North London Loft Rooms

A Message from Lord Pickles and Lord Blunkett, followed by North London Loft Rooms'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 North London Loft Rooms 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.northlondonlofts.co.uk

BEST PRACTICE REPRESENTATIVE 2019
THE PARLIAMENTARY REVIEW
Highlighting best practice
54 | LAWSONS
over £250,000 for Spread a Smile and
we have funded and through resources
supported Harlow Foodbank. Every
branch has its own budget for local
schools and community projects and
charities, which we have used to build
treehouses, allotments and school
kitchens and to developplaygrounds.
Investment in the business is not
confined to people and buildings either.
It makes sense to try and find ways
of investing in our vehicles to allow
them to improve the quality of service
while helping to reduce emissions. We
offer a UK first, ecofriendly delivery
solution, which is the first natural gas
and electric crane powered lorry. The
custom-built 26 tonne truck is powered
by compressed natural gas and has the
same road performance as a traditional
model. Fitted with a Hiab X-HiPro
electric crane, it is up to 50 per cent
quieter than diesel equivalents as well
as featuring ultra-low emissions.
Once we identified that natural gas
was the best alternative to diesel, we
started talking to the manufacturer.
The vehicle emits 70 per cent less
nitrous dioxide, 99 per cent less
particulate matter and up to 95 per
cent less carbon dioxide when using
biomethane. It’s also quieter than
traditional lorries, which allows us to
deliver a cleaner, quieter London.
Keeping our values at the
forefront
To continue our development, we
plan to reinvest a further £22million
for branch new-builds and
refurbishments. Ten years ago, we
were predominately a north London
merchant, but with investment we
have now established ourselves
south of the Thames. It’s all about
future investment and continuous
improvement, and we have to make
sure that we reinvest for growth.
Everything we do is about creating
sustainable business for the long-term
future. We all have an obligation to
young people, who we hope can
become tomorrow’s leaders with
secure jobs and a safe working
environment. As we continue to grow,
we will create more opportunities for
more people.
Some might argue that we over invest,
but our returns speak for themselves
– we are the third most financially
successful independent business
of our kind in the UK. The key to
Lawsons’ success is to put people first,
who in turn put the company first. A
consequence of this is financial success
that isn’t the result of putting pounds
before people.
Future
investment
and
continuous
improvement
Lawsons charity and
community support
55NORTH LONDON LOFT ROOMS |
CONSTRUCTION & ENGINEERING
Some loft rooms can have
excellent views
Maximising living space
with a loft room
Merging technological support with decades of senior
management and building expertise has afforded
North London Loft Rooms a unique selling point
as a construction company. Within months of its formation,
the company was admitted as a member of the Federation
of Master Builders. Having applied for chartered status while
pursuing other nationally respected awards and accreditations,
owners Dennis and Paul Weeks tell
The Parliamentary Review
more about the company’s development.
Having established the company in 2015, we had a turnover of almost £1 million
within just a year. By 2018, this had doubled to £2 million. Based upon current
rates of expansion, a minimum of approximately 20 ongoing projects at any given
time and with 50 to 100 other commissions at pre-stage status, we are currently on
track to achieve our ambition of £4 million annual turnover by 2022.
Enriching people’s lives
Our company ethos is to enrich people’s homes and lives with the development
of a larger living space. Whether to support working from home or because
adult children are still living within the family unit, we facilitate the expansion
of properties to meet new requirements and additional practicalities. Increasing
numbers of adult children are unable to leave their parents’ home due to the
current housing market and employment insecurity. Making the home bigger
affords extra space and can help to avoid overcrowding.
FACTS ABOUT
NORTH LONDON LOFT ROOMS
»Owners: Dennis and Paul Weeks
»Established in 2015
»Services: Loft rooms,
conversions, renovations and
extensions
»Based in Essex and undertake
projects in Essex, London and
surrounding areas
»No of employees: 8, with
35 fully vetted and qualified
subcontractors
»North London Loft Rooms
currently undertakes 50
projects a year, with 50 to 100
in pre-stage status
North London Loft
Rooms
THE PARLIAMENTARY REVIEW
Highlighting best practice
THE PARLIAMENTARY REVIEW
Highlighting best practice
56 | NORTH LONDON LOFT ROOMS
In addition, current research shows
that a loft room can increase a
property’s value by 20 per cent,
therefore balancing the cost as
a potential investment, while
homeowners can also enjoy the
current benefits, whether in the
form of more bedrooms, an added
cinema room, office, play area or
storage space. By understanding our
clients’ requirements and long-term
objectives, and by using channels of
communication, we ensure a successful
project that has multiple value aspects.
Ethos, knowledge and
integrity
Having your home filled with trades
personnel, extensive building work,
concern about neighbours and
interruption to family life are all
significant concerns for most people
contemplating a loft room conversion.
Our company’s mission statement is to
ensure, wherever possible, that there
is minimal disruption. The clients are
involved when agreeing the timetables
and are made fully aware of the work
that is essential at each key stage. This
system of transparency also quickly
flags up any areas of concern, which
can be immediately addressed and
rectified. Our senior management
will communicate with neighbours
and listen to their concerns and how
extensive building work may also
affect their lives, for example, noise
or dust. They are empowered to feel
part of the process and are therefore
more tolerant and understanding.
This approach reassures and helps to
maintain good relationships between
clients and neighbours during the work
and for many years thereafter.
This approach benefits all concerned.
Ultimately, we endeavour to ensure
the client is aware of all developments
and that the most appropriate
trades personnel are given ample
notice and a timetable for their
involvement. Our strategies minimise
disputes, unnecessary delays or any
misunderstanding. As company
owners, we feel that our approach to
projects, and the showing of respect
for all those involved, have been major
contributory factors to our success
so far, and have also helped to build
our reputation within the local and
surrounding communities, including
with the relevant planning committees
and local councils.
Technology, sustainability and
environment
The project management team
use specialist software for regular
communication of plans, drawings,
pictures and documents, and there
is extensive use of email. All relevant
information can be assessed by the
clients at their convenience on mobiles
or computers. It is essential to keep the
clients aware of current legislation and
how their projects meet all necessary
criteria so they can be confident of
the project’s success without further
complications or concerns.
Our teams are highly qualified
and carefully vetted trades and
administrative support personnel. As
part of their initiation training, they
are all fully briefed on the company’s
One of the directors,
Paul Weeks, looking
over plans
Research
shows that a
loft room can
increase a
property’s
value by 20
percent
57NORTH LONDON LOFT ROOMS |
CONSTRUCTION & ENGINEERING
principles in terms of supporting the
environment and our ethics regarding
recycling and sustainability. Wherever
possible, we reduce the use of paper
and actively reward innovative ideas
for the recycling of waste. Recently
some old timber was supplied to local
schools and colleges, community
groups for art projects and also for
allotments. All our metals are sorted
and recycled and, if possible, we sell
reclaimable materials. We are changing
our fleet to meet ULEZ targets and
addressing transporting options
to reduce costs and decrease our
environmental impact. In addition, we
provide our customers with efficiency
advice on their homes so they can
increase their home grading, reduce
costs and be more energy efficient.
We strive to be an environmentally
friendlybusiness.
New projects
We are confident of growth potential,
based upon clients benefiting from
our services. Offering this calibre of
support, which also takes into account
our clients’ experience, from an initial
concept to the building work and a
bigger home and improved lifestyle,
is complex. Managing expectations
and being accessible and transparent
with the process while understanding
the client’s long-term objectives will
invariably lead to success on all levels.
Our rewards so far, and through
the ongoing enquiries we receive
from clients’ recommendations, are
testament to a multifaceted approach
that respects everybody concerned,
be they client, building personnel
orneighbours.
Receiving testimonials from satisfied
clients inspires all business owners. We
look at all feedback, including areas
that could be improved and where the
business’s positivity is demonstrated.
When a client feels their aspirations
have been fulfilled and the loft
room facilitates all the purposes that
have been envisaged, this affords
us a sense of professional pride and
accomplishment. It encourages us
to keep building and to seek more
accreditations and official testimonies
while investing in ongoing training
for our teams to keep the benchmark
rising to the pinnacle of our indu stry.
When a client
feels their
aspirations have
been fulfilled and
the loft room
facilitates all the
purposes that
have been
envisaged, this
affords us a sense
of professional
pride and
accomplishment
Always remaining aware
of client expectations
BEST PRACTICE REPRESENTATIVE 2019
THE PARLIAMENTARY REVIEW
Highlighting best practice
56 | NORTH LONDON LOFT ROOMS
In addition, current research shows
that a loft room can increase a
property’s value by 20 per cent,
therefore balancing the cost as
a potential investment, while
homeowners can also enjoy the
current benefits, whether in the
form of more bedrooms, an added
cinema room, office, play area or
storage space. By understanding our
clients’ requirements and long-term
objectives, and by using channels of
communication, we ensure a successful
project that has multiple value aspects.
Ethos, knowledge and
integrity
Having your home filled with trades
personnel, extensive building work,
concern about neighbours and
interruption to family life are all
significant concerns for most people
contemplating a loft room conversion.
Our company’s mission statement is to
ensure, wherever possible, that there
is minimal disruption. The clients are
involved when agreeing the timetables
and are made fully aware of the work
that is essential at each key stage. This
system of transparency also quickly
flags up any areas of concern, which
can be immediately addressed and
rectified. Our senior management
will communicate with neighbours
and listen to their concerns and how
extensive building work may also
affect their lives, for example, noise
or dust. They are empowered to feel
part of the process and are therefore
more tolerant and understanding.
This approach reassures and helps to
maintain good relationships between
clients and neighbours during the work
and for many years thereafter.
This approach benefits all concerned.
Ultimately, we endeavour to ensure
the client is aware of all developments
and that the most appropriate
trades personnel are given ample
notice and a timetable for their
involvement. Our strategies minimise
disputes, unnecessary delays or any
misunderstanding. As company
owners, we feel that our approach to
projects, and the showing of respect
for all those involved, have been major
contributory factors to our success
so far, and have also helped to build
our reputation within the local and
surrounding communities, including
with the relevant planning committees
and local councils.
Technology, sustainability and
environment
The project management team
use specialist software for regular
communication of plans, drawings,
pictures and documents, and there
is extensive use of email. All relevant
information can be assessed by the
clients at their convenience on mobiles
or computers. It is essential to keep the
clients aware of current legislation and
how their projects meet all necessary
criteria so they can be confident of
the project’s success without further
complications or concerns.
Our teams are highly qualified
and carefully vetted trades and
administrative support personnel. As
part of their initiation training, they
are all fully briefed on the company’s
One of the directors,
Paul Weeks, looking
over plans
Research
shows that a
loft room can
increase a
property’s
value by 20
percent
57NORTH LONDON LOFT ROOMS |
CONSTRUCTION & ENGINEERING
principles in terms of supporting the
environment and our ethics regarding
recycling and sustainability. Wherever
possible, we reduce the use of paper
and actively reward innovative ideas
for the recycling of waste. Recently
some old timber was supplied to local
schools and colleges, community
groups for art projects and also for
allotments. All our metals are sorted
and recycled and, if possible, we sell
reclaimable materials. We are changing
our fleet to meet ULEZ targets and
addressing transporting options
to reduce costs and decrease our
environmental impact. In addition, we
provide our customers with efficiency
advice on their homes so they can
increase their home grading, reduce
costs and be more energy efficient.
We strive to be an environmentally
friendlybusiness.
New projects
We are confident of growth potential,
based upon clients benefiting from
our services. Offering this calibre of
support, which also takes into account
our clients’ experience, from an initial
concept to the building work and a
bigger home and improved lifestyle,
is complex. Managing expectations
and being accessible and transparent
with the process while understanding
the client’s long-term objectives will
invariably lead to success on all levels.
Our rewards so far, and through
the ongoing enquiries we receive
from clients’ recommendations, are
testament to a multifaceted approach
that respects everybody concerned,
be they client, building personnel
orneighbours.
Receiving testimonials from satisfied
clients inspires all business owners. We
look at all feedback, including areas
that could be improved and where the
business’s positivity is demonstrated.
When a client feels their aspirations
have been fulfilled and the loft
room facilitates all the purposes that
have been envisaged, this affords
us a sense of professional pride and
accomplishment. It encourages us
to keep building and to seek more
accreditations and official testimonies
while investing in ongoing training
for our teams to keep the benchmark
rising to the pinnacle of our indu stry.
When a client
feels their
aspirations have
been fulfilled and
the loft room
facilitates all the
purposes that
have been
envisaged, this
affords us a sense
of professional
pride and
accomplishment
Always remaining aware
of client expectations

www.northlondonlofts.co.uk

This article was sponsored by North London Loft Rooms. 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