Rainham Industrial Services

A Message from Lord Pickles and Lord Blunkett, followed by Rainham Industrial Services'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 Rainham Industrial Services 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


CEO Tim E. McCarthy
Largest privately-owned multidiscipline
service provider in the UK
Rainham Industrial Services Ltd, a sponsor of the Bloodhound
SSC Project, provides specialist industrial services that
support the installation, maintenance, refurbishment,
decommissioning and replacement of large industrial plants. They
also build infrastructure for the power generation, energy from
waste, oil and gas, manufacturing, nuclear, refining, automotive
and chemical industries. The company’s coverage spans the
whole of the UK from four strategically located regional offices,
utilising a fleet of service-specific vehicles. This enables them to
provide tailored support to their clients 24 hours a day, seven
days a week. Tim McCarthy, their CEO, provides a greater insight
into the company’s history and their manner of operating.
Our journey
We are the largest privately owned multidisciplinary service provider in the UK.
Formed in 2002, we have developed an enviable reputation for delivering contracts
to budget and on time. Today, thanks to our highly skilled and knowledgeable
team of professionals, Rainham Industrial Services leads the field in the provision of
innovative bespoke solutions to meet the unique challenges of each client.
Having spent all of my working life in the industry since starting as a thermal
insulation engineer apprentice back in the 1970s, I established the business in late
2002, armed only with my extensive knowledge of the industry, the companionship
of my peers and the many connections I’d made over the years. I also had a few
like-minded friends and business associates who were willing and eager to help
»CEO: Tim E. McCarthy
»Established in 2002
»Located in Essex
»Services: Industrial services
»No. of employees: 800
»Founder stripe sponsor of the
Bloodhound SSC Project
Rainham Industrial
Highlighting best practice
me to start up and drive the business.
It has since thrived and become
a multimillion-pound business,
employing over 800 staff and having a
published turnover of £65 million.
The success of the business is no doubt
in part down to the friendship and
camaraderie that are integral to the
ethos of the organisation. Embracing
change, challenging the industry
to seek better and more efficient
practices, consciously communicating,
and listening to and learning from
one another – from the labour level
upwards – all of this has served to
mould the business into the well-
respected, professional and aspirational
organisation that it is today.
Energy from waste
Energy recovery is about extracting,
through various technologies, energy
from waste. EFW processes include
direct combustion (incineration),
gasification, pyrolysis and anaerobic
digestion. EFW can be an effective
waste management option – it avoids
methane emissions from waste that
would otherwise rot in landfill, and
using waste as a fuel can replace
fossil fuels such as oil, coal and gas.
Both of these factors deliver climate
change benefits. The choice depends
on the type of waste available, local
circumstances and finance. The
government has, therefore, not made
recommendations on technology
type but has supported the provision
of infrastructure through the Waste
Infrastructure Delivery Programme.
The exception is anaerobic digestion,
which, in England, has been
encouraged for separately collected
food waste because it meets a number
of environmental objectives, such as
reducing greenhouse gas emissions;
producing renewable energy for heat,
power and transport fuel; recycling
nutrients back to land; and reducing
air and diffuse water pollution. EFW
has a key role in the government’s
commitment to working towards
a zero waste society and being the
greenest government to date.
The Bloodhound SSC Project
At Rainham Industrial Services
Ltd, we are extremely proud to
be one of the first stripe sponsors
of the groundbreaking and iconic
Bloodhound SSC Project. Back in 2007,
I was approached by Richard Noble,
the project director, to ask if Rainham
Industrial Services would be interested
in working with him. The Ministry of
Defence – indeed, the entire country
– was short of engineers, and Richard
believed that the way forward was
Specialist solutions for
The success of
the business is
no doubt in
part down to
the friendship
that are
integral to the
ethos of the
to generate a new iconic project that
would inspire the school population.
He even defined the age range: 5-19.
He related this to the great British
aerospace achievements of the past:
Concorde, the Vulcan, the Lightning,
the Fairey Delta 2 and even the
Schneider Trophy racers. He made the
further point that, in those times, there
was seldom a shortage of engineers.
Once the government had turned off
the inspiration tap, school leavers started
to look elsewhere for their careers.
As we started to discuss the project,
we quickly learned just how acute the
situation had become. “Green” issues
meant that we had to replace almost
everything we touched or used, and
much of the power generation and
transmission equipment also needed to
be replaced. We required new, high-
technology cars, and the aerospace
industry had massive problems of its
own, with new ranges of low-emission
airliners needed imminently. It was
quite clear that we were at the dawn
of a new global industrial revolution.
With a chronic shortage of engineers
and a banking system suffering from
self-inflicted wounds, Britain was not
well placed to take part.
It took some time, but the Bloodhound
SSC Project reached critical mass and
took on a life of its own. Of course,
there was the traditional need for
sponsors and a good public relations
effort, but a far more powerful
driver behind this effort was the
educational need – namely that of
science, technology, engineering and
mathematics. For this, the land speed
record is absolutely the ideal subject.
It was from this background that
the Bloodhound SSC Project’s clear
objectives were derived:
1. To create a national surge in the
popularity of STEM
2. To create an iconic project requiring
a great deal of research and technology
while simultaneously providing
the means to enable the student
population to join in the adventure
3. To achieve the first 1,000mph
record on land
4. To generate very substantial and
enduring media exposure for sponsors
With all of this in mind, it affords us
the fantastic opportunity to create
the ultimate land speed record car.
Richard and I had a similar approach
and vision for the future, which made
us perfect partners for the project. We
were focused, driven and seeking to
reach the same goals of innovation,
education and inspiration – all in the
understanding that action was needed
for the long term. Action that we
believe will ultimately pay dividends for
the future.
We are focused,
driven and
seeking to reach
the same goals
of innovation,
education and
Continually striving to
meet and exceed our
customers’ and our own
SHEQ requirements


This article was sponsored by Rainham Industrial Services. 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