A Message from Lord Pickles and Lord Blunkett, followed by Inciner8'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 Inciner8 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

Tony Dodson, CEO Inciner8
Business success based
on motivated teams
Based in Southport, Merseyside, Inciner8 is a young
manufacturer of waste incinerators – a critical, albeit
sometimes underappreciated, component of this country’s
infrastructure. Despite some difficulties in terms of the political
climate, the company has fared well – both domestically and
internationally. This, no doubt, explains their being awarded
three Queen’s Awards, two of which were for their proficiency
in exports, and the other for innovation. CEO Tony Dodson
describes the company’s success.
Our focus
Here at Incincer8, our enterprise is focused on three key areas, namely: animal
waste, medical waste and general municipal waste. And this focus is not just in
the UK, but around the world. Indeed, we have achieved exports to over 170
countries (i.e. nearly every country on the planet). Essentially, the incinerators
we design dispose of waste that is highly burdensome and not amenable to
more conventional means of disposal. For instance, there are many materials –
particularly older ones – that simply cannot be recycled, and when such materials
are situated too far afield, it is sometimes necessary to incinerate them on-site.
It’s not just a matter of building high-quality incinerators, however. As CEO of the
company, I find it important to abide by a certain ethos – one which underpins our
success. This ethos comes in two parts: a can-do attitude and an open culture. Even
though we have a standard set of products, we are always willing to accommodate
a client, no matter their location or how difficult their request is.
»CEO: Tony Dodson
»Established in 2005
»Based in Southport,
»Services: Design, manufacture
and sale of industrial waste
»No. of employees: 25
»Three Queen’s Awards (two
for export, one for innovation)
»Managed in the past to have
98 per cent of their turnover
come from exports
Highlighting best practice
We always do our best to go the extra
mile, and this is a fundamental part of
how we attain clients. In short, we can
do it.
Secondly, as a company, we have a
general culture of mutual respect. There
are no strict or insuperable hierarchies
separating management from non-
management. Everyone at the company
is comfortable and at ease, resulting
in staff that are loyal to the company
– which makes for a pleasant and
productive work environment and
lower costs in the long-run.
As a vindication of our ethos and
approach, the company is performing
well. Last year we agreed on a group
strategy to take us forward, and, as
things stand, it looks like we are on the
way to achieving 30 per cent year-
on-year growth. Into the future we
are looking to continue growth in the
double digits.
An international outlook
But although we are expecting turnover
to increase, growth doesn’t come only
in the form of financial figures. We are
also seeking to expand the remit of
our solutions. As of now, we provide
a waste disposal solution for those
situations where putting it in a skip or
taking it to a landfill is not possible.
In the future, however, we’re looking
to do more than remedy a problem;
rather, we’d like to provide broader,
positive, supererogatory solutions for
clients. For example, there are refugee
campsites (which, in effect, are like
small towns) without basic utilities,
and we’re looking to help install more
general infrastructure in these areas.
Such humanitarian endeavours will
not be entirely new for us. We have
already in the past worked with the UN
and Red Cross to help solve the Ebola
crisis in the infectious “red zones”.
Moreover, in terms of the international
picture, we also have a project underway
in the Maldives. The authorities there
are acutely aware of the significant
waste problem they are facing. As a
renowned holiday destination, and with
the high profile that marine pollution has
acquired, it is a problem they are keen
to address. While efforts with respect
to recycling are being championed, as
with many similar waste issues, there
are categories which at the present
time don’t lend themselves to that
approach – which is where we step in.
Not all of our clients are of this stature,
though. We deal with customers of all
types, including small single farms with
relatively minor waste problems. We
do, after all, offer a full spectrum of
In-house production of
control systems
Customer multi-unit
To date,
exports have
peaked at 98
per cent of a
Overcoming obstacles
In the way of this success, there can
be challenges. Among these problems,
regulations reign supreme. We must
constantly be on the lookout for
changes of this kind, because it’s
crucial that our solutions meet these
standards, and these standards can be
multitudinous. Staying ahead of this
represents a difficult challenge, but
one that we ultimately meet.
Another challenge we face is the
reputation of our industry. Currently,
many consider our solutions crude and
environmentally deleterious – even a
government minister made a statement
of this kind in the recent past. I believe
that this view is uncharitable and
uninformed. In many cases, we are a
last port of call, providing solutions
for those cases where there exists no
viable alternative. It is up to me, my
company and others in the industry
to combat this unfair public image. It
is also incumbent upon our company
to provide solutions that genuinely
are as agreeable to the environment
as possible, and we are always
innovating to this end. This requires
employing senior technology and
chemical engineers so that we can
improve performance and make the
combustion process more efficient. By
doing this, we will continue to reduce
emissions, and lend to our industry a
better reputation.
While on the topic of politics, it’s
worth also making brief mention of
Brexit. It seems to me that no major
risk is posed by this political event;
indeed, because we price many of
our products in dollars, we actually
managed to take advantage of the
currency flux that followed. Aware that
there will be changes to trade relations
in the EU, we are also ensuring we
don’t lose out on this market and are
tracing developments here closely.
All in all, though, I have an optimistic
view of the future of our company.
As the world continues to develop
in all corners, ever more markets
will emerge. In these markets, waste
will also pose a challenge, and we
are there to provide solutions where
alternatives are too costly, prohibitive
or, in some cases, impossible. Because
of this, we can expect yet more growth
and success for Inciner8 – not bad
for a small company in the relatively
underappreciated town ofSouthport.
The company
and its people
have a can-do,
A growing skilled

This article was sponsored by Inciner8. 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