Anenta

A Message from Lord Pickles and Lord Blunkett, followed by Anenta'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 Anenta 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.anenta.com

BEST PRACTICE SPONSOR 2020
THE PARLIAMENTARY REVIEW
Highlighting best practice
48 | LINDSEY MARSH DRAINAGE BOARD
Similarly, we rely on the EA main
rivers, which are heavily modified, to
transport water from the higher ground
through lowland areas; they too require
maintenance. Sadly, this has been
lacking over many years, and it could be
argued that a whole communications
industry now exists to explain why work
should not be undertaken. Much to
the credit of the EA and IDB operations
teams, some work is jointly undertaken,
but it is not enough. Witnessing the
gradual decay of millions of pounds’
worth of assets and investment is one of
the greatest challenges and frustrations
I have endured during my tenure.
Investment in the maintenance of main
rivers in areas of special drainage need
is approaching a critical point.
The key tenets of our successful
partnerships have all shared a
willingness of those engaged to
apply the rules and to promote a
culture of trust, loyalty and respect,
understanding of each other’s position
and a determination to make a
difference through a common goal.
The ability to make a difference is there
through empowerment on the ground,
however, an increase in maintenance
funding and an acknowledgement
that this work is critical both locally
and nationally is required. We believe
this would see an exponential increase
in the standards of protection and
effectiveness of the systems, improve
the wellbeing of those who live
and work in the area and attract
investment and growth.
Our hopes and fears for the
future
Our hope for the future is simply
put, but at the same time requires a
realisation that change is needed on
a number of fronts. These include the
recognition of the role and the wide-
ranging responsibilities of the IDB in this
country and that they are very much
a part of the present and the future.
Additional funding and investment
to support the changing level of
responsibilities, and the upgrading of
infrastructure required to deal with the
current climate, would also be greatly
beneficial. Finally, we need closer
working relations between the IDB and
EA to ensure a seamless service and
response to the current challenges and
ongoing needs for WLM in this country.
We appeal to those at the higher levels
to find the drive and commitment to
overcome the intransigence, inefficiency
and unnecessary bureaucracy to enable
us to make better use of the resources
available. Only then will a place where
willingness, focused enthusiasm,
pragmatism and a calling to serve the
community be released and the benefits
of all organisations working in step
towards the same ends through similar
means across the country be achieved.
The key tenets
of our
successful
partnerships
have all shared
a willingness of
those engaged
to apply the
rules and to
promote a
culture of trust,
loyalty and
respect
Channel clearanceBerm on the north drain
49ANENTA |
ENVIRONMENT, FOOD & RURAL AFFAIRS
Founder and Director
GrahamFlynn
Anenta is a specialist in
handling clinical waste
Anenta was established in 2013 as an end-to-end
management service for waste disposal that deploys
“smart” software. Director Graham Flynn explains how
the company was set up to act as an affordable enhanced
waste management system with a specific focus on the
healthcare sector. Today, Anenta manages clinical waste on
behalf of contract holders, providing a comprehensive solution
for clients across both public and private healthcare. Graham
tells
TheParliamentary Review
about Anenta’s history within the
wider health and social care landscape of the past few years.
Anenta’s services include initial assessment, specification and procurement, as well
as implementation and operational management, providing a complete waste
management package.
Developed at a cost of more than £1 million, our proprietary online waste
management software is rapidly improving the management and performance of
disposal contracts in both the public and private sectors. Our system now operates
more than 290,000 collections per year across nearly 7,000 locations, equating
to approximately £4.5 million per year. We have saved our clients a total of £4.8
million in the last three years and project further savings of £1.35 million for the
coming financial year.
We have worked tirelessly over the last six years to develop relationships with key
groups within a variety of sectors including local authorities, NHS organisations,
private healthcare services and local community groups.
FACTS ABOUT
ANENTA
»Founder and Director:
GrahamFlynn
»Founded in 2013
»Located in London
»Services: End-to-end
management service for waste
management that deploys the
use of intelligent software
»No. of employees: 9
Anenta
THE PARLIAMENTARY REVIEW
Highlighting best practice
THE PARLIAMENTARY REVIEW
Highlighting best practice
50 | ANENTA
This also involves being in direct
contact with vulnerable individuals in
their own homes, so our experience
and sensitivity are paramount.
Our analytical system validates all
invoices issued to Anenta directly
and those issued to our public sector
clients, ensuring only the most
appropriate charges are paid.
Anenta was established after the NHS
reorganisation of 2013, and I felt this
provided an excellent opportunity
to support the public sector while
working from the outside. I felt that
by operating with greater flexibility,
I could create a company that would
react more quickly than my customers
were able to in-house. As the former
head of environmental services within
a prestigious NHS foundation trust, I
already had the requisite knowledge
of their decision-making processes,
allowing me to anticipate needs
andprotocols.
With regards to company values, we
prioritise transparency and timely
communication above all else. There is
nothing that we do that our customers
are not aware of, and we are able to
advise promptly upon any changes
made to our service or operation.
We do not believe that we have a
competitor at present, specifically
as a result of the software we have
developed and the expertise behind it,
and the unique nature of our service
has allowed us to act as if we are an
in-house department within each
client’s organisation. Indeed, we have
spent the initial four years proving our
concept and have now gained traction
as a business. We are in the fortunate
position of having a significant
number of satisfied clients, meaning
that we are not forced to spend on
marketing but instead utilise word-of-
mouthrecommendation.
Our operating geography is wide
ranging, from London to southeast
England, the Midlands to northeast
England. We are hoping to expand our
service offerings nationally with a focus
on delivering high-quality services toall.
Not a waste of time
We are particularly proud of our
focus on the disparity of treatment
of clinical waste on a commercial, as
opposed to a personal, level. We know
that it is just as important to dispose
of clinical waste appropriately for
patients in their own homes, as it is in
a healthcaresetting.
We recognise that such patients are
often vulnerable, and despite local
authorities being legally obliged to
remove the waste, many do not due to
prohibitive costs. We believe that poor
communication is the central problem
in failing to achieve an economy of
scale, which would ultimately lead
to better care and disposal pathways
while decreasing the cost of the
processing and management of the
waste producer’s needs.
A key focus of ours is to create more
efficient decision-making processes
while increasing the accessibility of local
services for vulnerable individuals in their
own homes. This can only be achieved
through collaboration and clear
communication with allstakeholders.
Clinical waste is not
always collected by local
authorities as a result of
prohibitive costs
Our analytical
system
validates all
invoices issued
to Anenta
directly and
those issued
to our public
sector clients,
ensuring only
the most
appropriate
charges
arepaid
BEST PRACTICE SPONSOR 2020
THE PARLIAMENTARY REVIEW
Highlighting best practice
50 | ANENTA
This also involves being in direct
contact with vulnerable individuals in
their own homes, so our experience
and sensitivity are paramount.
Our analytical system validates all
invoices issued to Anenta directly
and those issued to our public sector
clients, ensuring only the most
appropriate charges are paid.
Anenta was established after the NHS
reorganisation of 2013, and I felt this
provided an excellent opportunity
to support the public sector while
working from the outside. I felt that
by operating with greater flexibility,
I could create a company that would
react more quickly than my customers
were able to in-house. As the former
head of environmental services within
a prestigious NHS foundation trust, I
already had the requisite knowledge
of their decision-making processes,
allowing me to anticipate needs
andprotocols.
With regards to company values, we
prioritise transparency and timely
communication above all else. There is
nothing that we do that our customers
are not aware of, and we are able to
advise promptly upon any changes
made to our service or operation.
We do not believe that we have a
competitor at present, specifically
as a result of the software we have
developed and the expertise behind it,
and the unique nature of our service
has allowed us to act as if we are an
in-house department within each
client’s organisation. Indeed, we have
spent the initial four years proving our
concept and have now gained traction
as a business. We are in the fortunate
position of having a significant
number of satisfied clients, meaning
that we are not forced to spend on
marketing but instead utilise word-of-
mouthrecommendation.
Our operating geography is wide
ranging, from London to southeast
England, the Midlands to northeast
England. We are hoping to expand our
service offerings nationally with a focus
on delivering high-quality services toall.
Not a waste of time
We are particularly proud of our
focus on the disparity of treatment
of clinical waste on a commercial, as
opposed to a personal, level. We know
that it is just as important to dispose
of clinical waste appropriately for
patients in their own homes, as it is in
a healthcaresetting.
We recognise that such patients are
often vulnerable, and despite local
authorities being legally obliged to
remove the waste, many do not due to
prohibitive costs. We believe that poor
communication is the central problem
in failing to achieve an economy of
scale, which would ultimately lead
to better care and disposal pathways
while decreasing the cost of the
processing and management of the
waste producer’s needs.
A key focus of ours is to create more
efficient decision-making processes
while increasing the accessibility of local
services for vulnerable individuals in their
own homes. This can only be achieved
through collaboration and clear
communication with allstakeholders.
Clinical waste is not
always collected by local
authorities as a result of
prohibitive costs
Our analytical
system
validates all
invoices issued
to Anenta
directly and
those issued
to our public
sector clients,
ensuring only
the most
appropriate
charges
arepaid
51ANENTA |
ENVIRONMENT, FOOD & RURAL AFFAIRS
Communication is key
We recognise that the same standard
of care ought to be available to
people, whether they are in a
healthcare setting or in their own
home. Therefore, we try and bring
together local authorities, NHS
organisations and those who are
able to dispose of commercial waste,
in order to encourage a collaborative
solution to this problem.
In order to achieve this, we decided
to assess how exactly this waste
disposal currently takes place. We
recognise that discussions in the
public sector are often inefficient,
and as such we have built a system
that ensures all discussion is
appropriately recorded. We built
the system from scratch, which
means we understand it at its most
fundamental levels and expectations
and have been able to tailor it to
our precise needs and those of
ourstakeholders.
The system holds defined lists of
locations that require their waste to
be disposed of, alongside precise
instructions detailing exactly which
service is required and when. This
allows us to respond to whatever a
customer might need at any given
time. This is coupled with the fact
that the system allows us to provide
the most efficient service possible.
The continued innovations as a
result of this allow us to meet the
aspirations of each individual client.
We feel it is simply not possible
to resolve current industry issues
without parties being able to
communicate with one another. This
is highlighted by recent incineration
capacity problems, which has sent
the cost of incineration skyrocketing
over the past ten months, and there
is also a lack of understanding as to
why these costs have increased.
The future of disposal
Our vision of the future is to replicate
the services we have built, which have
achieved excellent results in London
and the South East and take them
further, to the north of England. We
will continue to target organisations
with large single or multiple sites, who
have specific or unique requirements,
with our made-to-measure services to
create the ideal waste management
solution. We also intend to expand
the waste we dispose of to encompass
sanitary and confidential waste.
Furthermore, we plan to support the
waste contractors in performing the
physical collections, making their lives,
and the lives of our customers, as
efficient as possible. We also hope to
establish our own fleet of vehicles and
drivers in the coming years.
We believe that our tailor-made
software provides the best opportunity
to deliver this vision. We understand
that we still need to be able to
compete with the largest contractors
and recognise that we can and will do
better. We are particularly enthused by
the interest from other countries in our
style of waste disposal. If we can extend
our service across the world, we will be
recognised as having created a system
that has revolutionised the way waste
management services are managed.
We believe that
poor
communication
is the central
problem in
failing to achieve
an economy
ofscale
Anenta encourages a
collaborative approach
to clinical waste disposal

www.anenta.com

This article was sponsored by Anenta. 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 Elizabeth Truss.

Rt Hon Elizabeth Truss's Foreword For The Parliamentary Review

By Rt Hon Elizabeth Truss

Even by the standards of the day –this has been one of the most exciting and unpredictable years in British politics.

The leadership election we’ve just seen marks a huge moment in our country’s history. This government is taking a decisive new direction, embracing the opportunities of Brexit and preparing our country to flourish outside the EU.

As international trade secretary, I’ll be driving forward work on the free trade agreements that are going to be a priority for the government. Free trade isn’t just an abstract concept bandied around by technocrats. It is crucial for a strong economy and for the ability of families to make ends meet. Free trade benefits people in every part of our country, as British firms export to new markets and people doing the weekly shop have access to a wider choice of goods at lower prices.

The essence of free trade is in the title: freedom. It’s about giving people the power to exchange their goods without heavy government taxation or interference. Commerce and free exchange are the engine room of prosperity and social mobility. I’m determined to tackle the forces who want to hold that back.

One of my priorities is agreeing an exciting new free trade deal with the US, building on the great relationship between our two countries and the Prime Minister and US President. But I’ll also be talking to other partners including New Zealand, Australia and fast-growing Asian markets.

And with the EU too, we want a friendly and constructive relationship, as constitutional equals, and as friends and partners in facing the challenges that lie ahead – a relationship based on a deep free trade agreement. Our country produces some of the world’s most successful exports, and the opportunity to bring these to the rest of the world should make us all excited about the future. It is this excitement, optimism and ambition which I believe will come to define this government.

For too long now, we have been told Britain isn’t big or important enough to survive outside the EU – that we have to accept a deal that reflects our reduced circumstances. I say that’s rubbish. With the right policies in place, we can be the most competitive, free-thinking, prosperous nation on Earth exporting to the world and leading in new developments like AI. To do that, we’ll give the brilliant next generation of entrepreneurs the tools they need to succeed. Since 2015, there has been a staggering 85 per cent rise in the number of businesses set up by 18 to 24 year olds – twice the level set up by the same age group in France and Germany. We’ll help them flourish by championing enterprise, cutting taxes and making regulation flexible and responsive to their needs.

As we do that, we’ll level up and unite all parts of the UK with great transport links, fibre broadband in every home and proper school funding, so everyone shares in our country’s success.

2019 has been the year of brewing economic and political revolution. 2020 will be the year when a revitalised Conservative government turbo charges the economy, boosts prospects for people across the country, and catapults Britain back to the forefront of the world stage.



Rt Hon Elizabeth Truss
Secretary of State for International Development