A E L Electrical

A Message from Lord Pickles and Lord Blunkett, followed by A E L Electrical'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 A E L Electrical 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

www.aelelectrical.co.uk

THE PARLIAMENTARY REVIEW
Highlighting best practice
38 | AEL ELECTRICAL
Managing Director WayneDunn
A recent electrical installation for a new-
build luxury care home in Harrogate
AEL Electrical provide electrical installations for both
commercial and industrial services. After working together
for six years at AEL Systems, Lee Willis and Managing
Director Wayne Dunn realised that they could increase efficiency
by ceasing to subcontract various aspects of their installations.
To achieve this increased productivity, they decided to establish
a separate service, which became AEL Electrical. Wayne Dunn
manages this new business and describes the development of
the company and what they have planned for the future.
The creation of AEL Electrical
When our company was founded, it initially focused on security and CCTV installation.
While doing this, we saw an opportunity to expand into electrical installations, as
various aspects of our installations were subcontracted to external contractors.
I was employed by Lee Willis, the managing director of AEL Systems, to help to develop
the electrical installation arm of the business. In 2011, I was installed as the contracts
director for the company. After six years of Lee and I working together to expand this
element, it was decided that we should divide the business. This decision was made
because of the size and workload of each department. We realised that it would be
more efficient and would increase our productivity if we operated as separate parts
of the same organisation. Today, both companies work alongside each other and
help to generate work for their opposite number, alongside workingindependently.
AEL Electrical currently employs 25 staff, most of whom have been with the
company several years. We always try to promote existing employees and have an
FACTS ABOUT
AEL ELECTRICAL
»Managing Director:
WayneDunn
»Director: Lee Willis
»Established in 2008
»Based in Newton Aycliffe,
County Durham
»Services: Electrical installations
for the commercial and
industrial sectors
»No. of employees: 24
»No. of clients: 93
AEL Electrical
39AEL ELECTRICAL |
BEST PRACTICE REPRESENTATIVE 2019
atmosphere of development within the
organisation. Some of the first trainees
are now established electricians. We
have developed a training structure for
our staff that is regularly updated. This
ensures that all of our employees are
up to date and competent with current
regulations and the evolving needs of
ourcustomers.
As a company, we value all staff
members. We recognise that without
good staff who feel valued and enjoy
working for us, we would not be able
to provide the highest quality service to
our customers. We have an open-door
policy and a relaxed office environment,
in which all staff members can come
in and discuss anything with directors,
managers or other members of staff.
We have regular social events with
staff and their partners, and we believe
that this brings out a more personal
side to our company, as well as
promoting a productive and enjoyable
workatmosphere.
We have managed to grow and
expand over the years, mainly
because of recommendations from
clients and customers. We are able
to achieve these referrals through
our commitment to quality and
personal customer service. We always
endeavour to treat every customer with
the highest level of regard and care.
Progress and growth
We began by carrying out works for
small building contractors, alongside
providing electrical engineering for AEL
Systems on their projects. This led to
larger projects as time went on. As the
company progressed, we started to
carry out work for larger contractors,
including Walter Thompson, Gentoo
Construction, Interserve Construction,
AMH Workspace and other local
building companies.
We won our first major contract for
the installation of electrical systems,
CCTV, and intruder and fire alarm
systems for Gentoo Construction.
We aided in the construction of the
Grace House Children’s Hospice in
Sunderland, and this gained our
company a lot of local publicity.
Following this, we became known to
other building contractors, consultants
and designers. Since completing
Grace House Children’s Hospice, we
have continued to grow steadily, and
we are able to provide a reliable and
competitive service to our clients.
Our scope of work
includes new-build care
homes, schools and
nurseries and office
refurbishments
We aided in the
construction of
the Grace House
Children’s
Hospice in
Sunderland, and
this gained our
company a lot of
local publicity
THE PARLIAMENTARY REVIEW
Highlighting best practice
40 | AEL ELECTRICAL
We now undertake a range of projects
for a diverse selection of clients.
Our scope of work now includes
new-build care homes, schools and
nurseries; college extensions; and
officerefurbishments.
Embracing the future
Looking forward, we have devised
a number of plans to develop the
company. In October 2018, we moved
into new premises. These include extra
offices and storage, which will allow us
to expand further. We have employed
a new general manager to locate and
bring in new maintenance and reactive
works. We feel that this is an area
that we can move into to diversify
ourbusiness.
To progress the company further, we
have engaged with a leading supplier
of battery storage, solar photovoltaics
and car charging units. We aim to
become a partner for the installation of
their equipment, as we believe that this
is a potentially lucrative market going
forward. We are currently carrying out
training and gaining the accreditations
required for us to be able to carry out
these installations.
The government is currently setting
targets to reduce emissions and
electrical waste. To adapt to this
incoming legislation, we are moving
the company towards renewable and
greener energy. We feel that this
will not only benefit our customers
but the environment as well. We are
an installer of automated and low-
energy lighting, which greatly reduces
electrical waste. It also serves to save
the customer money and reduces their
carbon footprint at the same time.
We feel that we can fit into a growing
market by adapting to changes as
they are happening. Customers are
requiring a better service for works
carried out and desire more value
for their money. We feel that we are
perfectly suited to fulfil these new
needs and are confident that we will
be able to continue to thrive and
improve our existing service.
To adapt to this
incoming
legislation, we
are moving the
company
towards
renewable and
greener energy.
We feel that
this will not
onlybenefit our
customers but
the environment
as well
A perfect place to
unwind and relax

www.aelelectrical.co.uk

This article was sponsored by A E L Electrical. 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