P R Facilities Management

A Message from Lord Pickles and Lord Blunkett, followed by P R Facilities Management'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 P R Facilities Management 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


Managing Director Haydn Price
Redditch premises
Founded in 1999, PRFM is a highly successful SIM fulfilment
and packaging specialist that offers custom solutions and
automated services for large companies, including SIM
manufacturers and mobile virtual network operators. Remaining
true to the needs and requirements of clients is absolutely
crucial in this industry; failure to do so can be disastrous for
the customer. All of this requires the utmost attention to detail
and the careful management of data. This is why Managing
Director Haydn Price emphasises the need for sincere care and
commitment towards his customers – something he believes
distinguishes PRFM from its competitors. What follows is his
article for
The Parliamentary Review
which covers these topics
and more.
The core of the company
As a company, our foundations are rooted in our early successes in providing
a variety of packaging and fulfilment services, including POS fulfilment and
collation for many highly recognisable global brands. By establishing ourselves
in this area, we forged many lasting and useful contacts within the industry.
With nearly two decades of experience in this sector, we’ve reached a stage
now whereby we pack approximately 35 million SIM cards a year – an
»Managing Director: HaydnPrice
»Founded in 1999
»Based in Redditch, near
»Services: SIM fulfilment and
»No. of employees: 100
P R Facilities
Management Limited
Highlighting best practice
Before our exit from the EU becomes
a reality, it was my decision to open
a facility somewhere in the EU, which
resulted in one of our facilities now
being situated in the north of Romania.
The move towards this part of the
world was also motivated by a concern
for the prospective rise in the minimum
wage in the UK by 2020 – a move by
the government that will make us far
less competitive as an industry (more
on this later).
It quickly became apparent to me that,
without our production taking place in
a cheaper labour market, our market
share would decrease considerably.
We already compete with fulfilment
companies in eastern Europe, so
moving in this direction was a sensible
step, especially when considering
the talent and infrastructure already
available there.
The crux of what we do: data
At its simplest, we are a company
that packs SIM cards. This, however,
conceals the core of what we do –
which is data management. SIM cards,
after all, are physical embodiments of
data – data that our clients often place
very high value on. This means that,
in addition to packaging, we have to
be experts in data management and
reporting (the latter being especially
important when we are audited by
large companies). As part of this
expertise, we use our very own
software platform with which our
clients can interface. This software
allows for direct communication
between us and our clients regarding
orders, specifications and logistics.
This data management aspect of the
business will only increase as the IoT
features ever more in our daily lives.
Importantly for us, one of the ways
in which this will occur is via the
introduction of e-SIM devices – that
is, devices that no longer require the
standard physical SIM card to which
we are so accustomed. Instead, the
necessary data will be stored remotely
and accessed via the internet. This
change (which we believe will reach a
significant level of penetration within
three to five years) redoubles for us
the importance of mastering data
management. Indeed, anticipating this
shift is a crucial part of our investment
for the future.
Our challenges at present include
making sure that the SIM cards we
send out to large retailers, wholesalers
and individuals have been correctly
allocated and have the appropriate
information on the label and that the
accurate return files have been sent
to the client, without fail. We often
send out these SIM cards in large
bulk orders, which adds yet more
priority to the task of making sure that
the information is wholly accurate.
Employees skilled in data
This data
aspect of the
business will
only increase
as the internet
of things
features ever
more in our
daily lives
Thisisour absolute key competency,
so if we failed to do this, our trust in
the industry would quickly plummet,
as would our prospects as a business
more generally. It is for this reason that
care – genuine care – is at the centre
of our company’s ethos, permeating
every aspect of our interaction
Challenges along the way
As alluded to earlier, the company
is not without its considerable
challenges. As a sort of political
commentary, we believe that the
government’s pledge to increase
the minimum wage by 2020 was
misguided. Not because we don’t
believe that lower-paid workers should
have extra money in their pockets but,
rather, because we believe that there
is an alternative method with the same
net effect, one that doesn’t penalise
the UK businesses that contribute so
much to the economy. This alternative
is raising the income threshold at
which workers begin to pay tax,
which leaves workers with exactly the
same outcome: namely, having more
money to spend at the end of the
month. By opting for the former policy
rather than the latter, the government
will lessen our industry’s ability to
On top of this is the prospect of Brexit,
which brings with it the possibility of
ending the free movement of labour
within the continent, which we felt
necessitated the need to start directing
more of our resources outside of the
country, purely as an act of survival.
Ultimately, it is our ability to anticipate
the structural shifts in the worlds
of business, technology and politics
that has allowed us to occupy the
successful and trusted position we
do today. In addition to our unique
care for clients’ needs, it is in these
aforementioned areas (anticipation
and adaptation) that we stand out
as exemplars of best practice. By
maintaining these general traits of
ours, we are confident that we will
continue to succeed in the future,
just as we have done for the last
It is for this
reason that
care – genuine
care – is at the
centre of our
A highly professional
and efficient workforce


This article was sponsored by P R Facilities Management. 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 Kwasi Kwarteng.

Rt Hon Kwasi Kwarteng's Foreword For The Parliamentary Review

By Rt Hon Kwasi Kwarteng

This year’s Parliamentary Review reflects on a tumultuous and extraordinary year, globally and nationally. As well as being an MP, I am a keen student of history, and I am conscious that 2020 would mark the end of an era. It will be remembered as the year in which we concluded Brexit negotiations and finally left the European Union. Above all, it will be remembered as the year of Covid-19.

In our fight against the pandemic, I am delighted that our vaccination programme is beginning to turn the tide – and I pay tribute to the British businesses, scientists and all those who have helped us to achieve this. But the virus has dealt enormous damage, and we now have a duty to rebuild our economy.

We must ensure that businesses are protected. We have made more than £350 billion available to that end, with grants, business rates relief and our furlough scheme supporting more than 11 million people and jobs in every corner of the country, maintaining livelihoods while easing the pressure on employers. The next step is to work with business to build back better and greener, putting the net zero carbon challenge at the heart of our recovery. This is a complex undertaking, but one which I hope will be recognised as a once in a lifetime opportunity.

Through the prime minister’s ten point plan for a green industrial revolution, we can level up every region of the UK, supporting 250,000 green jobs while we accelerate our progress towards net zero carbon emissions.

With our commitment to raise R&D spending to 2.4% of GDP and the creation of the Advanced Research & Invention Agency, we are empowering our fantastic researchers to take on groundbreaking research, delivering funding with flexibility and speed. With this approach, innovators will be able to work with our traditional industrial heartlands to explore new technologies, and design and manufacture the products on which the future will be built – ready for export around the globe.

And I believe trade will flourish. We are a leading nation in the fight against climate change. As the host of COP26 this year, we have an incredible opportunity to market our low-carbon products and expertise. Our departure from the EU gives us the chance to be a champion of truly global free trade; we have already signed trade deals with more than 60 countries around the world.

As we turn the page and leave 2020 behind, I am excited about the new chapter which Britain is now writing for itself, and for the opportunities which lie ahead of us.
Rt Hon Kwasi Kwarteng
Secretary of State for Business, Energy and Industrial Strategy