Beal Homes

A Message from Lord Pickles and Lord Blunkett, followed by Beal Homes'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 Beal Homes 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

Richard Beal, Chief Executive
Beal properties at
Kingswood Parks in Hull
Beal Homes are a family-owned business that has been
running since 1968. They are now the leading private
housebuilder in Yorkshire and Lincolnshire and have been
named Yorkshire Housebuilder of the Year three times since
2016. Key to their success is a unique customer selection studio,
which aims to fulfil the specific requirements and needs of every
buyer. Chief Executive Richard Beal is the seventh generation
of his family to run construction businesses and has overseen
sustained growth during his tenure. He tells
about the “Beal Difference” and gives his views on
major issues facing the housebuilding industry.
We are a rarity in the housebuilding industry, as we are a family-owned business
that has remained independent while achieving sustained growth. Founded in 1968,
we have grown to become Yorkshire and Lincolnshire’s leading private housebuilder,
and we enjoy an unrivalled reputation for quality and customer service. We are the
only housebuilder of our size offering customised specifications across our full range.
We are proud to have marked 50 years of building high-quality developments
that enhance local communities. We have now delivered almost 80 schemes and
3,600 new homes. In doing so, we have been at the forefront of development and
regeneration in Hull, East Yorkshire and Lincolnshire.
Our customers are at the heart of everything we do, which is why we offer a
personal experience to every buyer. This is what we call the “Beal difference” and
it is made possible through our Customer Selection Studio, where every homebuyer
»Chief Executive: Richard Beal
»Founded in 1968
»Based in Hessle, East Yorkshire
»Services: Housebuilding
»No. of employees: 150
»Yorkshire Housebuilder of the
Year 2016, 2017 and 2018
Beal Homes
Highlighting best practice
works with our expert design team to
develop an internal layout and selects
from an extensive range of fixtures,
fittings and finishes.
Since the Customer Selection Studio
launched in 2010, we have helped
almost 1,500 buyers to create their
dream homes. The family values and
ethos that are the bedrock of our
business have remained constant, as
have the personal touch and attention
to detail that are so valued by
Providing economic and social
We are passionate about
housebuilding and the enormous
value that our industry delivers to the
UK economy. Even a company of our
relatively modest size generates a very
substantial economic contribution,
as well as supporting community
wellbeing and sustainability. The Home
Builders Federation Housing Calculator
shows that, by delivering 300 new
homes annually, we support the
employment of 930 people. We also
provide ten apprenticeship, graduate
or trainee opportunities and generate
£3.6 million in tax revenue.
We welcome the continuing
commitment of the government to
support residential development,
and we are pleased to see cross-
party recognition that, for far too
long, Britain has built too few new
homes. That has created a significant
undersupply that will take many years
of substantially increased building
volumes to address. To achieve this,
it will require a concerted, long-term
approach from the industry and
The government has indicated the Help
to Buy scheme will end in 2023. If that
is the case, it will be vital for there to
be greater availability of higher loan to
value mortgages for first-time buyers.
Without that, there will be stagnation
at the bottom of the housing ladder
and that will affect the whole market.
The housing market is the anchor of
the economy and the housebuilding
industry provides a massive economic
stimulus. It’s critical for the health of
the whole economy that conditions are
in place to ensure the property market
remains buoyant.
A more diverse industry
As the government has recognised, the
significant increase in supply cannot
just come from the national builders.
We need more housebuilders in the
marketplace to develop smaller sites
and to achieve a step change in the
volumes of new homes while ensuring
that quality is maintained.
Sadly, over the past three decades,
80 per cent of small housebuilders
have disappeared. We support the
government’s stated desire to support
small and medium-sized housebuilders
and create a more diverse industry,
offering greater choice to house buyers.
The planning system
Reform of the planning system is
another key factor. In our region,
we find that the local authorities are
helpful and proactive. Our relationships
with planning authorities are better
than ever. The main issues we
encounter are delayed responses from
Beal’s stunning Burton
Waters development in
Founded in
1968, we
have grown to
Yorkshire and
leading private
and we enjoy
an unrivalled
reputation for
quality and
consultees such as the Environment
Agency, Natural England and utility
providers, as well as delays in gaining
infrastructure technical approvals.
This continues to cause needless
delays, even when schemes are non-
contentious. We would like to see
a fixed and enforced timescale for
We would also welcome action to
ensure that pre-commencement
planning conditions do not delay the
start of construction after consent is
granted. Any reasonable conditions
should be addressed before planning
permission is issued or during the
construction process. Currently, we
often have to work through a long
list of conditions before a brick is laid,
which delays the supply of new homes
Building the workforce
A major challenge for the industry to
tackle is the image of housebuilding.
We need to promote ourselves as
a growing sector offering a host of
exciting and rewarding careers to
young people.
To build tens of thousands more new
homes every year, we will need a much
larger workforce. We need to market
to young people the opportunities
and rewards available. For example,
we employ tradespeople in their early
20s who have come through the
apprenticeship route and are now
earning salaries upwards of £40,000.
It is also incumbent on the industry to
invest in training and development, in
order to build the larger, highly skilled
workforce needed to deliver these new
We are committed to developing
our own employees through
apprenticeship programmes for both
construction and office-based staff,
and we have many talented people
across the business who illustrate the
success of this policy.
Quality and service
Above all, the wider sector and
stakeholders must place quality
and customer service at the fore.
Quality of design, build and materials
all contribute to creating new
communities where people want to
live. We know that the country needs
to build more homes, but we must
never sacrifice quality for quantity.
Equally, product quality needs to be
allied with excellence in customer
service. We focus on providing superb
customer service before, during and
after the buying process, which is one
of the reasons so many customers
return to us.
We are proud of the reputation we
have developed over five decades for
building high-quality developments
that create a sense of community and
place. We also take great pride in
being part of an industry that creates
homes for families across the country.
We believe that we have a duty to
be ambassadors for our industry
and to work constructively with the
government, local authorities and
other stakeholders to promote home
ownership and to increase the supply
of high-quality housing.
We need more
housebuilders in
the marketplace
to develop
smaller sites and
to achieve a
step change in
the volumes of
new homes
while ensuring
that quality is
Richard Beal and
colleagues at the Fruit
Market development site
in Hull

This article was sponsored by Beal Homes. 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