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 Forsberg 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, MP
Rt Hon The Lord Eric Pickles, MP
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A fully stabilised and inertially
camera turret for OPTOnav
GNSS designed for precision
timing and position with or
without inertial navigation
Charles Forsberg served for ten years in the Royal Navy
mostly as a navigator and hydrographic surveyor. After
working as a consultant for the oil, defence, motorsport
and video games industries through the 1980s and 1990s,
he decided to expand into importing and distributing leading
high-precision navigation systems. While that still comprises
a significant part of what Forsberg do today, they now focus
primarily on integration, system development and product
manufacture for both defence companies and civil operators.
Heelaborates here and tells
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their work with precision navigation equipment.
Our main markets are the defence and precision navigation and positioning
industries. Mentioning the latter often surprises people – the more informed tend
to think of self-driving cars, but the sector’s work is far more expansive than that,
covering automated cranes, trains and ships. We estimate about 20 per cent of
the UK “lift on-lift off” cargo traffic between the UK and the rest of the world is
precisely tracked by equipment we supply at some point in its journey.
While we do buy, sell and integrate Canadian GNSS and navigation products, we
are now heavily involved in development of new technology.
Counter-jamming systems for crime, finance and defence
A leading area of our commercial focus is the protection of GNSS signals and
alternative navigation. This umbrella covers everything from vehicle trackers to
»Director: Charles Forsberg
»Established in 1987
»Based in Lancaster, Lancashire
»Services: Supply and
development of precision
»No. of employees: 32
»Business areas include
defence, freight, telecoms and
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complex navigation systems in aircraft.
There are individuals and organisations
who actively jam and interfere with
these signals, which are integral to
security and safe navigation. This is
achieved by effectively “overpowering”
the satellite’s transmissions or
substituting a false signal.
While most people assume this to be
the domain of enemy combatants
and wartime countermeasures, it’s
actually far more commonplace than
expected in civil applications. Criminal
interference with a cargo shipment
can be incredibly costly. Jammers
purchased on the internet can be used
in the theft – and subsequent resale –
of high-value goods.
An emerging demand for
hardware and integration
After leaving the Royal Navy, I moved to
Aberdeen and became a consultant to
the oil and defence industries – it was
a completely different area, but I was
familiar with the technology they used.
From 1987 to 2000, we worked in a
predominantly supervisory capacity but,
at the turn of the century, we moved
towards supplying more than “words”.
We split away from the consultancy to
begin delivering hardware and systems
on our first defence contract in 2002.
We also worked with the automotive
industry throughout the early days
of vehicle navigation – that’s since
become a major market for us primarily
as a component supplier rather than a
The importance of a young,
At the time of writing, our team is
comprised of 32 people. Some are
apprentices, and we’re incredibly
passionate about increasing that
number and ensuring we provide high-
quality apprenticeship programmes. A
significant reason for our success has
historically been our ability to enrol
young people on our programme – we
believe that, while expertise may take a
similar form across different businesses
in the same sector, teaching someone
how you work is a priority.
Our apprentices, as a result, are satisfied
with their courses, and we have a high
retention rate. They’re local people, too,
in a “high-tech” international business
– our catchment area spans from
Manchester to Cumbria and Winchester.
We’re thankfully able to attract qualified
people into the area by way of our
strong training programme. Despite
some employees having degrees,
masters and doctorates on joining
us, we continually invest in our staff
beyond existing qualifications. Some
of our apprentices even undertake
diploma courses at universities.
Our most significant challenge is
location, and this has been the case
since our move to Lancaster. Our
customer base is multinational –
around 45 per cent of our business is
overseas, with the remainder in the
UK. We are well served for airports
with Manchester and Liverpool, and for
European road transportthroughHull.
applies to maritime
applications as well as
may take a
businesses in the
you work is a
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Our customers, however, often
struggle at the other end of the chain.
Considering that we design and
build electronics to a high standard,
developing an appropriate local supply
chain is a constant challenge. Finding
the right suppliers and the appropriate
support facilities in our region is not
straightforward – and while this is
standard for other local companies, few
are quite as specialist and precision-
focused as we are in ourwork.
We manage to circumvent both
of these issues by making use of
constantly improving communication
infrastructure – Skype and conference
calls, for example – and while this is
not perfect, it still helps a lot. To move
forward in the modern business world,
we need world-leading connectivity
and improved data security.
Remaining insulated against
We did have some fairly large
European contracts – amassing
millions of euros a year – and we
do have European employees. Our
employees remain loyal and key
to the business, but about 50 per
cent of our European business did
tail off in the period following the
Change, however, is not always a bad
thing; we have bought an established
US business, retrained our employees
and continued to develop and grow.
It looks like this effort could improve
our sales and provide 20 per cent more
STEM jobs and foreign income, allowing
us to contribute to the British economy
more than we previouslywere.
Thanks to our diversity in terms of
market sectors and overseas work, we
think we’re reasonably secure against
the immediate effects of Brexit, but, at
the time of writing, further guidance
and clarity would certainly bewelcome.
Building on positive, long-term
relationships for future success
Over the next five years, we want
to extend our positive relationships.
We pride ourselves on not losing a
customer when we start working with
them – we have 60 years of combined
business with our top five clients.
Consequently, we have reason to
believe that our current projects – no
small number of which are reasonably
new – will be long partnerships.
We greatly appreciate the financial
support and tax relief the government
has provided for our investment into
research and development; it has
boosted our company’s capability
over the past few years, enriched our
workforce and given us the ability to
look beyond today’s challenges to the
We anticipate that doubling in size
over the next five years. This will not
come without challenges, however
– we will need new premises, we’ll
put more effort into recruitment and
transport links may become a greater
difficulty than before. Nonetheless, we
are confident that we’ll keep moving
in the right direction by building on
existing partnerships to secure a future
that is prosperous and bright.
forward in the
A robust multi-
The Rt Hon Theresa May MP's Foreword For The 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