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, MP
Pickles signature Rt Hon The Lord Eric Pickles, MP

www.prfm.co.uk

23P R FACILITIES MANAGEMENT LIMITED |
BEST PRACTICE REPRESENTATIVE 2019
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
enormousundertaking.
FACTS ABOUT
P R FACILITIES MANAGEMENT
LIMITED
»Managing Director: HaydnPrice
»Founded in 1999
»Based in Redditch, near
Birmingham
»Services: SIM fulfilment and
packaging
»No. of employees: 100
P R Facilities
Management Limited
THE PARLIAMENTARY REVIEW
Highlighting best practice
24 | P R FACILITIES MANAGEMENT LIMITED
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
management
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
management
This data
management
aspect of the
business will
only increase
as the internet
of things
features ever
more in our
daily lives
25P R FACILITIES MANAGEMENT LIMITED |
BEST PRACTICE REPRESENTATIVE 2019
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
withclients.
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
competeabroad.
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
twodecades.
It is for this
reason that
care – genuine
care – is at the
centre of our
company’s
ethos
A highly professional
and efficient workforce

www.prfm.co.uk

The Parliamentary Review 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