Global Insulation Logistics

A Message from Lord Pickles and Lord Blunkett, followed by Global Insulation Logistics'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 Global Insulation Logistics 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

www.globalinsulationlogistics.

35GLOBAL INSULATION LOGISTICS |
BEST PRACTICE REPRESENTATIVE 2019
Directors Greg Hodge (left) and
Martyn Roberts (right)
Data Hall, Amsterdam
Global Insulation Logistics were established with the
aim of providing their expertise to foreign markets.
Based in Caldicot in South Wales, they have partners or
representation in Dubai, Manila, Hong Kong and have worked
throughout Europe. They provide insulated structures for a
variety of sectors, from the food to pharmaceutical industries.
Director and Co-Founder Greg Hodge discusses the development
of their global reputation and how they plan to adapt to Brexit.
We operate in a sector that is extremely specialist yet small when measured against
others in general construction. We are one of the industry’s best kept secrets and
are making our mark not only across the UK, but throughout mainland Europe, the
Middle East, Africa and Asia. We are successfully delivering state of the art facilities
worldwide, and we are building a reputation for providing installations of extremely
high quality while providing a service that is second to none. In essence, we are a
working template for post-Brexit survival.
We are tucked away in the bottom corner of South Wales, based in Caldicot alongside
a northern office in Cleethorpes, Lincolnshire. Established in 1999, we are an SME
employing our two principles, myself and co-founder and fellow director Martyn
Roberts, an accounts manager and up to 60 engineers at any given time depending on
site activities. All of our employees are regarded as being equally important to delivering
compliant installations for our clients, wherever those projects may be located.
We specialise in the construction of insulated structures, incorporating the use of
specialist composite panel systems with a mineral wool or PIR/Quadcore core. These
systems lend themselves ideally for temperature-controlled enclosures and hygienic
FACTS ABOUT
GLOBAL INSULATION LOGISTICS
»Directors: Greg Hodge and
Martyn Roberts
»Established in 1999
»Based in Portskewett, South
Wales
»Services: Installation of fire
rated insulated enclosures for
a range of industries
»No. of employees: An average
of 25
»No. of clients: Over 30, with
a minimum of 5 or 6 active at
any given time
com
Global Insulation
Logistics
THE PARLIAMENTARY REVIEW
Highlighting best practice
36 | GLOBAL INSULATION LOGISTICS
areas, so are used extensively in the
food processing and manufacturing
industries, alongside the data
storage, telecommunications and
pharmaceutical industries.
When we were first established,
we centred our efforts on the food
industry, where we would undertake
projects forming low temperature cold
storage facilities, bulk chillers, blast
freezers, food production facilities, and
the rapidly expanding area of food
distribution centres.
Building our global reputation
One of our very first projects was for
an in-flight catering provider. We
utilised a composite panel system
for the walls and ceilings, along with
specialist doors to form the main
production areas. We also constructed
ingredient storage rooms, goods
inward facilities and despatch chillers
for Gate Gourmet at Nino Aquino
International Airport in Manila.
After proving ourselves to the client
and gaining their confidence, we were
retained to undertake refurbishment
works in the Gate Gourmet facilities
in Hong Kong and Shanghai. This was
the perfect grounding for us to learn
the basics of exporting British goods
abroad and gave us the confidence to
consider any type of project anywhere
on the globe.
We have now delivered in some of
the most far-flung and trying locations
and have sampled a colourful mix of
cultural and ethnic experiences. These
have tested us to the limit yet given
us some of the most wonderful life
experiences you could wish for. We
operate in countries from Ethiopia and
the Philippines, where you’re greeted
with a smile and often presented with
gifts they can least afford, to the more
affluent settings of the UAE, Oman,
and Moscow, where you have to fight
for every penny.
We have established partnerships or
representation in Dubai, Manila and
Hong Kong, and have successfully
delivered across Europe, from Stockholm,
through Amsterdam, Frankfurt,
Paris, Marseilles, Cyprus, Istanbul,
St Petersburg, and have completed
numerous deliveries around London.
We are now operating substantially in
the data centre industry, where we are
forming the same insulated enclosures,
but now install structural suspended
ceilings and raised access floors. These
projects are at a much higher level of
sophistication. We offer a fully certified
fire rated solution which is maintenance
Corporate branded FR60
corridor
We are one of
the industry’s
best kept
secrets
37GLOBAL INSULATION LOGISTICS |
BEST PRACTICE REPRESENTATIVE 2019
free and 100 per cent recyclable. We
also look to use systems that have a low
environmental impact as we seek to
contribute towards the construction of
carbon neutral enclosures.
Specifically targeting foreign
markets
Developing businesses need to
establish a solid foundation combining
a sound delivery ethic, which creates
customer satisfaction, with a financial
strategy that affords those first steps
of expansion. At this point, a forward-
thinking company may even consider
starting to branch out abroad.
This is where our strategy was
diametrically opposed to the norm. We
didn’t wait to develop; we established
our business specifically to deliver the
expertise that we had gleaned over
our years in this industry to overseas
clients. This was what set us apart from
our competitors, as nobody else was
intentionally targeting and delivering
to a market beyond the sanctuary of
our homeland borders.
Adapting to Brexit
As we look to the future, it’s
impossible not to mention Brexit.
As businessmen, operating in a sector
where a substantial contribution to our
turnover is in continental Europe, it’s
been painful watching the negotiations
being played out in the media. We
know that whatever is agreed between
the negotiating parties of the EU and
UK, this will only be the starting point.
It will actually be small businesses
like us and other larger corporate
companies that will have to make it
work. Governments and treaties don’t
conduct business, commercial entities
like us do, and that will never change.
Neither side of the House come out of
this recent phase of constant bickering
and political point scoring with any
credit. It seems to us that the British
public have been failed by the political
classes of whichever colour, due to
energies being spent on their own aims
and ambitions rather than protecting
the interests of their own constituents
and the wider population as a whole.
We suspect history will not reflect
well on the conduct of the current
incumbents of Westminster, who
missed a one-off opportunity to work
together to achieve a lasting agreement
with our closest neighbours to protect
the livelihoods and opportunities of
generations to come. It is not their
finest hour and has only served to make
things more difficult in what is already
an extremely challenging situation.
We will not be daunted, we will keep our
heads, roll up our sleeves and do what
we always do: apply ourselves, look for
the positives, and just get on with it.
Business is business, that’s the way
it is, that’s the way it’s always been,
and that’s how it will continue to be.
As long as you have something that
someone wants, and they are satisfied
that you are the best option to provide
it, a deal can be done.
This is also why we as a company are
primed and raring to go, continuing
with what we do best: delivering
British products and services to our
customers across the globe.
Governments
and treaties
don’t conduct
business;
commercial
entities like us
do
Facade and roof in
Lagos, Nigeria

www.globalinsulationlogistics.

The Parliamentary Review 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