Redrose Manufacturing

A Message from Lord Pickles and Lord Blunkett, followed by Redrose Manufacturing'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 Redrose Manufacturing 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
Redrose Manufacturing,
County Durham
In April 2014, Redrose, a manufacturer of nutraceutical
products based in the northeast of England, were in a
precarious position when the managing director at the time
passed away suddenly. The business owner, Nadia Mahan, soon
discovered there was £1.2 million in unpaid VAT, but Nadia was
insistent that she wanted the business to continue as a going
concern, and she did not want any of the loyal staff to lose
their jobs. Today’s Managing Director, David Goodings, tells the
about the company and its journey.
Battling adversity
The story begins when I was hired as managing director to realign the business
after a discovery was made that £1.2 million of due VAT had not been paid by the
previous MD. The major restructuring that took place — as a result of the owners
wanting to ensure the business continued as a going concern while repaying
the VAT owed — saw a number of key hires for important positions, including
Jack Pascoe as business development manager. An emphasis was placed on
engagement and collaboration with all stakeholders, and we at Redrose began to
build the business in a profitable and sustainable way.
Built into this mandate was a great emphasis on quality, ensuring the highest
manufacturing standards, which in turn produced only the best products. As a business,
the most important objective should be to ensure that products are made to world-
class standards. We have built significant regulatory and legislative information into our
manufacturing processes with a view to doing everything we possibly can to ensure
our products are compliant in the UK and all around the world – products that play
»Managing Director:
»Established in 1995
»Based in County Durham
»Services: Manufacturer of
vitamins, minerals and other
food supplements
»No. of employees: 34
Highlighting best practice
the vital role of helping consumers to
become healthier, fitter, stronger and
Infrastructure and employees
To help the business to recover, we
also expanded our manufacturing
infrastructure, despite the difficulties
we found ourselves in. With significant
capital expenditure invested, Redrose
now boasts modern, high-quality and
sleek mixing encapsulation, tableting
and bottle-filling facilities.
Having state-of-the-art facilities
has been vitally important for our
recovery and growth, but we have
also learnt the value of having good,
hard-working and loyal employees.
Without wishing to sound trite, the
most important part of any business
is the people who work within it, and
the business could not have recovered
without the vital input of our
employees. Watching our employees
grow in confidence and take
ownership of decisions was a vital part
of our revival and led to our current
sustainability and profitability.
We knew we had to foster an inclusive
culture that facilitated employee
engagement and a collaborative
approach to problem-solving. As a
business, we have always sought input
from staff regarding the initiatives
they believe should be implemented in
order to run a more efficient business
– a challenge to which they have risen
time and time again.
High-quality experience
In an extremely competitive industry
like nutraceuticals, there are so many
other good suppliers that manufacture
good products at competitive prices.
This has meant Redrose really has not
been able to afford to take any of its
customers for granted.
Our approach has been successful,
and many of our historic customers
have retained our services since the
restructuring. Of course, many new
customers have joined the Redrose
family too, and we are confident they
will continue to be satisfied in the
coming years as we strive to provide
Right: One of our main
encapsulation machines
Left: Filled capsules
ready for packaging
We knew we
had to foster
an inclusive
culture that
and a
approach to
exceptional customer service and to
supply only the highest-qualityproducts.
The B-word and other
In the midst of the recovery has been
the dreaded B-word, Brexit. Like every
other business, we have had to battle
with the huge uncertainties concerning
Brexit, and tragically this continues up
to the time of writing this article.
Although Redrose have had to battle
with the uncertainties and difficulties
that have arisen from Brexit, we have
not allowed this to stifle recovery and
growth. I’m still optimistic about the
future, as we will continue to look for
more UK and overseas customers while
continuing to try to position ourselves
as a truly global supplier.
The truth is that regulations can
be complex, and compliance is
essential not just for profitability and
sustainability but also for a company’s
reputation. Redrose’s customers
can rest assured that their products
will always meet UK and worldwide
scientific standards. By providing sound
advice, sophisticated market knowledge
and high-quality manufacturing,
my team and I will always deliver
Traditional values
Whenever possible, the team likes to
“put a face to a name”, moving away
from “sometimes impersonal but
necessary” relationships maintained
through emails and phone calls. We
therefore actively encourage all of our
customers to visit and meet our team.
The door is always open.
The restructuring has put Redrose
back on solid foundations, and we are
looking to expand further. I welcome
opportunities to meet new customers
and display what we offer. The plan
going forward is for the company to
continue to present a strong front
at numerous trade shows in order
to continue to build and grow the
business. We plan to launch more and
more innovative products which we
know will impress all customers, old
and new alike.
To speak more broadly, times can be
extremely tough in business, and there
were many days for us when light
could not be seen at the end of the
tunnel, but with a robust and flexible
business plan, alongside exceptionally
loyal and hard-working employees,
success can be achieved. Redrose can
be seen as an example of why one
should never give up.
The restructuring
has put Redrose
back on solid
foundations, and
we are looking
to expand
We manufacture
vitamins, minerals and
other food supplements

This article was sponsored by Redrose Manufacturing. 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