
THE PARLIAMENTARY REVIEW
Highlighting best practice
48 | WMS
When we work in our area, 63p in
the pound goes into the regional
economy, as opposed to 40p when a
national company carries out contracts.
We actively look to support local
subcontractors and suppliers. If we win
a new tender, we work with our clients
to use smaller subcontractors, taking
them under our umbrella, offering
programmes such as health and safety
training. We also inform them about
preferred payment schemes, which,
in turn, help them to take on larger
contracts and grow their business.
We are always keen to support local
projects and organisations. Social value
is a vitally important part of what we
can provide, and, currently, we are
supporting a number of projects either
for the associations we are working
with, or local community projects such
as the Mayflower 400-year celebration
bonfire in 2020, hosted by the Great
Torrington Cavaliers.
Going forwards
It is important that we take on projects
that fit with our skill set. While
we are always striving to find new
opportunities within the marketplace,
it is important that we do what we
are best at. We always need to evolve,
challenge ourselves and look to
innovate further, but by delivering on
familiar projects, we have grown year
on year when the funding available
has diminished through social housing
rentcuts.
Having this ethos has set us apart from
many competitors as one of the best
providers for social housing and local
authorities within the South West.
Recently, we have started to take on
larger one-off refurbishment projects,
such as working in Great Torrington
to refurbish the town hall through
a grant-aided project supported by
the National Lottery. In 2015, we
diversified slightly by purchasing a
specialist painting company, Williams
and Martin, based in Cornwall. This
has strengthened our existing painting
skill set and capabilities in the county.
Have we been successful? I think so.
In 2007, we employed six people, and
achieved a turnover of over £2 million;
this year, however, our workforce is 78
strong, and we expect our revenue to
reach £10 million. More importantly,
we have put ourselves in a position to
take on larger projects and support our
existing clients in all areas of our work,
whether a contract is commercial,
residential or heritage, whether it’s
refurbishment, painting or decorating.
We’re now operating throughout
the South West with a dedicated
workforce supported by a strong
management team. This growth is
against industry standards and bucking
the trend of our local economy. This
is something I am personally very
proud of, and I look forward eagerly to
another ten years of WMS thriving.
While we are
always striving
to find new
opportunities
within the
marketplace,
it is important
that we do
what we are
best at
“
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WMS team at work