Alba Power

A Message from Lord Pickles and Lord Blunkett, followed by Alba Power'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 Alba Power 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

General Manager Neil McKenzie
Working worldwide, with headquarters
in Scotland, the USA and Canada
The world depends on the proper functioning of turbines,
which is why the services of Aberdeenshire-based Alba
Power are so valued on a global scale. The services they
provide mean that whenever such machines fall out of action,
vital services will not go interrupted. The key to success, Alba
Power believe, is listening closely to customers’ needs and
providing the strong technical expertise required to meet those
needs. Neil McKenzie, their operations director, offers a fuller
insight into this difficult technical task.
We started Alba as a relatively small company, but through our expertise, tenacity,
commitment to customer service and appetite for global growth, we are now one
of the go-to companies for turbine repairs. This is an enviable position given how
niche much of what we do is. Key to all of this has been our ability to communicate
with clients and understand their exact needs. Ultimately, when we’ve proven
ourselves to a client, they stay with us. To this day, even with the success we’ve
already accumulated, we still strive to set the benchmark that others in the industry
aspire to. To continue our success, we will always encourage a culture and work
ethic that can keep up with this critical and deeply technical industry. We ensure
that these core values of diligence and close collaboration are understood at all
levels of the company.
One oil and gas operator said of us: “I was accepted into the team and I felt
that they really did appreciate my input. Once again the people at Alba Power
pulled out all the stops to try and meet our requirements, and succeeded beyond
»General Manager and
Director: NeilMcKenzie
»Managing Director:
»Founded in 2003
»Located in Aberdeen, Scotland
»Services: Overhaul and supply
of turbines (gas marine
and power), as well as
»No. of employees: 79
»Since opening its doors in
2003, their turnover has
increased by 420 per cent to
Alba Power
Highlighting best practice
Worldwide excellence and
Working the world over, we are
an award-winning and passionate
overhaul and repair team, whose goal
it is to keep facilities in the energy
and chemical sectors running at full
functionality. We do this with a keen
eye to providing the best-possible
customer service, allowing our clients
peace of mind, confidence and cost-
management capabilities. Our main
focus is on turbines of aeroderivative,
industrial, power and marine types.
We are particularly proud of our
partnership approach and our strong
adherence to the values of reliability,
responsiveness and accountability. In
addition to this, we possess between
us an outstanding knowledge of
products within the industry and
a strong grasp of technical details.
Regardless of age, condition or
type, we offer high-level support for
everyone. All of this is done with
uninterrupted, 24-hours-a-day support
for our clients.
Because of all this, we have established
ourselves as one of the world’s most
responsive providers of repair and
support services for industrial control
systems. Our key strengths are in
dealing with RB211, Olympus, Avon,
Spey, Tyne and Power turbines. We
are also particularly strong in the
maintenance of control systems where
conventional OEM support is no
Our presence is truly worldwide, with
– in addition to our head office in
Scotland – headquarters in Houston
and Ontario. This allows us unrivalled
capability and rapidity in terms of
worldwide responsiveness to our
clients. Indeed, roughly 80 per cent
of our work is done abroad, with
many projects taking place in northern
Europe and some in the Middle East.
Global challenges
As a company, we continue to go
from strength to strength and have
experienced strong and reliable
growth over the last decade and a
Specialising in RB211,
Olympus, Avon, Spey,
Tyne and Power turbines
Even with the
success we’ve
we still strive
to set the
that others in
the industry
aspire to
half. Alongthe way, however, there
have been challenges. Being global
brings it benefits, but it can also
complicate our business, and it’s in
this area – imports and exports – that
we’ve encountered some of our most
serious challenges. The rules are
becoming ever more complex, and we
have to keep up with this constantly
changing landscape.
Because we’re a niche company
working in a niche area, many of the
problems we face lack precedent, so
we must chart our own territory. This
also means we must provide bespoke
solutions, which is both a challenge
and an advantage for us. Although
it allows us to provide a service that
many others cannot provide, it also
means we have to recruit in a very
specialist manner. There are not a
lot of trained people in this sector,
so we’ve decided to create our own
apprenticeship scheme, which will help
us in terms of staffing. Although this
is a challenge, it is one that we gladly
and reliably meet. In fact, it’s at the
very core of our service.
Regarding Brexit, we feel – at the
time of writing this – that there is
not enough certainty. Even by the
time certainty has arrived, we will
nonetheless have been set back by
how long it took for a course of
action to be decided on by the UK
government. When we are asked by
people in the industry how this political
development will affect us, we still
cannot give them a conclusiveanswer.
We have positive forecasts of the
future. We are always evolving our
market share and see no reason for
this development to come to a halt
anytime soon. Our success in global
markets has led us to consider setting
up a satellite facility in the Middle East,
which would also help our expansion
into Asia. Indeed, we are already doing
a long-term contract in Vietnam and
are looking to find yet more work in
Indonesia. Whatever happens in the
global market, we have an excellent and
specialised service which will always be
in demand – and, for that reason, we
look forward with a sense of optimism.
There are not a
lot of trained
people in this
sector, so we’ve
decided to
create our own
A leader in turbine

This article was sponsored by Alba Power. 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 Rt Hon Michael Gove.

Rt Hon Michael Gove's Foreword For The Parliamentary Review

By Rt Hon Michael Gove

This year's Parliamentary Review comes at a momentous time for parliament, as we collectively determine the destiny of the United Kingdom. 

On October 31, the UK will leave the European Union. The successful implementation of this process is this government's number-one priority.

Three years after a historic referendum vote, we will deliver on the decisive mandate from the British people. Trust in our democracy depends on it. Until that final hour, we will work determinedly and diligently to negotiate a deal, one that abolishes the backstop and upholds the warm and close relationship we share with our friends, allies and neighbours in the EU. But in the event that the EU refuses to meet us at the table, we must be prepared to leave without a deal.

As the Chancellor of the Duchy of Lancaster, it is my job to lead on this government's approach, should that scenario happen. Preparing for Brexit is my department's driving mission. But while I am leading this turbocharged effort, the whole of government is committed to this endeavour.

Ministers across Whitehall are working together to ensure that every possibility is considered, every plan is scrutinised and every provision is made. A daily drumbeat of meetings means that we are holding departments accountable, so that preparations are completed on time.

The chancellor has confirmed that all necessary funding will be made available. And we have mobilised thecivil service, assigning 15,000 of our most talented civil servants to manage our exit from the EU.

We will make sure that on November 1, there is as little disruption to national life as possible. Our trade relationships will continue to thrive, thanks to agreements with countries around the world worth £70 billion. Our country will remain secure, thanks to nearly 1,000 new officers posted at our borders. And the 3.2 million EU nationals now living and working among us can remain confident, with absolute certainty, of their right to remain in the UK.

Above all, our goal is to be transparent. Soon, we will launch a public information campaign so that citizens, communities and businesses are ready and reassured about what will happen in the event of “no deal”.

In my first few weeks in this role, I have travelled to ports and tarmacs, borders and bridges, all across the UK –from the seaside of Dover to the rolling green hills of County Armagh. I have heard from business owners and border officials, farmers and hauliers. They are ready to put an end to uncertainty. And they are ready to embrace the opportunities ahead.

Our departure from the EU will be a once in a lifetime chance to chart a new course for the United Kingdom. Preparing for that new course will be a herculean effort. But this country has made astounding efforts before. We can do it again.
Rt Hon Michael Gove
Chancellor of the Duchy of Lancaster