Balinor Group Holdings Limited

A Message from Lord Pickles and Lord Blunkett, followed by Balinor Group Holdings Limited'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 Balinor Group Holdings Limited 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, MP
Pickles signature Rt Hon The Lord Eric Pickles, MP


Highlighting best practice
CEO Debbie Perry
Working with real estate
across southern England
Established in 2008, Balinor Property Management
is a residential property management firm based in
Hertfordshire which operates, controls and oversees real
estate in the South East, London, East Anglia and the South
West. Though not as large as some of its competitors, the
company has learned to take advantage of this by being a
company with a human face and close personal interaction.
This, in turn, means better, less mediated service and a great
reputation among its client base, as well as an egalitarian staff
culture. Because of all this, the company has continued to grow
and thrive in spite of tumult in the housing market over the
years. Here to explain how Balinor Property Management has
managed so well is its CEO, Debbie Perry.
Our key focus is residential property management, which essentially means we
procure services that, in the case of social housing, would ordinarily be sourced
by local authorities. More specifically, we maintain contract services, help with
day-to-day management of the premises, assist in matters of insurance, ensure
health and safety, and work alongside resident directors in tandem with major
housebuilders. There are exceptional cases whereby we help the management of
commercial premises, but these are only in those happenstance cases where within
the residential premises there also exist commercial properties that fall within
»CEO: Debbie Perry
»Established in 2008
»Based in Hertfordshire
»Services: Property
»No. of employees: 7
»Winner of the Property
Services Award (2018)
Balinor Property
Proximity to clients
Before explaining the exact mechanics
of our business, it’s worth first
understanding the values and ethos
that drives us. At our core is a
genuine care for our clients and their
property: we care for the properties
like we would our own. These are,
after all, other people’s investments.
It is therefore incumbent upon us to
manage these investments effectively,
closely and carefully. In doing this,
we have established an excellent
reputation among our customers.
Another reason we’ve developed a
good reputation is that we correspond
in a highly personal manner with our
clients. Whereas the larger companies
in this sector have switchboards,
call centres and layers upon layers
of intermediaries, we are quick to
answer the call directly and meet face
to face. This is one of the benefits
of being a smaller company. Being
a smaller company also has with it
the advantage of a more egalitarian
staff culture, which is to say, there
are no strict hierarchies; rather, we
all feel ourselves to be members of
a team – a team with leadership,
yes – but a strong, collaborative
Distinguishing ourselves
Since 2008, we’ve grown year on
year, roughly doubling our portfolio
despite the setbacks caused by
economic downturns, not least that
of the recession. The plan, quite
naturally, is to continue along this
Our clients, by and large, are national
housebuilders – the largest of
whom construct residential mixed
developments. After the tender
stage and a successful bid leading
to contractual award, we are given
permission by the client to incorporate
a management company – with which
the client has agreed the name. The
process of handover and appointment
of contractors and suppliers then
begins in earnest.
Typically, we are the initiators of
contact, but – of course – there
is repeat custom as a result of
our reputation. Sometimes we’ll
even afford potential clients the
opportunity to run a trial with us on
To garner interest in our services,
we send out welcome letters and
brochures which highlight the high-
quality services we provide. The
developers, after all, will not cater to
all their needs, and so it’s necessary
we engage in outreach of this kind. In
effect, we emulate – albeit in superior
form – the sort of services a local
authority would provide. To this end,
all that’s required from our clients is
A warm and friendly
All that’s
required from
our clients is
an annual fee,
and we take
care of the
Highlighting best practice
an annual fee, and we take care of
the rest by managing the contracts.
With that said, there are occasions
on which we work with government
properties – namely when public
residential areas are situated on
private land, or when there are part-
private, part-public initiatives such as
affordable housing.
How we retain our clients is quite
simple. Being prompt, communicative,
effective and always available is
greatly appreciated by those whose
properties we manage and wins us
fidelity. In short, we seek to be as
close to flawless as possible in our
service delivery. Although we are
presently seeking to expand our
portfolio, we are also keenly focused
on ensuring the satisfaction of our
existing clients. Depth, not breadth,
is one of our key differentiators as
a small business. We have to ensure
our services do not get stretched and
diminish in quality, since we already
struggle enough vis-à-vis larger
companies in this sector. Because of
their presence, we struggle to get our
foot in the door.
Challenges, albeit
Another challenge to deal with is the
changes in the workplace pension
scheme. It’s not that we disagree with
it in principle; it’s just that it’s a difficult
bureaucratic landscape to navigate
through. Corporation tax, too, hinders
us because it’s financially prohibitive
and offers us fewer incentives to grow.
If, instead of being a flat rate, it was
progressive, we feel we could fare
better as a business.
While on the topic of politics, it’s
worth mentioning the effect of Brexit.
As far as we can see, the uncertainty
caused by the prospect of exiting the
European Union has entailed a curb in
spending. With this has come fewer
properties being bought, which in
turn results in fewer houses being
built. In the end, fewer properties
means for us fewer potential clients.
Brexit therefore poses for our sector
quite a considerable opportunity cost.
Additionally, we feel the government
could do more to assist SMEs more
generally. As of now, we receive a
level of support no different to that
of larger companies, which seems to
us an unjustifiable inequity that could
be rectified with some initiatives,
perhaps involving tax breaks and a
reduction of VAT on training and
All in all, though, we anticipate good
things for the future. Key to this will be
good leadership in the form of clarity.
I feel that, if everyone is clear on the
strategy and if communication is clear,
our team will succeed whatever comes
our way.
As far as we
can see, the
caused by the
prospect of
exiting the
Union has
entailed a curb
in spending
Dedicated and
professional employees

The Parliamentary Review Publication, in which this article originally appeared, contained the following foreword from the prime minister.

The Rt Hon Theresa May MP's Foreword For The Parliamentary Review

By The Rt Hon Theresa May MP

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