Elemental Resource Management

A Message from Lord Pickles and Lord Blunkett, followed by Elemental Resource Management'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 Elemental Resource Management 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.elementalrm.com

THE PARLIAMENTARY REVIEW
Highlighting best practice
THE PARLIAMENTARY REVIEW
Highlighting best practice
26 | ELEMENTAL RESOURCE MANAGEMENT
Managing Director
RussBowerman
Elemental Resource Management specialise in extracting
and valuing precious metals from secondary materials,
ensuring the responsible reuse of finite resources to
protect the environment and reduce waste. Managing Director
Russ Bowerman, who founded the company in 2009, tells
TheParliamentary Review
that he implemented his ambition to
transform the industry through consistent and reliable customer
service, thus cementing the firm as a “true marketleader”.
At Elemental Resource Management our role is to discover the value of precious
metals held within scrap materials, primarily from the automotive industry. The bulk
of the metal we convert is sourced from catalytic converters, used within vehicles to
convert harmful gases into less toxic compounds. We initially dealt with individuals
on a small scale, but in recent years our position in the market and business model
have changed, and our focus is on working with larger organisations and those
who were once our competitors.
I founded the company, having been alerted to the business potential by an
acquaintance, at a point when the industry was very new. With between 5,000 and
10,000 different types of catalytic converters in vehicles across the UK alone, there
is a need for both technical competence and customer confidence in thisindustry.
One man’s trash
I came into the industry when there was little unity within it and a distinct lack
of common sense in the way work was conducted. The lack of business sense or
technology at this point encouraged me to found Elemental Resource Management
FACTS ABOUT
ELEMENTAL RESOURCE
MANAGEMENT
»Managing Director:
RussBowerman
»Founded in 2009
»Located in Leeds
»Services: Extraction and
discovery of the value
of precious metals from
secondary materials
»No. of employees: 9
Elemental Resource
Management
27ELEMENTAL RESOURCE MANAGEMENT |
INFRASTRUCTURE & DEVELOPMENT
as a tonic to the situation. Traditional
methods would see a converter
handed over in exchange for
money, a cash transaction with
little transparency or accountability
within it. I sought to professionalise
the industry, through making each
and every interaction we have with
our customers transparent and
accountable. In conjunction with
this, I prioritised the introduction of
customer service to an industry that
was previously entirely without it, in
the hope of moving metal recycling
into the 21st century.
We prioritise a sense of transparency
within the industry, ensuring that our
suppliers and our customers are well
versed in the processes we use, the
timescales we work to and the value
of materials ahead of time. We believe
the industry demands a greater sense
of control and an openness that it is
currently lacking. With clarity comes
the capacity for innovation, which we
feel is integral to our industry’s overall
growth and is something we intend to
capitalise on in the coming years.
We are preparing to launch a new
service in the industry, which we feel
will further our ability to perform our
service. In recognition of the problem
posed by the conventional metal
gathering system, we sought to offer a
modern alternative, capitalising on the
present technology which allows for
a more efficient system. We feel that
our past performance is well deserving
of our reputation as a trustworthy
business that instils confidence in
ourclients.
From scrap metal to an
evolving environment
In previous years, those who were
attempting to gather metal would
drive around in an attempt to gather
scrap from garages. Due to an
economy of scale, this method is
simply no longer feasible, and the
profit margin decreases substantially
over time.
We have decided to offer an
alternative system in which we
supply both the technology and the
infrastructure for metal acquisition,
which allows people to identify the
value themselves. This means they are
able to identify the value of their assets
themselves and use the online service
to send it to their inventory.
At this point in the process we are
able to put a value on the precious
metals, offer a price in advance and
arrange collection. This is both an
environmentally friendly initiative,
reducing the number of journeys
across the country, and a financially
prosaic one. Decisions such as this
see a modern environment that is
slowlyevolving.
I prioritised the
introduction of
customer service
to an industry
that was
previously
entirely without
it, in the hope of
moving metal
recycling into the
21st century
BEST PRACTICE SPONSOR 2020
THE PARLIAMENTARY REVIEW
Highlighting best practice
26 | ELEMENTAL RESOURCE MANAGEMENT
Managing Director
RussBowerman
Elemental Resource Management specialise in extracting
and valuing precious metals from secondary materials,
ensuring the responsible reuse of finite resources to
protect the environment and reduce waste. Managing Director
Russ Bowerman, who founded the company in 2009, tells
TheParliamentary Review
that he implemented his ambition to
transform the industry through consistent and reliable customer
service, thus cementing the firm as a “true marketleader”.
At Elemental Resource Management our role is to discover the value of precious
metals held within scrap materials, primarily from the automotive industry. The bulk
of the metal we convert is sourced from catalytic converters, used within vehicles to
convert harmful gases into less toxic compounds. We initially dealt with individuals
on a small scale, but in recent years our position in the market and business model
have changed, and our focus is on working with larger organisations and those
who were once our competitors.
I founded the company, having been alerted to the business potential by an
acquaintance, at a point when the industry was very new. With between 5,000 and
10,000 different types of catalytic converters in vehicles across the UK alone, there
is a need for both technical competence and customer confidence in thisindustry.
One man’s trash
I came into the industry when there was little unity within it and a distinct lack
of common sense in the way work was conducted. The lack of business sense or
technology at this point encouraged me to found Elemental Resource Management
FACTS ABOUT
ELEMENTAL RESOURCE
MANAGEMENT
»Managing Director:
RussBowerman
»Founded in 2009
»Located in Leeds
»Services: Extraction and
discovery of the value
of precious metals from
secondary materials
»No. of employees: 9
Elemental Resource
Management
27ELEMENTAL RESOURCE MANAGEMENT |
INFRASTRUCTURE & DEVELOPMENT
as a tonic to the situation. Traditional
methods would see a converter
handed over in exchange for
money, a cash transaction with
little transparency or accountability
within it. I sought to professionalise
the industry, through making each
and every interaction we have with
our customers transparent and
accountable. In conjunction with
this, I prioritised the introduction of
customer service to an industry that
was previously entirely without it, in
the hope of moving metal recycling
into the 21st century.
We prioritise a sense of transparency
within the industry, ensuring that our
suppliers and our customers are well
versed in the processes we use, the
timescales we work to and the value
of materials ahead of time. We believe
the industry demands a greater sense
of control and an openness that it is
currently lacking. With clarity comes
the capacity for innovation, which we
feel is integral to our industry’s overall
growth and is something we intend to
capitalise on in the coming years.
We are preparing to launch a new
service in the industry, which we feel
will further our ability to perform our
service. In recognition of the problem
posed by the conventional metal
gathering system, we sought to offer a
modern alternative, capitalising on the
present technology which allows for
a more efficient system. We feel that
our past performance is well deserving
of our reputation as a trustworthy
business that instils confidence in
ourclients.
From scrap metal to an
evolving environment
In previous years, those who were
attempting to gather metal would
drive around in an attempt to gather
scrap from garages. Due to an
economy of scale, this method is
simply no longer feasible, and the
profit margin decreases substantially
over time.
We have decided to offer an
alternative system in which we
supply both the technology and the
infrastructure for metal acquisition,
which allows people to identify the
value themselves. This means they are
able to identify the value of their assets
themselves and use the online service
to send it to their inventory.
At this point in the process we are
able to put a value on the precious
metals, offer a price in advance and
arrange collection. This is both an
environmentally friendly initiative,
reducing the number of journeys
across the country, and a financially
prosaic one. Decisions such as this
see a modern environment that is
slowlyevolving.
I prioritised the
introduction of
customer service
to an industry
that was
previously
entirely without
it, in the hope of
moving metal
recycling into the
21st century
THE PARLIAMENTARY REVIEW
Highlighting best practice
THE PARLIAMENTARY REVIEW
Highlighting best practice
28 | ELEMENTAL RESOURCE MANAGEMENT
Historical challenges
The historical challenge we were
faced with as an industry was growing
the reputation of our business as a
legitimate one within the marketplace.
The traditional way in which people
dealt scrap metal was cash in hand,
which prevented more reputable
businesspeople from becoming
involved in the industry.
We feel that legislative changes have
been to the benefit of the industry,
in spite of initial opposition. The
historic motivation for working within
this industry was one of family ties
and, as such, change was not always
welcomed. It is important that any
legislation introduced to this specific
industry is implemented with precision
and due consideration.
We continue to look to those who
are performing outside of our own
industry. In order to best survive,
we understand we must maintain
our success in the long term, either
through innovating within the industry
or looking outside of it.
Building our reputation
In the coming years we hope to
continue to provide the services we
do at present. Through continuing to
innovate and growing much as we
have done from the start, we believe
we will be able to continue to develop
our industry and our role within it.
We aim to build our reputation and
to continue the success we have at
present. We do not just perform our
services within the UK and see no
reason why this cannot be rolled out
across the world.
Ultimately, we hope to reach a point
where our name is synonymous with
the recovery of precious metals and
secondary markets.
We feel that
legislative
changes have
been to the
benefit of the
industry, in
spite of initial
opposition

www.elementalrm.com

This article was sponsored by Elemental Resource Management. 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