LEIA ANNUAL REVIEW 2017 As I enter my second year as President of LEIA, there is a lot of change in the air. Britain’s departure from the EU is creating uncertainties for all, whether Leavers or Remainers. A departure much closer to home is that of Terry Potter, LEIA’s Managing Director, who has not only steered LEIA on a steady course through regulations, compliance and the general business of an association but has also introduced new ideas and initiatives. He has been a great support to me and he will be missed. On a positive note, I am delighted that Nick Mellor takes over the reins as Managing Director, bringing long technical experience of the lift and escalator sector together with enthusiasm to develop new initiatives at LEIA, which has already been demonstrated by his success in expanding LIFTEX. To create a balanced team, Nick’s current post as Technical Director will be replaced with the new role of Senior Operations Manager (Membership and Contracts). On a broader industry front, I confess to growing concern about tough trading conditions, and in particular a significant increase in the number of unreasonable contracts that are being imposed on subcontractors. The complexities of contract terms and conditions require careful reading, but the At LEIA, like many representative organisations, we have the perennial challenge of delivering for both the major players and the independents, who have almost opposing interests. The result is a centre ground where the LEIA committee members do amazing work. I can’t take credit for them but I am very proud of their commitment. It is a privilege to be involved with an organisation that produces output of such value, by individuals and companies contributing so much of their time and knowledge. The other balancing act has been the requirement for companies to become accredited to OHSAS 18001. This has meant we have lost some members because they were unprepared to take on the cost and others who have been directed by their parent companies not to embark on the new LEIA requirement. The Association is sad to lose members, but it is important not only to maintain but also to enhance standards within the membership. LEIA will continue to work towards resolving these challenges, the approach and method of course depending on my successor as President, who may bring a different outlook on the issues we face. The focus now is to maintain momentum on the underpinning matters but continue to look for new ways of developing the industry for the benefit of its members and their customers. From the President Kevin Taylor, Chairman ThyssenKrupp and workable contractual framework. If this fails, then the next decision is whether to walk away – a tough decision for both parties if significant design work has been undertaken. When it comes to maintenance, rather than new build, many contracts are now channeled through an FM company, which makes complex contracts and less visible connection points. I sometimes ponder whether this is partly because so many new recruits to this business come from university, where the culture is more aligned to a more intellectual and theoretical approach than the practical experience gained coming up through the building or maintenance environment. So looking back over the past year, what have been particular successes? LEIA’s Guide to Managing Warranties was very timely, triggering the need for clients to know their responsibilities. LIFTEX 2016 was another successful event, with record-breaking numbers of exhibitors and visitors, and a well received seminar programme. I am also delighted that one of my objectives for the year, implementation of guidance on lone working by lift engineers, is being implemented. It is something that my own company, ThyssenKrupp, has been able to progress following appropriate consultation with relevant parties. Kevin T aylor (centre) with Allan Warren of A & A Electrical Distributors (left) and Alastair Stannah of Stannah Lifts.. È “The complexities of contract terms and conditions require careful reading…” effort is well worthwhile if an impractical or unreasonable clause is found. The next step, after checking with lawyers, is to try to have a face-to- face discussion with the client, rather than the third party who drafted the conditions. I know from experience that sometimes the client is equally surprised, at which point a constructive discussion can take place to agree an equitable