A T Morgan & Son

A Message from Lord Pickles and Lord Blunkett, followed by A T Morgan & Son'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 A T Morgan & Son 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.atmorgan.co.uk

1AT MORGAN & SON |
BEST PRACTICE REPRESENTATIVE
Director Stephen Morgan
A vehicle from AT Morgan
& Sons’ fleet at Swansea
Bay
AT Morgan & Sons is a privately owned road haulage
enterprise that was established in 1975. Operating from
Swansea Bay, it offers a range of transport services from
the transportation of pallets to 44-ton articulated lorries that
roam the UK and Europe more widely. Founder Alun Morgan
retired in 2002, and his son Stephen Morgan took over the
existing business, but many of the contracts that Alun brought
in at first – such as Trinity House Lighthouse Service and Calor
Gas – remain longstanding partners to this day. Stephen
tells
The Parliamentary Review
more about their history and
theirwork.
As well as many of Alun’s historical contracts, a great number of new businesses
have since been added to our list of customers. We currently have a modern and
well-maintained fleet of vehicles which meet the latest environmental standards.
A vision for the future
As a smaller road haulage company, we knew it was necessary to establish a vision
that set us apart from other large transport companies. We did this in 2012 when
my wife, Dr Helen Morgan, joined the business.
With experience as a business manager in the pharmaceutical sector, she helped to
devise a new strategy for the company, and we correspondingly set out the new
company slogan: “We respect your business”. This establishes three core principles
of great importance to us: that we are prompt and on time, provide a professional
FACTS ABOUT
AT MORGAN & SON
»Director: Stephen Morgan
»Established in 1972
»Based in Swansea
»Services: Road haulage and
palleting
»No. of employees: Around 29
»Stephen took over from his
father, Alun, when he retired
in 2002
»When there is a shortage of
drivers, Stephen himself helps
out by driving
AT Morgan & Son
THE PARLIAMENTARY REVIEW
Highlighting best practice
2| AT MORGAN & SON
service and respect the businesses that
we transport goods for.
The idea was indeed well received;
many new customers soon came
on board. This growth has seen us
become large enough to cope, but
we remain small enough to care and
bepersonal.
Demonstrable growth
through redirection
Since this new vision launched in 2011,
our turnover has grown 304 per cent
with an operating profit of 11 per cent
during the 2017/18 financial year.
We grew steadily through 2018 and
anticipate this will continue across
2019; we are still making inroads
with new customers while retaining
our ever-important professional and
personal service.
In January 2018, we officially partnered
with United Pallet Network and were
subsequently recognised with the Best
New Depot award in 2018. This came
about as a result of not only our 100
per cent service record but also our
exceptional office staff and drivers. In
keeping with this trend, we were also
awarded an Exceptional Service Award
by Trinity House Lighthouse Service.
Wales needs better
infrastructure
The main issues concerning us today
are to do with the congestion in and
out of Wales – namely with regard to
the Brynglas Tunnels that carry the
M4 under Brynglas Hill in Newport.
Even the England rugby team
were caught in traffic in the tunnel
while travelling into Wales for the
SixNations.
The 404-yard tunnels are the first
and only twin-bored tunnels in the
whole of the UK’s motorway network.
Almost as soon as the M4 Newport
had opened, the traffic levels increased
to such a degree that the road had
to be widened to three lanes in each
direction. This process was completed
in 1982 – for every part of the bypass
except for the tunnels.
Fitting three lanes of traffic into a dual-
lane tunnel alone is no small concern
for the driver of a 44-tonne articulated
lorry; but that’s not the only issue
we face with the Welsh border. On
Sunday night, Severn Bridge is closed
into Wales as is the A465 – more
commonly known as the “Heads of the
Valleys Road” – and this only further
exacerbates our issues.
Our site in Swansea Bay
We currently
have a modern
and well-
maintained
fleet of
vehicles which
meet the latest
environmental
standards
3AT MORGAN & SON |
BEST PRACTICE REPRESENTATIVE
Congestion on a Friday afternoon
coming into Wales is horrendous;
compound this with a strictly
regimented driver hours rota and the
difficulties seem to pile up beyond
belief. We have experienced a number
of drivers needing rescue on their way
home on a Friday out-of-hours thanks
to the traffic around the tunnels.
To be proactive, and also to recognise
that our drivers have lives beyond
work, we try to get lorries back into
the lot early on a Friday before the
traffic builds up. This does, however,
impact us as a company – effectively
reducing our working week per driver
to four and a half or sometimes four
days thanks to the additional impact
ofcongestion.
This is an issue government have known
about for years, and yet they seem to
still be dragging their feet somewhat.
We remain confident that a great many
companies in Wales also have the same
problem – not to mention the fact
that compounded stationary traffic, all
running engines, must have an effect
on air pollution in the area.
Altogether, these signs lead to
only one conclusion: the Welsh
road network is just not sufficient
whatsoever. For the sake of industry,
infrastructure coming in and out of
Wales must be improved.
What next for AT Morgan &
Sons?
In spite of our difficult geographic
circumstances, we remain positive
about the future. For now, we are
looking at company continuation with
regard to the availability of other sites,
but we also want to remain an SME
that is passionate about its service.
Controlled growth is certainly what
we’re looking at – we want to keep
our family ethos in line with steady,
stable growth. Our personal yet
professional touch is what has kept
us successful since 1975, and we
remain confident that it will provide us
with further business for many years
tocome.
As a smaller
road haulage
company, we
knew it was
necessary to
establish a
vision that set
us apart from
other large
transport
companies
Three vehicles from the
fleet parked in Mumbles,
Swansea

www.atmorgan.co.uk

This article was sponsored by A T Morgan & Son. 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 Michael Gove.

Rt Hon Michael Gove's Foreword For The Parliamentary Review

By Rt Hon Michael Gove

This year's Parliamentary Review comes at a momentous time for parliament, as we collectively determine the destiny of the United Kingdom. 

On October 31, the UK will leave the European Union. The successful implementation of this process is this government's number-one priority.

Three years after a historic referendum vote, we will deliver on the decisive mandate from the British people. Trust in our democracy depends on it. Until that final hour, we will work determinedly and diligently to negotiate a deal, one that abolishes the backstop and upholds the warm and close relationship we share with our friends, allies and neighbours in the EU. But in the event that the EU refuses to meet us at the table, we must be prepared to leave without a deal.

As the Chancellor of the Duchy of Lancaster, it is my job to lead on this government's approach, should that scenario happen. Preparing for Brexit is my department's driving mission. But while I am leading this turbocharged effort, the whole of government is committed to this endeavour.

Ministers across Whitehall are working together to ensure that every possibility is considered, every plan is scrutinised and every provision is made. A daily drumbeat of meetings means that we are holding departments accountable, so that preparations are completed on time.

The chancellor has confirmed that all necessary funding will be made available. And we have mobilised thecivil service, assigning 15,000 of our most talented civil servants to manage our exit from the EU.

We will make sure that on November 1, there is as little disruption to national life as possible. Our trade relationships will continue to thrive, thanks to agreements with countries around the world worth £70 billion. Our country will remain secure, thanks to nearly 1,000 new officers posted at our borders. And the 3.2 million EU nationals now living and working among us can remain confident, with absolute certainty, of their right to remain in the UK.

Above all, our goal is to be transparent. Soon, we will launch a public information campaign so that citizens, communities and businesses are ready and reassured about what will happen in the event of “no deal”.

In my first few weeks in this role, I have travelled to ports and tarmacs, borders and bridges, all across the UK –from the seaside of Dover to the rolling green hills of County Armagh. I have heard from business owners and border officials, farmers and hauliers. They are ready to put an end to uncertainty. And they are ready to embrace the opportunities ahead.

Our departure from the EU will be a once in a lifetime chance to chart a new course for the United Kingdom. Preparing for that new course will be a herculean effort. But this country has made astounding efforts before. We can do it again.
Rt Hon Michael Gove
Chancellor of the Duchy of Lancaster