Clearway Doors & Windows

A Message from Lord Pickles and Lord Blunkett, followed by Clearway Doors & Windows'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 Clearway Doors & Windows is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.

Rt Hon The Lord David Blunkett

Rt Hon The Lord Eric Pickles

clearwaydoorsandwindows.co.uk

19CLEARWAY DOORS & WINDOWS LTD |

BEST PRACTICE REPRESENTATIVE 2018

Jeremy Phillips, managing

director

Clearway Doors & Windows Ltd head office

and manufacturing facility in Cheltenham

Clearway Doors & Windows Ltd is celebrating 35 years of

manufacturing and installing made-to-measure window

and door systems in Gloucestershire. For 30 of these

years it focused on the commercial sector. Five years ago, the

company expanded into the high-end domestic market. It now

offers a complete range of products to a wide customer base in

the Midlands and southwest. Managing director Jeremy Phillips

shares his thoughts on how Clearway has achieved this success.

Evolution is the key to survival and Clearway has certainly had to embrace this

mantra over the past 35 years. The window and door industry has changed

dramatically from the early eighties, when aluminium windows were very basic in

design with rudimentary double glazed units, to the present day when demand for

quality, choice and performance has helped to develop cutting-edge products with

world-class credentials.

Strong partnerships with aluminium systems companies, component manufacturers

and suppliers have helped Clearway to navigate this path of continuous

improvement, a task made easier with many of these businesses based around

Cheltenham. Keeping things as local as possible goes hand in hand with the green

credentials of aluminium which is Clearway’s core product – in fact, 75 per cent of

aluminium produced since 1880 is still in use today.

Having identified the potential of aluminium in both the commercial and domestic

markets some time ago, the company is now reaping the benefits of consumer

demand. The ability of aluminium frames to deliver slim, strong, energy-efficient

windows and doors in pretty much any colour or combination of colours means

FACTS ABOUT

CLEARWAY DOORS

& WINDOWS LTD

»Managing director:

JeremyPhillips

»Established in 1983

»Based in Cheltenham,

Gloucestershire

»Services: Management-owned

manufacturer and installer of

aluminium and PVCu windows,

doors and glazed roofing

systems

»No. of employees: 30

»Operates in 8 counties in the

Midlands and southwest

»Turnover: Over £2.5million

»clearwaydoorsandwindows.co.uk

Clearway Doors &

Windows Ltd

THE PARLIAMENTARY REVIEW

Highlighting best practice

20 | CLEARWAY DOORS & WINDOWS LTD

that demand is continuously growing.

Testament to this is the fact that, in

2013, domestic sales accounted for

less than five per cent of Clearway’s

turnover; five years later this has

increased to over 40 per cent. We aim

to reach 50 per cent while expanding

both markets.

Investing in staff

Manufacturing and installing

aluminium products is still a skilled

practice and any company can

only be as good as the staff that it

employs. To this end Clearway has

embraced continuous staff training

and development. Using a combination

of in-house teaching and local training

providers has proved vital in improving

abilities and developing the younger

workforce.

Our factory environment has proved to

be the ideal springboard for staff who

want to develop extra skills and in the

past few years we have seen three staff

move from the shop floor to take up

key roles elsewhere in the company.

Of course, that means that we have

constantly to nurture and train new

employees to fill the gap left behind.

Again we have had considerable

success in this area.

The skills shortage within the

construction industry as a whole is still

a very real problem faced by almost

every sector and is a concern going

forward. However, by adapting your

strategy you can build for the future.

Experienced labour “on tap” can no

longer be relied upon for recruitment,

as career window and door fabricators

and installers reach retirement. As

they disappear from the labour market

they leave a void created by neglect of

apprenticeships and a perceived lack of

glamour within the building industry.

We have to get creative if we are to

keep up the high skill levels of the

previous decades. As employers we

have to build an appealing work place

and offer career prospects. We need to

put as much effort into setting out our

stall for new employees as we do for

new customers.

Customer service

You have to make your company

stand out from the crowd especially

in an industry as competitive as ours.

At Clearway we have concentrated

on the basics of quality and service.

The company has grown considerably

over the past five years from a staff

of 19 to over 30. This growth has

Clearway manufacturing

staff

Inside the showroom

building in Cheltenham

The skills

shortage within

the construction

industry as a

whole is still a

very real

problem faced

by almost every

sector and is a

concern going

forward.

However, by

adapting your

strategy you can

build for the

future

“

21CLEARWAY DOORS & WINDOWS LTD |

BEST PRACTICE REPRESENTATIVE 2018

been necessary to cope with increased

demand. However, we have not

allowed this to detract from our

corevalues.

It is important to take a critical

look at ourselves – and to do this

continuously. It’s a fact of life that

things do not always go to plan and it

is vital to have the ability to deal with

any eventuality so that we can still

deliver the right product at the right

time for our customers. Whether the

job is a single door or part of a multi-

million pound commercial project we

have to perform. One area that we

have developed recently is our ability

to react quickly and efficiently to any

service issues that occur with our

products. The old adage that it’s not

the problem itself but how you deal

with it is as important today as it ever

was. Today’s consumer is demanding –

and rightly so.

Sampling customer opinion is a really

useful tool. We now regularly send out

concise feedback forms to evaluate

and improve our procedures. Indeed,

we have introduced new quality

control procedures and improved lines

of communication based on comments

from our customers. We have fixed

one problem area by splitting duties

carried out by one manager into

three separate areas of responsibility

with dramatic results. Again, we have

relied on customer feedback to let us

know that we are now on the road to

getting things right.

The next 35 years?

Perhaps this is too much of a crystal

ball challenge. However, we do have

a plan – a very simple one – to keep

investing in staff, customers and

products. The future is full of promise

for the window and door industry

especially the aluminium sector. Here

at Clearway we will continue to play a

leading role in shaping and improving

ourselves and the industry as a whole.

Keep investing

in staff,

customers and

products

“

The factory in

Cheltenham

Aluminium curtain wall

façade by Clearway

clearwaydoorsandwindows.co.uk

This article was sponsored by Clearway Doors & Windows. 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