A Message from Lord Pickles and Lord Blunkett, followed by Eden'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 Eden 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


Highlighting best practice
44 | EDEN
For 25 years, Eden Limited has been successfully trading
as a specialist manufacturing company located in west
London. All aspects of their product portfolio are designed,
developed and manufactured in-house. They supply products
for the telecommunication industry worldwide, primarily for the
deployment of optical fibre for fibre-to-the-home and fibre-to-
the-premises applications. The latest technology utilises air-blown
fibre and mini cables in a network of plastic conduits of varying
diameters. They also offer patented products for the joining of
the ducts within the network. This method offers the necessary
protection for the installed fibres, significantly reduces the cost of
fibre deployment and offers good future proofing. For decades,
they’ve been the market leader in duct jointing technology within
the telecommunication industry. They’ve recently been awarded
the Openreach contract for products used in over-blowing cables
into the legacy network, offering phenomenal cost savings and
installation speed. Managing director, DavidHawkins, says more.
The state of the sector and our role in it
Eden Limited has continuously reinvested in production and product development
machine technology, ensuring that product introduction is achieved in the shortest
possible time frame. This also ensures that we maintain our impressive customer
base worldwide.
»Managing director:
»Established in 1994
»Based in Hayes, London
»Services: Leader in product
innovation for the worldwide
telecoms industry
»No. of employees: 20
»100 per cent UK manufactured
parts, over 85 per cent of
which are exported
45EDEN |
Indeed, as the world grapples with
trying to keep up with the ever-
increasing necessity for better upload
and download speeds, we at Eden
Limited have positioned ourselves to
be the go-to supplier for our ever-
increasing and more sophisticated
product range. Much effort is
directed towards keeping abreast of
industry direction, and supporting our
customers with innovative and rapid
solutions. Solutions, that is, which
ensure that the industry has the best
whole-life solutions possible to facilitate
the always-ascending necessity for
reduced deploymentcosts.
With the requirement for lower-
priced products needed to facilitate
increased fibre deployment, we have
invested in redesigning products such
that they are automated. The two
compelling factors necessitating this
direction are the need to ramp up
volume supply and the need to reduce
abuse of intellectual property rights
by the developing nations who have
a significantly lower cost base than
the developed world. Implicit in this
move is the existence of specification
requirements for an automation
method, one which has to be simple,
efficacious and cost-effective.
Companies have to accept the current
and future financial challenges, and
develop strategies appropriate for their
business to ensure long-term survival
and profitability. Eden Limited has from
the start made significant reinvestment
decisions, something that has reaped
success year on year. We have chosen
first-class financial advice over the
past two decades that understands
our philosophy and gives sound,
structured advice based upon the
company’s future development plans.
Financial assistance is probably the only
outsourced function utilised at Eden.
This is because we believe that all other
aspects of outsourcing simply moves
costs from internal departments to
the necessary monitoring and policing
of external resources, as well as the
need for expensive and necessary legal
cover, advice and representation.
Innovation has been proven to be a
very significant requirement in this
process, as has financial agility and
dedication to progress the company.
Couple this with the need for a
committed and high-quality workforce
and the result is an organisation that
can fend off all but the most aggressive
attacks – a strategic move as much as
it is a purely commercialone.
Looking to the future
The telecommunication industry has
been waiting for the arrival of the
necessary “killer application” for
decades, but it has so far been elusive.
The need is especially exacerbated by
the worldwide desire for improved data
speeds, ever-increasing file sizes and
an explosion of technical equipment
capable of processing unbelievable
amounts of data. Eden Limited sees this
as a perfect opportunity to be one of
the first companies to be able to react
to the front-end pressure to design,
develop and deliver the necessary
new products. This new prospective
product would probably be patentable
and command the generous margins
available in the initial period of product
introduction devoid of competition and
Our facility
We have
ourselves to be
the go-to
supplier for our
and more
product range
Paramjit Gill
Highlighting best practice
46 | EDEN
offering a massive and demonstrable
whole-life costreduction.
This two-pronged approach of
automation of existing products and
rapid new product introduction will
ensure that the historical product
portfolio can be offered to the market
at competitive prices and satisfactory
profit margins, bolstered by the
introduction of new products and the
generous margins produced.
In addition to the above, we have
embarked on a marketing strategy to
raise our profile and expand our market
position to become the go-to partner
for our product range for all the
world’s incumbent telecommunication
companies. Strategic recruitment of
additional personnel is imminent so
as to ensure this positioning will be
realised. To cope with the expected
demand increase for new products
generated by this strategy, we are also
actively recruiting for the necessary
engineering and technical staff
capable of supporting our current and
significant expertise.
Ostensible challenges
We’ve always reviewed our position
and vulnerability within our industry,
and would recommend to all
companies that they have a regular
review of all the appropriate criteria
necessary to understand market
trends and future directions. I would
also strongly recommend that this is
achieved by customer-facing contact
and not by utilising available data.
Brexit, too, will necessitate change and
produce challenges, but all producers
and manufacturers should embrace
the opportunities that this process
will bring. Just as start-ups and SMEs
embrace the fears and tribulations of
that initial move from employment
to entrepreneurship without regret,
so should companies embrace this
new geopolitical opportunity. In any
case, whatever comes our way we will
work with or at any rate surmount. In
other words, we are very optimistic for
We are actively
recruiting for
the necessary
engineering and
technical staff


This article was sponsored by Eden. 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