Pauline Kelly makes one thing clear: “I’m not a joiner and never have been. I came into the industry for the simple reason that I married a carpenter”. Thirty or so years later she finds herself at the helm of the British Woodworking Federation (BWF), with training high on her list of presidential priorities.

Brought up in Bradford, Pauline left grammar school at 16. Her first job was matching dyes in a local factory, but she soon followed in her grand-father’s footsteps – working for British Rail. A transfer to London led to her meeting her carpenter husband Liam. Together they set up a carpentry contracting company and, as the company grew, so did the demand for joinery. Pauline remembers times when their garage and even the front room of their north London home were requisitioned as joinery workshops. “We were moving more and more into joinery and we had to make a decision about where we wanted to take our business.”

In 1981 a golden opportunity arose when EA Higginson, a second-generation family firm making general joinery, was put up for sale. Despite high interest rates and a tough business environment, Pauline and Liam jumped at the chance.

Now the company, which has gained a reputation for high quality timber staircases, employs around 25 people and continues to expand in its Colindale premises.

The purchase of EA Higginson marked the beginning of Pauline’s involvement with the BWF. “We inherited Higginson’s membership of a building trade association,” said Pauline, “but quite by accident I found some papers from the British Woodworking Manufacturers Association. By the time we actually joined it had become the British Woodworking Federation.”

Active role

With Liam mostly out on the road, Pauline took control of the day-to-day management of the company. Busy order books meant that there was not much participation in BWF activities to begin with. However, a chance conversation with another member catapulted Pauline into a much more active role, starting her on the path to BWF presidency.

That conversation centred on some major changes to the Building Regulations. “I thought that, as a trade association, the BWF should be telling members about something so important, so I got on the telephone to the technical manager at the time.

“At the end of a lengthy conversation he invited me to the next Technical Committee meeting, probably to get me off the phone! That was in 1990 when the BWF was a very different organisation from the one we have today.”

&#8220I want to make training a major theme of the BWF’s work. I’m not just talking about teaching people how to use their hands and operate machinery. I am talking about understanding timber, this wonderful raw material, being aware of British Standards and learning how to cope with the day-to-day running of a business”

From her early involvement on the Technical Committee Pauline has been one of the driving forces behind the development of the BWF into the modern, participative and active organisation that it is today. “I think the BWF today is a great example of what a good trade association should be,“ she said, “and the quality of our technical support for members is second to none.”

Targets

She has three main targets during her term of office – training, the BWF’s Code of Conduct and member numbers.

“I want to make training a major theme of the BWF’s work. I’m not just talking about teaching people how to use their hands and operate machinery. I am talking about understanding timber, this wonderful raw material, being aware of British Standards and learning how to cope with the day-to-day running of a business.“

“I am championing our new Woodworking Industry Training Forum – we are already getting our members behind it and I think it will make a real difference to training provision over the next five years. This initiative is a major step in establishing relevant and accessible training provision across the UK.”

Next on the list is the BWF’s Code of Conduct. “This is such a potentially powerful endorsement,” said Pauline. “I want to see compliance with the Code as a requirement of tender documents and for people like self-builders to look for BWF members when they are purchasing products.

“Joinery companies need to see the Code as a powerful marketing tool, providing credibility and reassurance about sound business practices across the board. It is one of our most valuable assets.“

Last but not least is membership. “The BWF must rank as one of the best trade associations in the country – the membership benefits are there for all to see. More members will mean that we can do even more to help grow our industry through improved training and higher standards.”

She may not be a joiner but Pauline knows a lot about the industry and is passionate about the role that the BWF plays in driving it forward. “I want to make my mark because I really believe that the continuing improvement of industry standards is the way to raise our profile and I want to be part of that process.”