Eggleston Steel

A Message from Lord Pickles and Lord Blunkett, followed by Eggleston Steel'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 Eggleston Steel 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.egglestonsteel.co.uk

BEST PRACTICE SPONSOR 2020
15EGGLESTON STEEL |
INFRASTRUCTURE & DEVELOPMENT
Managing Director RichardHewitt
Site on Alfreton Road,
Derby
With more than 200 years’ experience as a steel
stockholder, Derby-based Eggleston Steel supplies the
construction, fabrication, engineering and automotive
sectors. Managing Director Richard Hewitt tells
The Parliamentary
Review
that the company truly had to prove itself during the
recession in the 2000s. He explains that intelligent investment has
proven to be the most important part of the last two decades.
In 2003, with 20 staff and a turnover of £1.7 million, we relocated to our sixth premises
with the sole aim of expansion. These new premises provided the opportunity
to operate more efficiently and hold higher stock levels following increased
purchasing power. This provided enough additional storage for us to diversify and we
installed our first high-definition plasma machine in late 2007. This allowed us to cut
holes in steel plate up to 50mm thick, to any shape our customers required.
This new service was a game changer for the company as it provided an additional
process that not all stockholders offered. We became a “one stop shop” for
new and existing customers and we saw the beginning of rapid growth for the
company. Up to this point, like most steel stockholders, we only offered sawn and
guillotine processing services.
The impact of investment
When the recession hit the nation in 2008, it was the plasma machine growth that
delayed the impact on our sales for eight months and the redundancy of four staff.
Looking back now, this machine probably prevented us becoming a statistic of
therecession.
FACTS ABOUT
EGGLESTON STEEL
»Managing Director:
RichardHewitt
»Established in 1809
»Based in Derby
»Services: Steel stockholders
and related processing services
»No. of employees: 55
»Accredited to ISO 9001 and
ISO 14001
Eggleston Steel
THE PARLIAMENTARY REVIEW
Highlighting best practice
THE PARLIAMENTARY REVIEW
Highlighting best practice
16 | EGGLESTON STEEL
The recession caused many customers
to reduce their workforce, which in
turn resulted in greater expectations
from across their supply chain. We
therefore found ourselves looking at
ways to provide additional services and
add value to our products. A larger
plasma machine was acquired in 2011
and a CO2 laser followed shortly after.
This laser gave greater accuracy and
shorter lead times, and thus provided
an edge over our competition.
We have a customer base of 1,000
companies and 700 active monthly
accounts, all within a 45-mile radius of
Derby. Our customers require us to be
reliable, reactive, flexible and to supply
orders that the larger stockholders
tend to avoid. We will supply orders
from £100 to £100,000 as all orders
are equally important to us.
Our heritage
We are proud of our family heritage,
with my wife, father, mother, brother
and aunt all working as directors and
involved with the decision-making. My
son joined in 2014 and, as I did before
him, began in the warehouse to obtain
an understanding of the products and
services we sell, while completing an
HND in business management.
In 2017, my daughter, having achieved
her degree in business management,
joined the team to specialise in human
resources, health and safety and
quality assurance. We are proud that
this fifth generation has chosen to
become involved.
In 1996, we obtained certification
to ISO 9001. This accreditation
confirmed that our business and
quality management system met the
internationally recognised standard.
Following the decision to reduce our
environmental impact, we achieved
the international standard ISO 14001
in 2016, which demonstrated our
commitment to the environment. All
our waste is recycled, while 288 solar
panels and LED lighting throughout
our buildings help reduce our
electricityconsumption.
Investing for the future
In the 16 years we’ve been at our
current location, we have increased
to 55 staff with a turnover of over
£8 million. Recent years have seen a
significant reduction in the availability
of skilled labour across all aspects of
our industrial sector as many subjects
relating to steel and fabrication are
in decline in schools and colleges.
Over two centuries of
strength in steel
Our customers
require us to
be reliable,
reactive and
flexible in
meeting their
needs
17EGGLESTON STEEL |
INFRASTRUCTURE & DEVELOPMENT
Our operations director, John Ready,
has recently formed ties with a
local training centre, customers, a
local councillor and an MP, with a
mission to introduce young people
to manufacturing as a vocation. As
a nation, we have had a long history
in manufacturing high-quality goods,
and every effort should be made to
maintain this heritage.
Within our industry, we are a relatively
small steel stockholder, so to remain
competitive we continually invest
in technology and machinery. In
the last 18 months, we have sent
a management team to various
European countries to find our next
generation of processing equipment.
In 2019, we acquired a new
flatbed fibre laser, guillotine and
220-tonne, four-metre pressbrake,
all with interactive LCD displays, from
Belgium-based manufacturer LVD.
In November, we completed our
investment plan with a new machine
from the Netherlands, purchased
from Voortman Steel Machinery.
This machine will process plate while
offering options to drill, tap and
countersink holes prior to cutting any
shape via plasma arc. Both companies
are family run and our similar values
meant our partnerships started with a
strong connection.
With the current political turmoil,
Brexit is hard to avoid. As a company,
75 per cent of our stock is UK sourced,
but the remainder is not produced
by UK mills and is therefore procured
from EU countries. With many
commercial connections to the EU, we
naturally enquired as to their view on
Brexit. The opinion was generally the
same: just get it done and move on.
All our EU partners wish to continue
trading with the UK and see no reason
for continued uncertainty. Like many,
we have been frustrated with what
seems to be hidden political agendas
and a resistance to follow the will of
the people.
As we move forward, we will continue
to support our customers, regardless
of political intervention, as we have for
the last 210 years.
To remain
competitive,
we continually
invest in
technology
and machinery
Profile department, with
state-of-the-art steel
processing machinery
BEST PRACTICE SPONSOR 2020
THE PARLIAMENTARY REVIEW
Highlighting best practice
16 | EGGLESTON STEEL
The recession caused many customers
to reduce their workforce, which in
turn resulted in greater expectations
from across their supply chain. We
therefore found ourselves looking at
ways to provide additional services and
add value to our products. A larger
plasma machine was acquired in 2011
and a CO2 laser followed shortly after.
This laser gave greater accuracy and
shorter lead times, and thus provided
an edge over our competition.
We have a customer base of 1,000
companies and 700 active monthly
accounts, all within a 45-mile radius of
Derby. Our customers require us to be
reliable, reactive, flexible and to supply
orders that the larger stockholders
tend to avoid. We will supply orders
from £100 to £100,000 as all orders
are equally important to us.
Our heritage
We are proud of our family heritage,
with my wife, father, mother, brother
and aunt all working as directors and
involved with the decision-making. My
son joined in 2014 and, as I did before
him, began in the warehouse to obtain
an understanding of the products and
services we sell, while completing an
HND in business management.
In 2017, my daughter, having achieved
her degree in business management,
joined the team to specialise in human
resources, health and safety and
quality assurance. We are proud that
this fifth generation has chosen to
become involved.
In 1996, we obtained certification
to ISO 9001. This accreditation
confirmed that our business and
quality management system met the
internationally recognised standard.
Following the decision to reduce our
environmental impact, we achieved
the international standard ISO 14001
in 2016, which demonstrated our
commitment to the environment. All
our waste is recycled, while 288 solar
panels and LED lighting throughout
our buildings help reduce our
electricityconsumption.
Investing for the future
In the 16 years we’ve been at our
current location, we have increased
to 55 staff with a turnover of over
£8 million. Recent years have seen a
significant reduction in the availability
of skilled labour across all aspects of
our industrial sector as many subjects
relating to steel and fabrication are
in decline in schools and colleges.
Over two centuries of
strength in steel
Our customers
require us to
be reliable,
reactive and
flexible in
meeting their
needs
17EGGLESTON STEEL |
INFRASTRUCTURE & DEVELOPMENT
Our operations director, John Ready,
has recently formed ties with a
local training centre, customers, a
local councillor and an MP, with a
mission to introduce young people
to manufacturing as a vocation. As
a nation, we have had a long history
in manufacturing high-quality goods,
and every effort should be made to
maintain this heritage.
Within our industry, we are a relatively
small steel stockholder, so to remain
competitive we continually invest
in technology and machinery. In
the last 18 months, we have sent
a management team to various
European countries to find our next
generation of processing equipment.
In 2019, we acquired a new
flatbed fibre laser, guillotine and
220-tonne, four-metre pressbrake,
all with interactive LCD displays, from
Belgium-based manufacturer LVD.
In November, we completed our
investment plan with a new machine
from the Netherlands, purchased
from Voortman Steel Machinery.
This machine will process plate while
offering options to drill, tap and
countersink holes prior to cutting any
shape via plasma arc. Both companies
are family run and our similar values
meant our partnerships started with a
strong connection.
With the current political turmoil,
Brexit is hard to avoid. As a company,
75 per cent of our stock is UK sourced,
but the remainder is not produced
by UK mills and is therefore procured
from EU countries. With many
commercial connections to the EU, we
naturally enquired as to their view on
Brexit. The opinion was generally the
same: just get it done and move on.
All our EU partners wish to continue
trading with the UK and see no reason
for continued uncertainty. Like many,
we have been frustrated with what
seems to be hidden political agendas
and a resistance to follow the will of
the people.
As we move forward, we will continue
to support our customers, regardless
of political intervention, as we have for
the last 210 years.
To remain
competitive,
we continually
invest in
technology
and machinery
Profile department, with
state-of-the-art steel
processing machinery

www.egglestonsteel.co.uk

This article was sponsored by Eggleston Steel. 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 Elizabeth Truss.

Rt Hon Elizabeth Truss's Foreword For The Parliamentary Review

By Rt Hon Elizabeth Truss

Even by the standards of the day –this has been one of the most exciting and unpredictable years in British politics.

The leadership election we’ve just seen marks a huge moment in our country’s history. This government is taking a decisive new direction, embracing the opportunities of Brexit and preparing our country to flourish outside the EU.

As international trade secretary, I’ll be driving forward work on the free trade agreements that are going to be a priority for the government. Free trade isn’t just an abstract concept bandied around by technocrats. It is crucial for a strong economy and for the ability of families to make ends meet. Free trade benefits people in every part of our country, as British firms export to new markets and people doing the weekly shop have access to a wider choice of goods at lower prices.

The essence of free trade is in the title: freedom. It’s about giving people the power to exchange their goods without heavy government taxation or interference. Commerce and free exchange are the engine room of prosperity and social mobility. I’m determined to tackle the forces who want to hold that back.

One of my priorities is agreeing an exciting new free trade deal with the US, building on the great relationship between our two countries and the Prime Minister and US President. But I’ll also be talking to other partners including New Zealand, Australia and fast-growing Asian markets.

And with the EU too, we want a friendly and constructive relationship, as constitutional equals, and as friends and partners in facing the challenges that lie ahead – a relationship based on a deep free trade agreement. Our country produces some of the world’s most successful exports, and the opportunity to bring these to the rest of the world should make us all excited about the future. It is this excitement, optimism and ambition which I believe will come to define this government.

For too long now, we have been told Britain isn’t big or important enough to survive outside the EU – that we have to accept a deal that reflects our reduced circumstances. I say that’s rubbish. With the right policies in place, we can be the most competitive, free-thinking, prosperous nation on Earth exporting to the world and leading in new developments like AI. To do that, we’ll give the brilliant next generation of entrepreneurs the tools they need to succeed. Since 2015, there has been a staggering 85 per cent rise in the number of businesses set up by 18 to 24 year olds – twice the level set up by the same age group in France and Germany. We’ll help them flourish by championing enterprise, cutting taxes and making regulation flexible and responsive to their needs.

As we do that, we’ll level up and unite all parts of the UK with great transport links, fibre broadband in every home and proper school funding, so everyone shares in our country’s success.

2019 has been the year of brewing economic and political revolution. 2020 will be the year when a revitalised Conservative government turbo charges the economy, boosts prospects for people across the country, and catapults Britain back to the forefront of the world stage.



Rt Hon Elizabeth Truss
Secretary of State for International Development