OMS

A Message from Lord Pickles and Lord Blunkett, followed by OMS'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 OMS 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.oms.uk.com

THE PARLIAMENTARY REVIEW
Highlighting best practice
56 | OMS
Managing Director CliveOrmerod
OMS’ head office and main
training centre in Leicester
It’s rare for a business to meet its full potential, says Clive
Ormerod, Managing Director of OMS. Recognising this,
he and his company offer solutions to just this problem by
providing consultancy and training services. By way of support,
guidance and advice, they improve businesses’ performance
and help them to remain compliant. Bolstering this effort is over
20 years of experience in advising and training companies of
all kinds across the UK. Although they’re not the only service
of this kind, they are keen to point out that there is no “one
size fits all” approach. It’s for this reason they focus heavily
on providing innovative solutions that cater to businesses’
exactneeds.
Where businesses struggle
Upon founding 20 years ago, we realised that many companies are, quite
understandably, lacking in efficiencies. This is not for reasons of incompetence,
but rather because they are in the fray of day-to-day business demands. It’s often
difficult for companies to pause and reflect on what exactly they can improve on,
which is where we come in. We decided that we could offer companies the time
and resources necessary to explore areas of potential improvement in an exhaustive
and comprehensive way. Hence OMS was born.
FACTS ABOUT
OMS
»Managing Director:
CliveOrmerod
»Founded in 1998
»Based in Leicester
»Services: Training and
consultancy
»No. of employees: 14 full-
time; 30 associates
»30 per cent increase in sales in
2017/18
»ISO 14001 and ISO 9001
certified
»Constructionline Gold
accredited
OMS
57OMS |
BEST PRACTICE REPRESENTATIVE 2019
Put otherwise, we provide consultancy
and training services to the highest
possible standards – be this on matters
of health and safety, human resources,
compliance, quality assurance or even
the environment. Key to these efforts
is making sure we understand the
specific requirements and aspirations
of businesses. No two organisations
are the same, which makes it especially
important for us to offer solutions that
reflect this greatvariety.
The clients with which we work can
range greatly in size and nature, from
small businesses to large and highly
recognisable multilayered organisations
– both public and private. All of this is
made possible through our core team
of consultants and trainers, as well
as a national network of specialised
associates who offer a vast wealth
of expertise and have behind them
many years of experience. This team
of specialists, in turn, is drawn from
a wide range of backgrounds in the
world of enterprise, all of which is
brought to bear in matters of specialist,
bespoke advice. Ensuringthat we get
the composition of the team right
– bearing in mind the wide variety
of different skills and experience
that is required – is a crucial part of
ouroperations.
Our ability to be an all-encompassing
solution is worth emphasising, because
too many in our industry purport to
help companies, but instead apply
lazily put-together blanket solutions –
which irritates not only the client, but
places a bad reputation on the sector.
The range in stature of our clients is a
true testament to our effectiveness in
this respect.
Values in addition to value
Testifying to our success in this domain
is one of our former training clients,
Andrew Cooper, the account manager
for Freudenberg Technical Products LP,
who said of us: “The most interesting
and potentially career changing course
I have had the pleasure to attend; the
way in which the information was
communicated is from the highest level
of professionalism and clarity.”
Andrew’s words highlight an
important component of our service,
namely that of providing our client
not just with valuable advice, but
also with a genuinely pleasant and
hassle-free experience. This, however,
is just one value among many. How
OMS operates and how we approach
our clients, our projects and our own
development as a business can be
summarised as follows:
»Conducting ourselves ethically and
sustainably, both as individuals and
as a company;
»Nurturing long-term relationships
with clients and suppliers;
»Remaining absolutely confidential
with regard to our clients’ projects
and aspirations;
»Ensuring we genuinely listen to and
understand the values, practices and
viewpoints of others;
»Empowering and investing in our
people to help them to grow and
manage solutions; and OMS have expanded
to meet the increased
demand for training
No two
organisations
are the same,
which makes it
especially
important for us
to offer
solutions that
reflect this great
variety
THE PARLIAMENTARY REVIEW
Highlighting best practice
58 | OMS
»Sharing information and skills
openly with colleagues to increase
our collective learning and
experiencebase.
Meeting challenges
Some of the biggest problems that
SMEs face are burdens imposed by
changes in laws and regulations. This
particular problem has two facets:
one is simply understanding and
interpreting the laws; the other facet is
actually implementing these statutory
changes in an effective and efficient
manner. This is one of the areas in
which our value is most apparent. It is
an area in which it’s more important
than usual to understand our clients
as thoroughly as possible, so as to
understand which laws and regulations
do and do not apply. It’s perhaps
for this reason that we’ve seen a 30
per cent growth in demand for our
consultancy services, and 10 per cent
for training, a lot of which focuses
heavily on legislative compliance.
What lies on the horizon
In addition to ensuring continuity
of our services, we also want to see
expansion. One of the areas in which
we are expanding most is that of
collaborative working, as many of our
clients are managing risk and trying to
increase opportunities. It is incumbent
upon us, therefore, to put in place
collaborative systems with a view to
ensuring that the businesses we work
with are realising their ambitions in
a controlled manner with the correct
support and governance.
In terms of our projection for the
future, we have no shortage of
optimism. For the last four to five
years, we have experienced consistent
year-on-year growth, and there is no
sign of deceleration in this respect.
We’ll continue to grow by doing
what we’ve always done, that is,
listening closely to clients and offering
them tailored solutions to their
uniquedifficulties.
Some of the
biggest
problems that
SMEs face are
burdens
imposed by
changes in
laws and
regulations
OMS’ practical training area

www.oms.uk.com

This article was sponsored by OMS. 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