Cornwall Group Chairman, Mark Mitchell, pens an open letter to the industry to demonstrate why open and honest communication throughout the supply chain is key to survival.

I make no secret of the fact that Cornwall Group borrows money. It’s how we grow, how we invest, and how we ensure we stay ahead of the curve in this industry, which as we all know, is rapidly evolving with new technologies, machinery and products.

But in this economic climate, transparency isn’t just something we demand of ourselves – it’s something we need from our customers too.

The reality is stark. We are living in an economy that feels like it’s in recession, even if, on paper, we’re told that we narrowly avoid it every quarter. When you speak to businesses across the country, the sentiment is clear: margins are squeezed, demand is sluggish, and the cost of doing business is rising at an alarming rate.

At Cornwall Group, we’ve committed to investing £5 million across our businesses this year. That’s three new toughening plants – each a million-pound investment – plus new vehicles, machinery, and IT infrastructure. Every pound of that is a strategic investment in our future.

We borrow because we believe in the strength of our business, our team, and our market. We are confident in our position, and these investments ensure we will continue to deliver the highest standards of quality and service for years to come.

Cornwall Group has been in business since 1978, so we’ve weathered many economic storms, and we’ve always emerged stronger. We believe in what we do, and we know that our strategy of sustainable investment, strong financial management, and partnership with our customers will keep us moving forward.

But the challenge we’re seeing across the glass industry at the moment is that businesses are taking on work with razor-thin, often non-existent margins. Some are simply trying to keep their order books full, even when the financial viability of those jobs is questionable.

We’re already seeing the casualties of this approach. Since Christmas, several established firms in our sector have folded, and according to the latest figures, more than 4,000 UK construction firms went into insolvency in 2024 – that’s a 17% increase from the year before.

This is where transparency, along with credibility, integrity, and trust, becomes non-negotiable. These values are more important than ever in any partnership – whether with colleagues, customers, suppliers, or lenders.

This confidence to be open and honest is essential. We expect it from our lenders, and we need it from our customers. Just as we stay close to Barclays to keep them informed about our financial position, we ask that our customers do the same with us.

If a customer is struggling, we’d rather know upfront so that we can look at the problem together, rather than leaving it until the ship has already sailed. Because while a lack of orders can hurt a business, it’s a lack of cash that kills it.

For us, investment is essential, but so is resilience. We’re not waiting for things to ‘get better’. We’re positioning ourselves for the long term, so that when things do turn, we’ll be ready, with better efficiency and the highest quality products on offer.

But in the meantime, we will continue to borrow responsibly, invest strategically, and uphold the trust and integrity that underpin every successful business relationship. We ask for the same level of honesty from those we do business with, as strong partnerships built on transparency and credibility will be the foundation for long-term success.

So, if you’re a customer, supplier, or competitor reading this, my message is simple: stay close to your lenders, stay realistic about your margins, and above all, be transparent. Because in times like these, honesty isn’t just good business – it’s survival.