Russell Finex

A Message from Lord Pickles and Lord Blunkett, followed by Russell Finex'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 Russell Finex 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

Ray Singh, managing director,
accepting three Hounslow
Chamber of Commerce awards
Russell Finex headquarters and
manufacturing hub near Heathrow
Sieves and filters are used to remove oversized contaminants
from liquids and powders; they play a vital role in industry.
From the bread that we eat to other everyday items such
as toothpaste and cosmetics, almost everything we consume or
use will pass through a sieve or filter at some stage to ensure we
receive the quality we expect every time. Established in 1934,
Russell Finex is a global leader in the manufacture of high-quality
sieving and filtration solutions. From its manufacturing hub in
southwest London, Russell Finex has enjoyed 80 years of steady
growth and, by remaining focused and close to its core values,
has become an international leader in the market. Ray Singh,
managing director, explains the growth that the company has
experienced since its last appearance in
TheParliamentary Review
We are a leading specialist in the manufacture of high-quality sieving and filtration
solutions used throughout a wide range of industries. Since our last feature in
TheParliamentary Review
, we have expanded our workforce by around 25 per cent,
employing now over 250 members of staff. We have maintained a customer-oriented
business with innovation and design at its core, and still strive to offer the best and
widest range of separation equipment in the domestic and international market.
Staying specialised
We have adopted a “less is more” approach, and are trying to remain specialists
in the industry, rather than diversifying for the sake of diversification. Rather than
»Managing director: Ray Singh
»Established in 1934
»Based in southwest London
»Services: Supply of industrial
separation equipment and
high-quality spare parts
»No. of employees: 250
Russell Finex
Highlighting best practice
providing a varied portfolio of process
equipment, we invest significantly and
continuously in R&D programmes to
ensure that market-leading, innovative
separation solutions can be offered in
a highly competitive marketplace.
A large proportion of our success
in both domestic and international
markets has been a result of our strong
and loyal customer base. We have
invested significantly in establishing
and maintaining relationships with
customers across the world. Along
with a well-developed sales and
marketing strategy and strong after-
sales support, customers are also
involved in market research and
new product development. They are
also invited to training days for new
operators, where new equipment
is showcased. This provides a level
of transparency for our customers,
exposing them to new technologies
early in the product development
process and giving them the
opportunity to ensure products of
the future meet the coming needs of
This specialised, customer-dedicated
methodology has led to significant
growth in turnover; the 2017/18
financial year saw us turn over £39
million, which is a 50 per cent increase
over the last three years. We have
shown a marked increase in all areas
of the business, including graduate
placements and apprenticeships, which
help young people get into employment
and learn a trade. Such opportunities
are now scarce in the UK as a result of
manufacturing moving offshore over
the past 20 years. During this period,
however, we have maintained and
expanded our manufacturing plant and
capabilities on the outskirts of London,
Recent developments
Since our last feature, we have opened
a subsidiary in China and a sales office
in Brazil, meaning we are now operating
in the UK, Belgium, the USA, India and
China, with direct sales personnel in
Spain, Germany, France, Sweden, the
Netherlands and Brazil. Our growth
and expansion has not come without a
corresponding range of fresh product
offerings; in 2017, we launched the
Russell AMPro SieveStation™.
The Russell AMPro Sieve Station™ was
one of our key product launches last
year, and has contributed significantly
to the increased levels of demand we
are now experiencing. The machine
has been specifically developed for
the additive manufacturing (AM)
industry, which is currently experiencing
phenomenal growth. The product is a
modular powder management system
that can be used at any stage of the AM
industry’s process to provide repeatable
and reliable quality of powders.
The award-winning
Russell AMPro Sieve
Station™ for the
additive manufacturing
We have
significantly in
with customers
across the
Thisisessential, as these state-of-the-
art parts are supplied to the dental,
medical, aerospace and automotive
industries, just to nameafew.
To ensure that Russell Finex remains
appropriately equipped for a fast-paced
digital future, we have also invested in
our social media and marketing strategy,
with the aim of massively expanding our
online presence. We want to remain a
business that stays ahead of the curve,
and have recognised that this means
developing every area of the company.
Increased resources for
increased growth
One of our greatest challenges remains
to increase manufacturing capacity and
resources in keeping with the increased
business growth. We have streamlined
and expanded our UK facility with the
implementation of lean manufacturing
programmes and investment in new
equipment and techniques such as the
latest robotics, machining centres and
water jet cutters.
This investment has not only improved
productivity and the repeatability of
product manufacture, but has also
established a great foundation, future-
proofing the business for further
growth. Alongside this, an increase in
resources has played a key role in the
ability to meet a growing demand. We
have further improvements planned
for the future to secure the company
in the long term and ensure its global
ambitions are achieved.
We have faced a secondary challenge
in our move from being an SME with
its dominant market in the UK to a
medium-sized international company,
now with 80 per cent of our products
either being exported directly to
customers or moving through overseas
subsidiaries. This transition has not
only resulted in the need for improved
communication across the business,
but we have had to adapt as there
has been a need for the business
culture to shift slightly as the company
For UK manufacturing to survive in
the future, more businesses need to
step out into the unknown to lead
the charge for the sector. As long as
they are able to maintain a strong
foundation and a clear vision, then
many other companies could be
rewarded with the same returns that
we have seen.
need to step
out into the
SHAPA (Solids Handling and Processing Association):
»Export Award 2016 and 2018
»Innovation Award 2017 for the Russell AMPro Sieve Station™ and
in 2016 for the Russell Screen Changer™
PPMA (Process and Packaging Machinery Association):
»Exporter of the Year 2016 and 2017
»Environmental Initiative of the Year 2017
Hounslow Chamber of Commerce:
»Business of the Year 2017
»Innovator of the Year 2017 for the Russell AMPro Sieve Station™
»Best Business for Marketing & Social Media 2017
EEF Future Manufacturing:
»Silver for Innovation category for the Russell AMPro Sieve Station™
Also shortlisted for the following awards in the past year:
»British Engineering Excellence Awards Mechanical Product of the
Year 2017 for the Russell AMPro Sieve Station™
»The Manufacturer MX Awards – World Class Manufacturing
High-quality separation
solutions for a wide
range of industries

This article was sponsored by Russell Finex. 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