L M B Group

A Message from Lord Pickles and Lord Blunkett, followed by L M B Group'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 L M B Group 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

www.lmb-group.co.uk

37LMB MECHANICAL SERVICES LTD |
BEST PRACTICE REPRESENTATIVE 2018
Andrew Bean, managing
director
John Lewis plantroom,
WhiteCity
Based in Cleckheaton, West Yorkshire, LMB Mechanical
Services Ltd, a mechanical and electrical company, has
a strong focus on its staff – seeing them not merely as
numbers on a sheet, but as people without whom the company
would be nothing. This attitude results in teams that genuinely
want to get the job done, which in turn leads to a high-
performing company. Although based in Yorkshire, their remit
spans the entire country, working wherever demand exists. Key
to getting this work, too, is their commitment to maintaining
good relationships within the industry. The following Review
article provides a more in-depth description of the company
and their workings, written by their managing director,
AndrewBean.
Who we are and what we do
We are predominantly a subcontractor working for large construction companies,
local councils and private architects in the UK, for whom a normal project would
be won via competitive tender. All the operatives we employ are City & Guilds
or NVQ-qualified, DBS-checked, hold the recognised certifications required for
working on site and are kept up to date with regular “tool box talks” and Health
and Safety awareness training. We provide an integrated mechanical and electrical
project team, or alternatively, separate mechanical or electrical services to suit our
clients’needs.
FACTS ABOUT
LMB MECHANICAL SERVICES LTD
»Managing director:
AndrewBean
»Established in 2007
»Based in Cleckheaton,
WestYorkshire
»Services provided: Mechanical
and electrical contractor
»No. of employees: 50
»Turnover: £11 million
»We carried out the mechanical
services work on the
Tutankhamun exhibition at the
Millennium Dome
»We carried out the
refurbishment works of the
old Conservative HQ in Smith
Square
LMB Mechanical
Services Ltd
THE PARLIAMENTARY REVIEW
Highlighting best practice
38 | LMB MECHANICAL SERVICES LTD
Although our projects are fairly normal
– that is, schools, hospitals, prisons,
office blocks, we have also undertaken
other notable projects such as John
Lewis White City, O2 and Birmingham
New Street. We stand out most when
it comes to the emphasis we place on
people by successfully providing a first
class service to our clients. Getting
work is not a problem for us and
we’ve never had to engage in heavy
marketing efforts. The majority of our
work therefore, comes from word
of mouth and repeat business. Since
2007, our work has been with many
of the same clients. One might think
that this signals a lack of projects, but
we are regularly receiving many dozens
of enquiries per month. There is no
paucity in this regard.
Treating people as people
Of course, it is not enough to simply
have good relationships: you must also
perform the job to a high standard,
which is far from easy in an industry
like ours. Much of construction is
managing unforeseen circumstances
and engaging in chaos control. Our
clients have to be certain that we
can rise to these challenges – more
importantly, we have to gain their trust
by actually rising to these challenges
ourselves. Working in a prison, for
example, presents our teams with
problems unique in nature (as one
might expect), and we must have the
resilience and adaptability to withstand
such unfamiliar territory.
To be able to expect this of our
staff, however, must mean that they
sincerely feel connected to the team,
the company and the project of which
they are part. To win this kind of
sincerity requires me, as head of the
company, to remain loyal to my staff.
This means treating them with respect
and valuing their contributions not just
as workers but as people, resulting in
the continued success of the company.
Were it not for them, the company
would be nothing. The construction
sector can be trying at the best of
times, so winning staff loyalty is a
necessity – something that cannot go
unemphasised.
John Lewis, Leeds:
rooftop services
The majority
of our work
therefore,
comes from
word of
mouth and
repeat
business
39LMB MECHANICAL SERVICES LTD |
BEST PRACTICE REPRESENTATIVE 2018
Overcoming challenges
As mentioned earlier, with construction
come many challenges, but the
one that currently stands out for us
is staffing. Although we have the
requisite core staff on the books, there
are still those summer months (our
busiest times) when these alone are
not enough. We therefore have to rely
on agency staff and subcontractors.
This can occasionally require seven
days a week of work. Leaving the
European Union may also be a
disadvantage in this regard. Another
challenge we experience – one that we
often hear about in our sector – relates
to payment terms, that is, the speed
with which payments are made in our
industry. These can be needlessly and
frustratingly slow across the industry.
It’s also necessary, we feel, that
we combat the prevailing negative
perception of our industry among the
public, namely that we are disrespectful
of the environments we work in.
Although this has some basis in some
corners of the sector, this is not a fair
overall assessment of the industry,
and much less so of my company in
particular. We work hard, therefore, to
ensure that everyone in the company
causes as little frustration to the public
aspossible.
Optimism moving forward
With all that said, there is still much
to look forward to. At the moment
we have seen a considerable increase
in the number of projects, suggesting
buoyancy in the general market (good
news for us, with the exception of
slighter tighter margins). Moreover,
we are a company regularly operating
on a profit – indeed, it’s no needless
exaggeration to say we are one of
the most successful mechanical and
electrical companies in West Yorkshire,
not least because our work spans the
entire country.
Moreover, with leadership, drive,
commitment and a great team our
business has grown and continues
to do so. In fact, since our inception
11 years ago, we have experienced
growth every financial year. In 2017,
due to the growth of our company
it was necessary to move into larger
offices, an old school house dating
back to 1850, offering facilities for
further expansion. Given the increased
buoyancy of the market, we can only
expect this trend to continue into the
future. For us, it is primarily a matter
of ensuring that we have great staff,
do a great job and establish trust with
ourclients.
We are one of
the most
successful
mechanical
and electrical
companies in
West
Yorkshire
Ductwork in roof void at
Berendsen in Durham

www.lmb-group.co.uk

This article was sponsored by L M B Group. 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