Shield Services Group emphasizes quality in operations, which leads to financial success and client trust 

Established in 1979, Shield Services Group (Shield) is a specialist technical contractor, working across a range of sectors all over the UK. Its diverse capabilities mean it can complete works for multiple aspects of construction, engineering and refurbishment, and it has worked on some notable schemes over the course of its history.  

Over the last three years, Shield has achieved significant growth, so Construction & Civil Engineering joins Chairman of the company, Luke House, to gain some updates on its successes – we last spoke in 2022. “Our turnover was around £39 million back then, but this year, we are well on track to hit £60 million,” he begins. “One area where have seen particular growth is our Mechanical and Electrical division, which in 2022 was bringing in approximately £7.4 million; it is on target this year to hit £20 million. The Marine division has also jumped from £6 million to £10 million in that time. 

“All other areas have shown steady growth in figures over that period, but what is more pleasing for me is that the level of quality has risen every year. This is really what has driven the growth because it has helped us become more established in all our respective markets.” 

Luke then reflects on the factors that have driven such remarkable growth and improvements: “A huge element for me is the change in structure back in 2022. At that time, I appointed managing directors for each division, whereas previously I was overseeing everything. Putting those people in place has given them the opportunity to focus solely on their divisions and it has been a huge driving force, both financially and from a quality perspective. It has really given our clients further confidence in what we deliver, and it has paid dividends across the group.” 

This process has also involved developing Shield’s internal team, as Luke elaborates: “Your business is your people. Every time someone gets promoted, it gives someone else the opportunity to take on more responsibility. There are no glass ceilings here. Whenever we have a position with more responsibility to fill, we always look internally first to ensure people can progress. It also makes people happier, and a happier workforce is a more productive one.” 

Project examples 

Luke then highlights some of the standout projects that the company has taken on during this growth phase: “We’ve been working on Type 31 Destroyers for Babcock in Rosyth, which is a project worth over £18 million. That’s within our Marine division, which is constantly growing. There’s also a significant ongoing project at Prince Charles Hospital for our Asbestos division. That’s been a very prestigious project to work on. 

“Speaking of significant projects, our Scaffold division has taken on several notable projects during that period. We’ve entered the top five percent of scaffolding companies in our area, and we have grown this organically. Originally, probably 95 percent of our scaffold work was internal for our Asbestos division. We’ve completely flipped that on its head; it’s now probably more like 98 percent with external clients. We’re working for tier-one contractors on huge projects that are complex and require the best staff. 

“From a mechanical and electrical perspective, Wellington Hospital and Bullingdon Prison stand out. They are both very large and complex projects on which we excelled. All these projects are brilliant examples of our capabilities and how we’ve grown in quality and capacity, and where we’re going as a business. Once you win a project like that and deliver it, you are under the spotlight, and if you deliver great quality, it always leads to more business.” 

Luke then reflects on the importance of company culture and the impact it has across the business: “We’ve turned a traditional organogram upside down; I use the analogy of a tree. In most companies, I would be the top as the Chairman, but I see myself as the root of the tree, and the more responsibility you get within Shield, the lower you go. Rather than climbing, you travel down and become the roots, soaking up the moisture to help everything grow. The more responsibility you get, the more people you work for. No one works for me; I work for everyone within the company in my position. By utilising this approach, it fosters a positive culture. It creates a purpose that is felt throughout the organisation. In my experience, people generally like to give more than receive. We employ based on personality first and foremost; anything else can be taught. If you get the personality wrong, that’s something you’ll never change in someone. This in turn means that our people are good, honest, and hard-working individuals who care.” 

Being the best 

Luke then concludes with a look forward to the company’s ambitions for the coming year and beyond: “It’s going to be another strong year in terms of progression and growth. We’ve got a fantastic pipeline of work and we’re still on track for a strong profit by the end of the financial year, even though the bottom line will be affected by an investment in our new premises. To date, we have already invested approximately £3.4 million in that.  

“Our focus, however, has always been on being the best in everything we do. The quality is what we aim to grow, as opposed to the finances, which naturally follow if you perform well. Looking at next year, once we’re all under the same roof in the new premises, this will bring significant efficiencies which will help propel the business even further.”  

www.shieldservicesgroup.com