as normal with your apprentice strategy for the year and carry on with the original apprentice recruitment plan?
In my experience of running apprentice programmes, one of the key factors to a successful programme is consistency with the apprentice intakes, Missing a year may seem like the only thing to do at for that year, but the knock on effects to the business can have a huge impact in the long term, especially when using the apprenticeship programme to âgrow your own talentâ to help fill the national skills shortages within your industry. Now is a good time to remind yourself on why the company has an apprenticeship programme in place, and to explore and understand what effect to the business there will be if an apprentice intake is not recruited in 2020.
One thing I have done in the past is to reduce the intake number to ensure the talent pipeline is still resourced rather than skip a whole intake, this is where the companyâs succession plan springs into action, in identifying available experience and capabilities in the talent pipeline of the business and taking into account national skill shortages and hard to recruit for role, as well as potential retirees in the coming years.
Whilst these are uncertain times for businesses, I urge you to keep on planning ahead for when this period passes, and it will.
âAlways plan ahead, it wasnât raining when Noah built the Arkâ quote from Richard Cushing, America prelate of the Roman Catholic Church
S Potter Talent Ltd is an award-winning consultancy offering bespoke apprenticeship scheme management, human resources and learning & development strategies for business.
Contact details:
Mobile phone – 07486 073844
Email – info@spottertalent.com
Interested in finding out more, then please feel free to book a discovery call at: https://calendly.com/spottertalent/discovery-call
Key points on coronavirus (COVID-19) Job Retention Scheme
The Government has published a guidance on claiming for wage costs through the Coronavirus Job Retention Scheme, known as the Furlough Scheme.
Below are key points only, you must also read the Governments full guidance, which can be found here, the ensure you have all the relevant information, as these key points on their own, will not be enough.
âĒ Employers can claim up to 80% of wage costs up to a cap of ÂĢ2,500 per month, plus the associated employer National Insurance contributions and minimum automatic enrolment employer pension contributions on that wage. Fees, commissions and bonuses are not included.
âĒ Any UK organisation with employees can apply, including:
âĒ Must have a PAYE payroll on or before 28th February 2020 and must have a UK bank account.
âĒ Employers can claim for:
âĒ Individuals are only entitled to minimum wage for the hours they work. If someone is furloughed and are not working, and 80% of their normal earnings would take them below the minimum wage based on their normal working hours, they still only receive 80% as they are not working.
âĒ Any time spent training will be paid at national minimum wage.
âĒ Employees must have been on the companyâs payroll on 28th February 2020 to be eligible. Anyone employed after this date are not eligible. If someone was on the payroll from 28th February 2020 and has since been made redundant, they can be rehired and put on the scheme.
âĒ Furlough leave must be taken in minimum blocks of three weeks to be eligible for funding.
âĒ The employee must not be working at all, if they work for even an hour, they will not be eligible. However, they are able to undertake training and do volunteer work, as long as they do not provide services to or make any money for their employer.
âĒ Normal employment law applies when agreeing changes in hours and acceptance of 80% pay, assuming the employeesâ contract does not already allow for that.
âĒ The selection process for furlough should follow the organisations standard redundancy process.
âĒ Employees on sick leave or self-isolating cannot be furloughed, but can be furloughed afterwards. Employees who are shielding* can be placed on furlough.
âĒ Employees on maternity, or similar leave can continue to draw SMP, or similar payments.
âĒ Claims can only be made one every three weeks, and can be backdated to 1st March 2020. The scheme is expected to be up and running by the end of April 2020, with further guidance being issued by the Government on the mechanics of claiming the payments.
* shielding is a measure to protect people who are clinically extremely vulnerable by minimising all interaction between those who are extremely vulnerable and others.
S Potter Talent Ltd is an award-winning consultancy offering bespoke apprenticeship scheme management, human resources and learning & development strategies for business. Contact details: Mobile phone â 07486 073844 Email â info@spottertalent.com Website – www.spottertalent.com
National Maritime very much welcomes the development of a new shipyard on the Thames and the Expression of Interest from London & Regional Properties Ltd and the Port of London Authority for shipyard operators to develop a new facility on the River Thames.
The development of a new shipyard supports one of the key priority frameworks set out by us in 2009. National Maritime has long recognised the strategic position and importance of the River Thames to supporting regional maritime sector and economic growth. We have always believed that with the right partnership approach, it can become the central axis in promoting and developing excellence in all maritime activities related to business, education and skills.
Expression of Interest: Albert Island Shipyard – Deadline for submissions 10 Feb 2020
This month January saw Cefas launch its International Marine Climate Change Centre (iMC3), bringing together scientists from different disciplines to better understand impacts of climate change on marine environments and coastal areas.
Bombora has now contracted more than 70% of its ground breaking ÂĢ17 million Pembrokeshire Demonstration Project. The project is currently on schedule for deployment in mid-2020. The project is part of Bomboraâs accelerated commercialisation plan to validate mWaveâs performance capabilities with a bigger scheme in Lanzarote, Spain already on the horizon.
The controversial Ferguson ferry contract which the Scottish Government awarded to the highest of six bidders was based on “incompetence, vested interest or corruption”, MSPs have been told. Ferguson Marine won the contract in 2015 to build two new CalMac ferries despite its ÂĢ97 million bid being the most expensive, while experts now estimate that it will cost an additional ÂĢ110 million for the work to be completed. MSPs carrying out an inquiry into the delayed and over-budget new vessels were told by experts today that the Ferguson ferries appear to be “over specified” for their purpose.
