Wingnut

A Message from Lord Pickles and Lord Blunkett, followed by Wingnut'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 Wingnut 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

www.wingnututilities.com

THE PARLIAMENTARY REVIEW
Highlighting best practice
THE PARLIAMENTARY REVIEW
Highlighting best practice
30 | WINGNUT
Managing Director
PeterLambert
A Wingnut small
vehicle with members
of the office team
According to Commercial Director Celestino Marenghi,
civil and electrical engineering contractor Wingnut
Utilities delivers a variety of services to local
infrastructure. Often, Celestino explains, this comes in the form
of installing telecommunications apparatus, which typically
requires the excavation and reinstatement of highways. He tells
The Parliamentary Review
about Wingnut’s growth, including
the successful tender for a Virgin Media contract in 2016.
Our company was founded in 1997 by Peter Lambert, the now managing director.
Prior to establishing the company, Peter had worked in the civil engineering sector
for years, and during this time, he recruited a team with the ability to deliver
projects on time, within budget and to the highest degree of quality.
Although we are based in Leyland, Preston, we have undertaken and completed
projects for clients all across the UK. In 2016, we underwent a strategic shift as
we decided to concentrate our efforts in the northwest and reduce the number
of clients we wished to engage with. I joined the company during this period, and
this shift has enabled us to focus on building partnerships with a smaller number of
clients and grow within a sound structure.
Telecommunications apparatus installation, as well as usually including the
excavation and reinstatement of highways, involves planning, notifying the
works to the relevant local authority before excavating and installing the duct
on whatever surface type is required. After the sites are closed down, we install,
connect and then terminate the cables at the required location. Before signing off,
we test the installation to ensure it has been installed to the rightspecification.
FACTS ABOUT
WINGNUT
»Managing Director:
Peter Lambert
»Commercial Director:
Celestino Marenghi
»Established in 1997
»Based in Leyland, Preston
»Services: Installation of
telecommunications
apparatus, ANPR service and
civil electrical infrastructure
»No. of employees:
Approximately 150
Wingnut
31WINGNUT |
INFRASTRUCTURE & DEVELOPMENT
As well as expertise within the
telecoms sector, we have carried works
in other utilities, namely gas, water
and electrics.
Achieving significant growth
In 2016, we secured a contract with
Virgin Media to install their technology
in the northwest, contributing to
the northwest power hub and the
government’s telecommunications
strategy for the UK. We are still
working with them today, and this
constitutes the majority of our current
work. Prior to securing the contract,
company was turnover was around
£2 million; between then and now,
we have increased our turnover to £8
million and aim to increase this to £10
million next year.
We have renewed our contract with
Virgin for another five years, and
the total cost of the project over this
period will be around £70 million.
Alongside this major focus, we have
two smaller companies within our
portfolio. The first, ONFS, focuses on
ANPR for the government and police
service, and the second, Jones Lighting,
focuses on electrical civil infrastructure.
Where appropriate, we always look
to collaborate and have previously
worked with Morrisons and
Vodafone among others. This idea
of collaboration is in line with our
company ethos and our culture of
helping each other to achieve the best
possible outcome.
Responding swiftly to client
need
As we are a smaller company than
some of our competitors, we are much
easier to work with. Larger companies
tend to be bogged down with an
inflated middle-management structure,
but our size allows us to be mobile
and adapt flexibly to client needs. Both
myself and our managing director are
available to field any concerns, and
our clients regularly praise our ability
to react swiftly. This ethos enables
us to solve any problems quickly
andefficiently.
We have also invested heavily in
technology with new hardware and
software to all our staff, including new
iPads for all of our external workforce.
This allows us to communicate quickly
and to review our works in real time,
leading to a significant reduction
in on-site issues. To ensure we can
maximise this efficiency, we have
reviewed our methodology and now
use a first pass reinstatement which
reduces both possible defects and the
overall cost. This also supports our
collaboration with local authorities as
we are able to complete our projects
more swiftly, with less hassle and
fewer complaints.
Beyond this, our local focus is a key
strength of our provision. As we
are completing projects in our own
backyard, we are able to use our
expertise, and our experience of our
previous projects, to support our work.
Senior management,
left to right: Company
Secretary Karen
Lambert, Managing
Director Peter Lambert
and Commercial Director
Celestino Marenghi
Our partnership
with Virgin
Media in the
North West has
enabled
thousands of
customers,
especially
businesses, to be
connected to the
Northern
Powerhouse
with ultrafast
broadband
BEST PRACTICE SPONSOR 2020
THE PARLIAMENTARY REVIEW
Highlighting best practice
30 | WINGNUT
Managing Director
PeterLambert
A Wingnut small
vehicle with members
of the office team
According to Commercial Director Celestino Marenghi,
civil and electrical engineering contractor Wingnut
Utilities delivers a variety of services to local
infrastructure. Often, Celestino explains, this comes in the form
of installing telecommunications apparatus, which typically
requires the excavation and reinstatement of highways. He tells
The Parliamentary Review
about Wingnut’s growth, including
the successful tender for a Virgin Media contract in 2016.
Our company was founded in 1997 by Peter Lambert, the now managing director.
Prior to establishing the company, Peter had worked in the civil engineering sector
for years, and during this time, he recruited a team with the ability to deliver
projects on time, within budget and to the highest degree of quality.
Although we are based in Leyland, Preston, we have undertaken and completed
projects for clients all across the UK. In 2016, we underwent a strategic shift as
we decided to concentrate our efforts in the northwest and reduce the number
of clients we wished to engage with. I joined the company during this period, and
this shift has enabled us to focus on building partnerships with a smaller number of
clients and grow within a sound structure.
Telecommunications apparatus installation, as well as usually including the
excavation and reinstatement of highways, involves planning, notifying the
works to the relevant local authority before excavating and installing the duct
on whatever surface type is required. After the sites are closed down, we install,
connect and then terminate the cables at the required location. Before signing off,
we test the installation to ensure it has been installed to the rightspecification.
FACTS ABOUT
WINGNUT
»Managing Director:
Peter Lambert
»Commercial Director:
Celestino Marenghi
»Established in 1997
»Based in Leyland, Preston
»Services: Installation of
telecommunications
apparatus, ANPR service and
civil electrical infrastructure
»No. of employees:
Approximately 150
Wingnut
31WINGNUT |
INFRASTRUCTURE & DEVELOPMENT
As well as expertise within the
telecoms sector, we have carried works
in other utilities, namely gas, water
and electrics.
Achieving significant growth
In 2016, we secured a contract with
Virgin Media to install their technology
in the northwest, contributing to
the northwest power hub and the
government’s telecommunications
strategy for the UK. We are still
working with them today, and this
constitutes the majority of our current
work. Prior to securing the contract,
company was turnover was around
£2 million; between then and now,
we have increased our turnover to £8
million and aim to increase this to £10
million next year.
We have renewed our contract with
Virgin for another five years, and
the total cost of the project over this
period will be around £70 million.
Alongside this major focus, we have
two smaller companies within our
portfolio. The first, ONFS, focuses on
ANPR for the government and police
service, and the second, Jones Lighting,
focuses on electrical civil infrastructure.
Where appropriate, we always look
to collaborate and have previously
worked with Morrisons and
Vodafone among others. This idea
of collaboration is in line with our
company ethos and our culture of
helping each other to achieve the best
possible outcome.
Responding swiftly to client
need
As we are a smaller company than
some of our competitors, we are much
easier to work with. Larger companies
tend to be bogged down with an
inflated middle-management structure,
but our size allows us to be mobile
and adapt flexibly to client needs. Both
myself and our managing director are
available to field any concerns, and
our clients regularly praise our ability
to react swiftly. This ethos enables
us to solve any problems quickly
andefficiently.
We have also invested heavily in
technology with new hardware and
software to all our staff, including new
iPads for all of our external workforce.
This allows us to communicate quickly
and to review our works in real time,
leading to a significant reduction
in on-site issues. To ensure we can
maximise this efficiency, we have
reviewed our methodology and now
use a first pass reinstatement which
reduces both possible defects and the
overall cost. This also supports our
collaboration with local authorities as
we are able to complete our projects
more swiftly, with less hassle and
fewer complaints.
Beyond this, our local focus is a key
strength of our provision. As we
are completing projects in our own
backyard, we are able to use our
expertise, and our experience of our
previous projects, to support our work.
Senior management,
left to right: Company
Secretary Karen
Lambert, Managing
Director Peter Lambert
and Commercial Director
Celestino Marenghi
Our partnership
with Virgin
Media in the
North West has
enabled
thousands of
customers,
especially
businesses, to be
connected to the
Northern
Powerhouse
with ultrafast
broadband
THE PARLIAMENTARY REVIEW
Highlighting best practice
THE PARLIAMENTARY REVIEW
Highlighting best practice
32 | WINGNUT
A shrinking recruitment pool
The biggest challenge we face is
recruitment. At the moment, in our
sector, it can be very difficult to
find the right people. Many more
young people are pursuing academic
qualifications rather than a vocational
profession, and this leads to both a
lack of skills and desire.
Furthermore, we have found that many
people are moving towards wanting
to work in an office environment
rather than installing outside. While
we used to fill the gaps with a number
of ex-miners and EU citizens, this is
becoming increasingly difficult.
On a political level, we believe local
authorities often have too much
power. It is impossible to achieve
anything without their express
permission, and the punitive fines
they charge if anything goes wrong
can cost any company in our sector
dearly. As their budgets are stretched
further, there is often an incentive to
penalise private companies financially
to fill their own gaps, and they have
become more aggressive in this regard
over recent years. While their intention
may be to target the larger companies,
any such legislation will naturally affect
companies like us too.
As we move into the future, we are
looking to continue our growth. We
will continue with our partnership with
Virgin Media, and we have developed
a very efficient, and mutually
beneficial, working relationship.
Currently, our contract with Virgin
constitutes roughly 90 per cent of
our turnover, and we are looking
to expand the areas we operate in,
reducing this figure to around 40 per
cent. We are specifically looking to
diversify our provision, particularly
through expanding our ANPR
activities. In the New Year, we will be
moving to new offices, a sign of our
growth, expansion and, I am sure, our
futuresuccess.
Wingnut
Utilities have
extremely good
relationships
with a number
of local
authorities in
the North West
Members of staff at our
old office complex

www.wingnututilities.com

This article was sponsored by Wingnut. 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 Elizabeth Truss.

Rt Hon Elizabeth Truss's Foreword For The Parliamentary Review

By Rt Hon Elizabeth Truss

Even by the standards of the day –this has been one of the most exciting and unpredictable years in British politics.

The leadership election we’ve just seen marks a huge moment in our country’s history. This government is taking a decisive new direction, embracing the opportunities of Brexit and preparing our country to flourish outside the EU.

As international trade secretary, I’ll be driving forward work on the free trade agreements that are going to be a priority for the government. Free trade isn’t just an abstract concept bandied around by technocrats. It is crucial for a strong economy and for the ability of families to make ends meet. Free trade benefits people in every part of our country, as British firms export to new markets and people doing the weekly shop have access to a wider choice of goods at lower prices.

The essence of free trade is in the title: freedom. It’s about giving people the power to exchange their goods without heavy government taxation or interference. Commerce and free exchange are the engine room of prosperity and social mobility. I’m determined to tackle the forces who want to hold that back.

One of my priorities is agreeing an exciting new free trade deal with the US, building on the great relationship between our two countries and the Prime Minister and US President. But I’ll also be talking to other partners including New Zealand, Australia and fast-growing Asian markets.

And with the EU too, we want a friendly and constructive relationship, as constitutional equals, and as friends and partners in facing the challenges that lie ahead – a relationship based on a deep free trade agreement. Our country produces some of the world’s most successful exports, and the opportunity to bring these to the rest of the world should make us all excited about the future. It is this excitement, optimism and ambition which I believe will come to define this government.

For too long now, we have been told Britain isn’t big or important enough to survive outside the EU – that we have to accept a deal that reflects our reduced circumstances. I say that’s rubbish. With the right policies in place, we can be the most competitive, free-thinking, prosperous nation on Earth exporting to the world and leading in new developments like AI. To do that, we’ll give the brilliant next generation of entrepreneurs the tools they need to succeed. Since 2015, there has been a staggering 85 per cent rise in the number of businesses set up by 18 to 24 year olds – twice the level set up by the same age group in France and Germany. We’ll help them flourish by championing enterprise, cutting taxes and making regulation flexible and responsive to their needs.

As we do that, we’ll level up and unite all parts of the UK with great transport links, fibre broadband in every home and proper school funding, so everyone shares in our country’s success.

2019 has been the year of brewing economic and political revolution. 2020 will be the year when a revitalised Conservative government turbo charges the economy, boosts prospects for people across the country, and catapults Britain back to the forefront of the world stage.



Rt Hon Elizabeth Truss
Secretary of State for International Development