Sword Services

A Message from Lord Pickles and Lord Blunkett, followed by Sword 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 Sword 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, MP
Pickles signature Rt Hon The Lord Eric Pickles, MP

www.swordservices.com

47SWORD SERVICES |
BEST PRACTICE REPRESENTATIVE 2019
Working with airports,
especially Heathrow
Co-directors: Sharon Sword
and Lawrence Sword
Airports are major hubs of digital and logistical activity:
a cross-section of modern civilisation. For all of this
to work, though, requires an inordinate number of
installations of equipment. This is why companies like Sword
Services are crucial: they offer exactly these kinds of services,
helping airports – especially Heathrow – to become the
connecting nodes of the modern world. In short, they are
experts in the field of industrial electronic security solutions.
More interestingly still, the whole enterprise is run by Sharon
and Lawrence Sword, functioning both as husband and wife
and as co-directors. They tell
The Parliamentary Review
what
their work consists of and what high-quality services look like.
What makes up Sword Services
When we founded Sword Services in 1990, we began with a firm vision of what
our values would be. These were, and are to this day, as follows:
» The best possible service » Value for money
» Quick and efficacious delivery » Honesty and transparency
» Reliability » Best practices and standards
These are values that have served us well and remain firmly entrenched in the
company. In addition to these values, we also place great emphasis on our staff’s
training and development (all of them, whatever the department they’re in).
FACTS ABOUT
SWORD SERVICES
»Co-directors: Sharon Sword
and Lawrence Sword
»Founded in 1990
»Based in Langley, Berkshire
»Service: Industrial electronic
security solutions
»No. of staff: 35
»Supports a local youth football
team
Sword Services
THE PARLIAMENTARY REVIEW
Highlighting best practice
48 | SWORD SERVICES
Wealso make sure that responsibility
and accountability are distributed so
that everyone is involved and that no
one is lumped with excessive burdens.
Our work with airports is so strong
that we are permanently situated
in the Heathrow area, conducting
the installation and maintenance of
specialist systems to both Tier 1 and
Tier 2 suppliers. We also do work more
generally around the southeast of
England, including London, the M25
and M4 corridor areas. During our time
at Heathrow, we have developed an
elaborate knowledge of the area and
its geography, which helps greatly in
the provision of our services. This also
assists us in terms of agility, which is a
prominent and highly valued feature
of ours, and one, moreover, that other
companies – especially larger ones –
cannot easily replicate.
Throughout our existence, we have
installed electrical equipment, including
access control, CCTV, maintenance,
power and structured cable – and
in these areas we have an excellent
reputation for providing genuinely
high-quality service and delivery. The
reasons for our strong reputation are
numerous: one is the rapidity with
which we deliver results; another is the
extent to which our team is trained;
and a third is the close and constant
communication we maintain with our
clients. This latter trait is especially
important, as we feel it’s integral to
our service that updates are frequent
and clear. It’s particularly incumbent
upon us to do this, because much of
our custom is repeat, and we want
to keep these relationships going
into perpetuity, particularly with the
supplychain.
Part of this relationship with clients
means being able to be flexible with
our working windows. To ensure we
cause as little hassle and disturbance
to working environments as possible,
we change our shift patterns to fit
ourclients.
Working flexibly with
clients
During our
time at
Heathrow, we
have
developed an
elaborate
knowledge of
the area and
its geography,
which helps
greatly in the
provision of
our services
49SWORD SERVICES |
BEST PRACTICE REPRESENTATIVE 2019
Ensuring we are future-proof
With the world becoming increasingly
digital, we have had to ensure that
our processes and systems reflect
this fact. One example of this is
CCTV cameras, many of which run
along older analogue principles; we,
however, have digitised all of our
installations. In 24-hour working
environments, like those of airports,
we’ve had to install only the most
up-to-date technologies, such as those
which allow the new IP cameras,
whose cabling we have procured.
This, along with other measures, has
meant that we’ve managed to reduce
the number of cameras necessary for
proper coverage by 15 per cent. This is
a prime example of how we can bring
cost-effectiveness to our clients.
Another case study is when we had
to fix a car park access control in
2017. While the car park was still in
operation, we had to decommission
the old system and install a new one.
To this end we worked with other
specialists to co-ordinate the working
programme, and we delivered the new
system with minimal disruption. The
transition was seamless and testified
yet again to our ability to be reliable
and undisruptive.
Other examples of the kind of work we
engage in are as follows:
»Information displays
»Panic alarms
»Passport control
»Automatic door systems
»Security detection systems
»UK Border Agency access)
»Terminal management system
»Outstations and substations
»Restricted zone boundaries
»Queue management system
»Integrated service panels
»Maintenance
What the future has in store
It would be remiss at this point not to
mention the forthcoming third runway,
which presents both challenges and
opportunities. It presents opportunities
in the sense that there will be more
economic activity taking place there,
thereby producing more potential
projects for us. However, it also poses
challenges because larger companies
will carry out work for next to no
money, which could in some cases
price experienced and agile companies
like us out of the picture.
Another challenge to consider is that
we’ve found that banks are not always
as supportive as one might expect, so
our funding has had to come mostly
from ourselves. This makes things very
difficult when, as often happens in
our industry, companies do not stick
to their payment terms. Planning for
the future and expanding are always
made more difficult by this ever-
presentthreat.
In any case, these are all challenges
we have faced in the past and
will successfully surmount in the
future. This is because we have the
experience, agility and skills that are
so valued by our clients – and our
ability in these respects is evidenced
by, and recognised through, our
previouswork.
With the world
becoming
increasingly
digital, we have
had to ensure
that our
processes and
systems reflect
this fact
Improving airport
security

www.swordservices.com

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