search.noResults

search.searching

saml.title
dataCollection.invalidEmail
note.createNoteMessage

search.noResults

search.searching

orderForm.title

orderForm.productCode
orderForm.description
orderForm.quantity
orderForm.itemPrice
orderForm.price
orderForm.totalPrice
orderForm.deliveryDetails.billingAddress
orderForm.deliveryDetails.deliveryAddress
orderForm.noItems
NEWSDESK


Fast-growing drainage business set to double its annual turnover after securing a wave of new clients


Jet Through, which is headquartered on Birmingham Business Park, is set to end the year with an annual turnover of more than £1.4 million after securing work with well-known brands including Yo Sushi, Polygon, Boots and Gym Group – taking their client base to around 25.


The past year has also seen the firm investing around £250,000 in its infrastructure to lay the foundations for further growth, including 16 new vehicles with specialist jetting and vacuum equipment.


Services include the cleaning, unblocking, jetting and repair of drainage systems on commercial and residential properties, as well as specialist cleaning of gutters, sewers, walls and floors.


Luke Yates joined Jet Through as an engineer four years ago and is now an Associate Director, leading the day-to-day operations of the business with the


support of Jodie Wilson as the Operations Manager.


He said: “I’m really proud of the way the business has bounced back so strongly from the pandemic when, like many other businesses, significant amounts of our custom fell away.


“In December, we are on track to more than double our annual turnover for the third year in a row – and that is testament to the hard work of our workforce across the UK.


“We’ve also developed a consistently high level of customer service – both due to the direct labour model that we run, as well as our ability to use cameras on our jobs to ensure that the cause of any


Luke Yates and Jodie Wilson


issues are identified and resolved properly by our engineers.


“We are forecasting further nationwide growth again next year, when we hope to expand our presence working with housing associations, pub chains and public sector organisations.”


Mark Wild appointed Chair of Energy & Utility Skills Partnership


Mark Wild OBE, CEO of gas distribution network SGN, assumes the role of Chair of the Energy & Utility Skills Partnership CEO Council at a critical juncture for utility industries. The Partnerships workforce and skills strategy articulates the significant challenges and opportunities that the sector already faces in ensuring the timely provision of a safe, skilled, and sustainable workforce.


Phil Beach, Chief Executive of Energy & Utility Skills, said: “I would like to pay tribute to Michael Lewis who, as CEO of EON UK, brought inspirational leadership and focus to the Energy & Utility Skills


56


Partnership. And I’m delighted to welcome Mark Wild to this significant role. His commitment and passion for skills and people shines through in all he does, and he will bring a wealth of experience to bear at this pivotal time for our sector.”


The priorities of the sector include the need to recruit and train over 250,000 new employees this decade, requiring a real focus on improving sector attraction and retention as well as driving improvements to equality, diversity, and inclusion. As the utilities sector embraces technological changes, the Partnership is equally focused on ensuring that the right training is in place to exploit these


| December 2023 | www.draintraderltd.com opportunities.


The utility industry is at the heart of the UK’s ambitions to achieve net zero by 2050 and improve our environment; simply put, energy and utility industries underwrite the country’s ability to achieve this. The Partnership is playing a crucial role in both identifying the skills and workforce needed to achieve these strategic ambitions and working together to create solutions. This is exemplified in the Partnership’s leading role in the government-industry Green Jobs Delivery Group where it has coordinated industry views and data to provide a clear picture of skills demands and solutions.


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44  |  Page 45  |  Page 46  |  Page 47  |  Page 48  |  Page 49  |  Page 50  |  Page 51  |  Page 52  |  Page 53  |  Page 54  |  Page 55  |  Page 56  |  Page 57  |  Page 58  |  Page 59  |  Page 60  |  Page 61  |  Page 62  |  Page 63  |  Page 64  |  Page 65  |  Page 66  |  Page 67  |  Page 68  |  Page 69  |  Page 70  |  Page 71  |  Page 72