LRES-UK

A Message from Lord Pickles and Lord Blunkett, followed by LRES-UK'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 LRES-UK 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.lresuk.co.uk

1LRES-UK |
BEST PRACTICE REPRESENTATIVE
Rescue cover for plant shutdown
Rope access work
Formed in 2008, LRES-UK Ltd is an industrial cleaning
company focused on areas such as storage tank and
confined-space work. Based in Sheffield, it was established
as L. Reynolds Environment Services limited, before being
rebranded as LRES-UK in 2012. Managing Director Lee Reynolds
started the business having already worked in the industry, and
having realised that most of his day-to-day problems were with
people. He tells the
Review
how he took operations into his
own hands.
This is a hard, physical job with long hours at times, and you need a “can do”
attitude. I found that when I was on site, I could push jobs on, and I also had
a burning desire to go on my own at some point. So, I took the plunge with a
£3,000 loan from my mother and stepdad. It was right in the middle of the credit
crash and I was advised by several people not to do it, but I was determined to
makeitwork.
Solid foundation
I bought a second-hand jetter from a contact who would let me pay in instalments
and a battered transit van that could tow it. With my equipment ready, I started
work, with my garage as a base and my kitchen table as the office. Fast-forward
to 2019, and we have turned over £2 million in the last year and have a workforce
of 26 people. It has been quite a journey, both personally and professionally.
FACTS ABOUT
LRES-UK
»Managing Director:
LeeReynolds
»Operations Director:
DavidReynolds
»Founded in 2008
»Located in Sheffield
»Services: Industrial cleaning
sector
»No. of employees 26
LRES-UK
THE PARLIAMENTARY REVIEW
Highlighting best practice
2| LRES-UK
Mybrother is now my partner in the
business and we run it together, with
me as managing director and Dave as
the operations director. My sister is
head of sales and my daughter runs
the accounts. We are truly a family
business with countless other fantastic
people working with and for us. We
could not have done this without them
and I wish I could mention them all
byname.
The business has evolved every year.
The tank cleaning led into shot
blasting, and the shot blasting led into
the energy-from-waste sector. That led
into confined-space rescue, which led
into rope access. We are now a leading
UK industrial cleaning company that
offers a safe, professional service to
the energy-from-waste, biomass,
petrochemical, oil, food and many
other manufacturing industries. We
carry out high-risk works within
all these industries and my role as
managing director is to ensure that
we set the industry standards and also
promote a safe and can-do culture
within the company.
Our works are highly regulated and
we are careful to properly adhere to
multiple health and safety regulations
on a daily basis. Our workforce is
trained to the highest standards,
because both we and our customers
demand it. The list is endless, but I will
share with you a few of the tickets our
team have: confined space, high-risk
confined space rescue, water jetting
up to 30,000 psi, IRATA for work at
height and shot blasting. This industry
demands qualified and motivated
people doing dirty and hazardous
works, and we have invested heavily in
training and equipment over the years;
when we have made some money,
it has been reinvested back into
thecompany.
Our main area of growth in the past,
and moving forward, is the energy-
from-waste incinerators that burn
municipal waste and biomass boilers
that burn wood. Ten years ago, we
carried out a single shot-blasting job
on an incinerator. This year we will be
carrying out shot blasting, cleaning,
rope access and confined-space rescue
works at over 20 sites across the UK.
We are very good at this and have
developed our own methods and
equipment over the years to ensure we
continue to improve.
Our ADR vacuum tanker
This is a hard,
physical job
with long
hours at
times, and you
need a ‘can
do’ attitude
3LRES-UK |
BEST PRACTICE REPRESENTATIVE
Trials and tribulations
Given that we have been on a rapid
journey of success, I would say that
without doubt our main problem
since day one has been cash flow
and getting paid on time. We have
our payment terms and to be honest,
they are not worth the paper they are
written on. And because we started
without a great deal of cash in the
bank, it soon disappeared.
But we have grown organically and
each year you get stronger and have
to accept this as the norm. However,
it is a severe restraint to growth. There
are several ways around this and the
financial industry offers solutions, but
to our cost.
It has been a very steep learning curve
dealing with the VAT, corporation tax
and PAYE, and I think that is where
lots of businesses struggle. In my view,
HMRC is a particularly aggressive
creditor and you have to get used
to that and get on with it. They do
want blood out of a stone sometimes,
especially when you have not been
paid yourself. Small businesses need
to be aware of these challenges when
they are first starting out and put
measures in place to ensure they can
properly balance their books.
Our goal is to become the market
leader in the UK within the energy-
from-waste and biomass sector, and
we are looking at spreading our wings
into Ireland and hopefully further
afield. We believe that we are the
best and we are passionate about
our business and I think it shows. We
have a desire to do it right. There are
many more of these incinerators under
construction and more in the planning
stage in the UK, and we plan to be
a leading supplier to this industry for
years to come.
Our goal is to
become the
market leader
in the UK
within the
energy-from-
waste and
biomass sector
EFW stack inspection

www.lresuk.co.uk

This article was sponsored by LRES-UK. 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 Rt Hon Michael Gove.

Rt Hon Michael Gove's Foreword For The Parliamentary Review

By Rt Hon Michael Gove

This year's Parliamentary Review comes at a momentous time for parliament, as we collectively determine the destiny of the United Kingdom. 

On October 31, the UK will leave the European Union. The successful implementation of this process is this government's number-one priority.

Three years after a historic referendum vote, we will deliver on the decisive mandate from the British people. Trust in our democracy depends on it. Until that final hour, we will work determinedly and diligently to negotiate a deal, one that abolishes the backstop and upholds the warm and close relationship we share with our friends, allies and neighbours in the EU. But in the event that the EU refuses to meet us at the table, we must be prepared to leave without a deal.

As the Chancellor of the Duchy of Lancaster, it is my job to lead on this government's approach, should that scenario happen. Preparing for Brexit is my department's driving mission. But while I am leading this turbocharged effort, the whole of government is committed to this endeavour.

Ministers across Whitehall are working together to ensure that every possibility is considered, every plan is scrutinised and every provision is made. A daily drumbeat of meetings means that we are holding departments accountable, so that preparations are completed on time.

The chancellor has confirmed that all necessary funding will be made available. And we have mobilised thecivil service, assigning 15,000 of our most talented civil servants to manage our exit from the EU.

We will make sure that on November 1, there is as little disruption to national life as possible. Our trade relationships will continue to thrive, thanks to agreements with countries around the world worth £70 billion. Our country will remain secure, thanks to nearly 1,000 new officers posted at our borders. And the 3.2 million EU nationals now living and working among us can remain confident, with absolute certainty, of their right to remain in the UK.

Above all, our goal is to be transparent. Soon, we will launch a public information campaign so that citizens, communities and businesses are ready and reassured about what will happen in the event of “no deal”.

In my first few weeks in this role, I have travelled to ports and tarmacs, borders and bridges, all across the UK –from the seaside of Dover to the rolling green hills of County Armagh. I have heard from business owners and border officials, farmers and hauliers. They are ready to put an end to uncertainty. And they are ready to embrace the opportunities ahead.

Our departure from the EU will be a once in a lifetime chance to chart a new course for the United Kingdom. Preparing for that new course will be a herculean effort. But this country has made astounding efforts before. We can do it again.
Rt Hon Michael Gove
Chancellor of the Duchy of Lancaster