Diadem Construction Limited

A Message from Lord Pickles and Lord Blunkett, followed by Diadem Construction 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 Diadem Construction 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
David Wildman, Director
A typical GRP enclosure
Diadem Construction specialise in building for the liquid
storage industry and manufacturing GRP enclosures for
the fire safety industry. Established in 1997, it has worked
with large commercial organisations and has since developed
competencies in working with GRP materials. Director David
Wildman tells
The Parliamentary Review
how two companies
merged in 2008, allowing them to expand their focus and offer
an increasingly broad range of products and services.
Prior to our merger in 2008, Diadem largely offered liquid storage services. We
provided these services to supermarkets and commercial buildings, installing and
designing tailored water tanks that stored water for large-scale sprinkler systems.
Since 2008, however, we have looked to serve the same industry in new, innovative
ways, utilising GRP fibreglass to construct and erect buildings that protect fire
safety measures.
Varied solutions to aid fire safety
We have earned a great reputation, having worked on a number of projects
throughout Europe and worldwide in countries such as China and the United
Arab Emirates, as well as within Africa and South America. We work out of a
manufacturing unit just outside Barnsley, where we manufacture the items before
installing them on site. Most of our GRP work is based in the UK or Ireland,
while our tank construction work is worldwide. My business partner David Hoyle
»Directors: David Wildman and
David Hoyle
»Founded in 1997
»Based in Barnsley
»Services: Manufacture of GRP
»No. of employees: 15
Diadem Construction
works on this side of the business as
a project manager, utilising his vast
experience in this sector, and I oversee
and manage our GRP products.
We use GRP materials to develop
enclosures of various sizes, which
are used to secure pump equipment.
In the winter, water pipes can easily
become frozen, so it is vital that large
buildings have effective measures in
place to ensure that their fire safety
procedures are not compromised.
To aid this, all of our units are made
from fire-retardant materials as it is
essential that the sprinkler system
is also protected from fire to keep
Following the initial enquiry, we usually
provide drawings of the potential
design and begin the manufacturing
process once the order has been
confirmed. It will then be installed
on site at the school, supermarket
or commercial building, ensuring
their safety. After the tragedy of the
Grenfell Tower, we have also received
enquiries about working on residential
tower blocks.
Currently, we have around 20 regular
fire protection clients that outsource
the work we specialise in. Our team
have now been completing similar
projects for over 11 years and our
reputation among fire protection
businesses, as well as commercial
organisations and public sector
bodies, is excellent. We understand
how important providing a good
service is, and as a result we receive
a lot of repeat business, conducting
maintenance, refurbishments and
starting new projects.
Growing to meet a new
At Diadem, we pride ourselves on
quality and the service that goes with
it. Many of our clients work directly
with large organisations such as Tesco,
Amazon, Lidl and Argos to name a
few, so we have to ensure our work is
in keeping with their high standards.
They expect the best and by delivering
to their expectations we have
enhanced our reputation.
When we started, we were completing
around one project a month, but the
increased flow of work led to us moving
into our custom-made site in 2015.
This was specially designed to allow
us to move large constructions in and
out without disturbance and it reduced
our time spent erecting buildings
on site. We are also able to develop
larger designs to meet increasingly
varied requirements. At present we are
manufacturing approximately two to
three units perweek.
The new premises cover 7,000 sq ft
and we have an agreement in place
to purchase the property in 2020.
It has also meant we have been
able to expand to 15 staff, ten of
whom undertake work as fibreglass
laminators on the shop floor. Four-tank project
completed in the Middle
We have earned
a great reputation
having worked
on a number of
Europe and
Highlighting best practice
The challenge of payment
In the current climate, small businesses
are increasingly facing a diverse range
of challenges and we are not exempt
from this. Payment terms in particular
are a significant challenge for us, as
large organisations often prefer lengthy
terms that can leave us with short-term
cash-flow issues. Two of our regular
customers also went into administration
recently, which lost us significant
income through no fault of our own.
Often, despite the substantial costs
involved in our manufacturing process,
we are faced with 90-day payments
terms, but as a contractor we are
unable to set them. We would prefer
30-day terms, which provide us with
more financial security, but when the
final project is with a large organisation,
they secure our clients on these terms.
There isn’t a clear solution to this issue,
which affects most small businesses
in the UK. It relies on diligent
organisation and planning in order
to overcome the short-term financial
strain, and we need to find good
suppliers that are willing to co-operate
with us on their own terms. To make
matters worse, some companies don’t
adhere to the agreed terms. We think
this is unfair and we hope the industry
will take note of a common issue.
Utilising our specialism in new
We are growing year on year, but
the niche part of the industry we are
currently situated in is limited and
there are only so many organisations
we can work for. Despite this, we are
specialists in GRP materials and our
units could have a variety of uses. We
have identified a potential expansion
into the gas and electrical sector as well
as potentially beginning collaborations
with wind turbine manufacturers.
There is plenty of potential in the
renewable energy market and we are
keen to explorethis.
Our growth has been gradual, but we
are keen to remain sustainable and
ensure we don’t compromise our long-
term prosperity or our quality. We have
plenty of room to expand our current
site and we remain hopeful for the
future. We have made mistakes, but we
continue to learn from them. Our work
remains of the highest quality and this
will guide our progress in the future too.
When working
with large
they expect
the best and
by delivering
to there
we have
enhanced our
GRP enclosure, installed
and ready to use


This article was sponsored by Diadem Construction Limited. 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