Associated Plastic Services UK

A Message from Lord Pickles and Lord Blunkett, followed by Associated Plastic Services UK'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 Associated Plastic Services UK 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

Highlighting best practice
Sherrie and Adrian Ogden,
business director and managing
director of APS
APS premises and
company van
Under the stewardship of Adrian and Sherrie Ogden,
Associated Plastic Services UK Ltd (APS UK Ltd) have forged
a reputation as a forward-thinking dust extraction and trim
and waste conveying business, serving multiple industries in their
native Yorkshire and throughout the wider UK. What follows is a
general account of their business sector and more.
Born from hard work, dedication and a commitment to quality, our success has
meant that in the past year we have more than doubled our staffing and almost
doubled turnover. Over the last year we have also moved into a purpose-built office
and warehouse premises.
Another challenging event was the global financial crisis from 2007 to 2009 (the
blight of many SMEs in the UK). A key reason the company managed to stave off the
adverse effects of this was, Adrian believes, our determination to provide systems and
solutions to satisfy exacting high standards, rather than going the cheap route.
Having ridden out such challenges, there are indications of a bright future. In
the financial year 2017/18, we achieved our best-ever results, posting a turnover
of £1.6 million. Along with healthy revenues, we are still actively recruiting and
expanding, determined to secure our place at the forefront of the industry and
meeting the ever-growing demand for our services.
Workplace dust and fumes affect everyone
As a director with over 30 years’ experience, Adrian remains passionate about the
dust extraction business and his mission is to raise awareness of the value of the
Local Exhaust Ventilation (LEV) industry.
»Managing director: Adrian
»Business director: Sherrie
»Established in 1998
»Based in York
»Services: Dust and fume
control system, pneumatic
conveying system and LEV
testing service
»No. of employees: 8
The Health and Safety Executive (HSE)
reported in 2016 that there are an
estimated 12,000 deaths each year
due to past exposures to respiratory
agents at work.
A range of lung diseases can be
caused by exposures in the workplace
including diseases which are very
serious – such as cancer and chronic
obstructive pulmonary disease –
which can often be fatal. Estimates
of self-reported “breathing or
lung problems” according to the
Labour Force Survey currently show
around 18,000 new cases each year.
Moreover, there are 41,000 new and
longstanding cases among those
who worked in the previous year,
and 147,000 among those who have
ever worked. LEV, usually referred
to as dust and fume extraction, is
one of the most common control
measures employed to prevent
exposure in the workplace. The LEV
industry has recognised that, in
future, it must ensure that engineers
within the industry are fully trained
and examined to a higher and
The Institute of Local Exhaust
Ventilation Engineers (ILEVE) was
formed in 2010 to bring about
a significant improvement in the
effectiveness of the equipment and
services provided by the LEV industry
and to raise awareness in providing a
platform for competent LEV engineers
and service providers.
Adrian is the honourable secretary on
the steering committee of ILEVE and
is committed to this venture. With the
continuing support of industry, the
relevant agencies and associations are
confident regarding future success.
The ultimate goal, according to ILEVE,
is, “To reduce the levels of ill health
caused by poor workplace air quality
by improving the knowledge and
practices used by people providing LEV
equipment, systems andservices.”
Government–business climate
To date, there does not appear to be
much in the way of a negative feeling in
our market sectors towards Brexit. The
pain is just the process of getting there.
Politicians are becoming more aligned
with industry and its needs. As things
stand, Britain needs to increase
its technically trained workforce.
Technology, especially factory
automation, is increasingly replacing
lower-skilled repetitive jobs. The
jobs that survive this require more
engineering and management skills
while being both more enriching and
better paid than ever before. Growth
simply isn’t achievable without people
joining the company, and a shortage
of technical personnel in the industry is
a major issue.
Adrian also believes it’s wrong to
burden micro and SME businesses with
all the administration related to the
collection of taxes, especially when
using the stipulated HMRC software,
which can be frustrating and time-
consuming. We feel that perhaps
the government could instead carry
the burden of administration and
reconciliation for PAYE, employers’ NI,
corporation tax, pension, maternity
pay, VAT and the online filing of
accounts – though we recognise this
could be costly. Team at work while
completing wobble
board challenge
Each year
thousands of
people die or
suffer ill health
as a result of
breathing in
dust, gases, and
vapours at their
Highlighting best practice
Business and growth
Our ability to provide broad solutions
and specialised support across the
country is something that has been
at the forefront of its operation.
Enhancing on-site support services
has included forging close working
relationships with partners such as
Camfil APC Ltd, a manufacturer
of dust extraction filter units, and
Kongskilde AS, a manufacturer of trim/
waste conveying equipment.
We learnt that being a reliable partner
to our suppliers is vital. Buying at the
lowest possible price and spreading
purchasing too thinly leads to poor
quality, bad advice and late delivery.
Spending a little more to ensure the
quality of our products is a key part
of our business and a foundation of
We’ve been extremely cautious
when considering taking on new
staff to meet increases in demand
during periods of buoyancy, which
has, at times, stifled expansion.
We have, however, always held the
job security of our staff very highly
and have always tried to maintain
our staff numbers through quiet
periods in readiness for busy periods.
Our staff have repaid this with
Through our hard work and
professional service, we have
established great partnerships on
projects within the aerospace, plastics,
oil, chemical, food, pharmaceutical,
woodworking and leisure industries.
Our commitment to going the extra
mile for our customers has been
essential to our success and is central
to our ethos as a business.
This year, we are on track to achieve
20 per cent growth. As a general
awareness of APS strengthens
within the market, we will be able to
penetrate more specialised industries
such as distribution infrastructure,
railways and defence. This, coupled
with significant growth in the
emerging renewable energy sector,
gives us a medium-term target for 50
to 100 per cent growth.
We continue to keep a close eye
on future developments and
opportunities as the requirements of
the manufacturing sector in the UK
continue to change. Having good
processes in place to manage the
design, planning and manufacturing
process is key to being able to deliver
complex, tailored systems to our
customers. In our business area,
standard customer requirements
are rare; custom-made solutions are
invariably the order of the day. Being
suitably responsive to customer needs
has been integral to our success.
Pneumatic conveying:
multiair fans providing
suction to conveying
Working at APS
is challenging,
rewarding and
enjoyable. We
encourage strong
and initiative
and go to great
lengths to make
sure all our
employees feel

This article was sponsored by Associated Plastic Services UK. 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 The Rt Hon Theresa May MP.

The Rt Hon Theresa May MP's Foreword For The Parliamentary Review

By The Rt Hon Theresa May MP

This foreword from the then Prime Minister appeared in the 2018/19 Parliamentary Review.

British politics provides ample material for analysis in the pages of The Parliamentary Review. For Her Majesty’s Government, our task in the year ahead is clear: to achieve the best Brexit deal for Britain and to carry on our work to build a more prosperous and united country – one that truly works for everyone. 

The right Brexit deal will not be sufficient on its own to secure a more prosperous future for Britain. We also need to ensure that our economy is ready for what tomorrow will bring. Our Modern Industrial Strategy is our plan to do that. It means Government stepping up to secure the foundations of our productivity: providing an education system that delivers the skills our economy needs, improving school standards and transforming technical education; delivering infrastructure for growth; ensuring people have the homes they need in the places they want to live. It is all about taking action for the long-term that will pay dividends in the future.

But it also goes beyond that. Government, the private sector and academia working together as strategic partners achieve far more than we could separately. That is why we have set an ambitious goal of lifting UK public and private research and development investment to 2.4 per cent of GDP by 2027. It is why we are developing four Grand Challenges, the big drivers of social and economic change in the world today: harnessing artificial intelligence and the data revolution; leading in changes to the future of mobility; meeting the challenges of our ageing society; and driving ahead the revolution in clean growth. By focusing our efforts on making the most of these areas of enormous potential, we can develop new exports, grow new industries and create more good jobs in every part of our country.

Years of hard work and sacrifice from the British people have got our deficit down by over three quarters. We are building on this success by taking a balanced approach to public spending. We are continuing to deal with our debts, so that our economy can remain strong and we can protect people’s jobs, and at the same time we are investing in vital public services, like our NHS. We have set out plans to increase NHS funding annually by an average by 3.4 percent in real terms: that is £394 million a week more. In return, the NHS will produce a ten-year plan, led by doctors and nurses, to eliminate waste and improve patient care.

I believe that Britain can look to the future with confidence. We are leaving the EU and setting a new course for prosperity as a global trading nation. We have a Modern Industrial Strategy that is strengthening the foundations of our economy and helping us to seize the opportunities of the future. We are investing in the public services we all rely on and helping them to grow and improve. Building on our country’s great strengths – our world-class universities and researchers, our excellent services sector, our cutting edge manufacturers, our vibrant creative industries, our dedicated public servants – we can look towards a new decade that is ripe with possibility. The government I lead is doing all it can to make that brighter future a reality for everyone in our country. 

British politics provides ample material for analysis in the pages of The Parliamentary Review 
The Rt Hon Theresa May MP
Prime Minister