Jamieson Removals

A Message from Lord Pickles and Lord Blunkett, followed by Jamieson Removals'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 Jamieson Removals 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
Phillip Jamieson, owner
Offloading the vehicle
after a delivery
Based in Brechin in the Scottish county of Angus, Jamieson
Removals provides household storage and operates in the
removal industry. More specifically, this includes secure
shredding, containerised storage, full packing service and
porters for hire. Despite their services spanning internationally,
often performing services for national companies and shipping
on a worldwide basis, they have never lost focus on their local
roots. The owner of the company, Phillip Jamieson, believes
his time serving in the armed forces has helped instil him with
the resilience and discipline required to start a business. In the
following article, he describes the company’s journey.
The DNA of the company
After leaving the armed forces, I started Jamieson Removals in 1993 with the
savings I had. With the support of my wife and a part-time employee, I got to work
in the local market. After a few years of steady and consistent profit, I managed
to get investment from Clydesdale Bank – with which I put the business in better
standing and took things to the next level.
The next important phase was when I was introduced to a business opportunity
by a contact in another company. It was at this stage that I assisted with inbound
shipments with Crown Worldwide Group, becoming a service partner. Under this
arrangement, whatever excess of work Crown Worldwide had, we would carry
out for them. By working in this area, we got a good sense of groupage shipping,
»Owner: Phillip Jamieson
»Established in 1993
»Based in Brechin, Scotland
»Services: Removal and storage
»No. of employees: 5
»Service partner with a national
»Ships containers on a
worldwide scale
Jamieson Removals
air shipping, parking materials and
the international/export market
more generally. In this period, I also
managed to find work with Anglo
Pacific Group, doing similar work
for them. Yet again, the volume of
work and the number of employees
increased during this time. To do these
larger jobs, I was required to complete
a CPC course to prove I was of good
character and capable of performing
these enhanced logistical tasks. As a
result of this, I obtained an operator’s
licence, allowing me to drive vehicles
above 3.5tonnes.
Dealing with difficulties and
adapting to change
Throughout all of this, I’ve made
a profit every single year and have
never sunk into a deficit. Consistency
was key and always conforming to
standards – something that was
heavily imbued into me during my
time in the army. Moreover, I do all
this while paying my team a living
wage as opposed to minimum wage,
and I’m always looking at when it’s
right to further increase their wages.
It’salsoworth noting that all of my
staff came out of school and were
offered an opportunity by us to train in
the industry. My team is therefore loyal,
dedicated and feels at home working
here – something of considerable pride
to me. For me, it’s an ideal model for a
small business to follow.
One of the problems I have had to
contend with, however, is that I’m
not proficient in IT. What doesn’t
help in this respect is the fact that the
local bank branch shut down, which
means there is now a much greater
reliance on online banking, which
is not something everyone is well
equipped to adapt to. Commercial
reasons dictated this change in the
banking system, and I see the logic
in it, but it’s still something I’m trying
to acclimatise to. I therefore utilise a
part-time bookkeeper whose efforts
are greatly appreciated. She keeps me
updated with respect to pension, work
and insurance law, and completes
the necessary paperwork. I also have
an insurance broker and a financial
adviser who also help me out in
I pay all of my
staff a living
Loading the van for a
Highlighting best practice
Another problem for me is the great,
tangled maze of regulations that come
from both HMRC and the Scottish
government. The latter of these
institutions seems, to me, somewhat
superfluous (even though I am deeply
proud of being Scottish). Indeed,
there’s a case to be made that its
existence is a needless expense to the
public purse.
At the end of the day, though, I don’t
feel inclined to protest too heavily
about political events. For instance,
Idon’t feel that Brexit achieved enough
of a winning margin to be pursued to
the extent that it is; but I will accept
whatever comes from the government.
Perhaps this comes from the notion of
duty: orders are orders. Nevertheless,
as a result of all of these challenges,
I’ve not suffered fundamentally – after
all, profitability is a consistent feature
of my company.
The reason I have survived all that
comes my way is because of my
adaptability to external circumstances.
This is evident in the way I have coped
with the digital revolution, but it’s also
manifest in the way I have acquired
business. In the realisation that my
local area is small, I have spanned out
as far as possible – to the point where
only 10 per cent of my turnover has
its origins in Brechin. The remainder
comes from much further afield.
Moreover, I realised that there is much
more to be done than simply removals;
we expanded our offering even to the
point of moving pianos.
A sustainable business model
If my company is to survive yet further
into the future, this kind of adaptability
is crucial, and this is aided by the size
of my company. By being the size it
is, we can respond to changes in the
market much more quickly than larger
companies can – and for this reason
we don’t plan to change its size. It’s
a sustainable business model that is
very marketable. My concern is not so
much whether or not it will survive, but
to whom the business will be passed
on – a top concern, though, that many
companies would be happy to have.
A problem for
me is the
tangled maze
of regulations
that come
from both
HMRC and
the Scottish
Service partner with a
national company


This article was sponsored by Jamieson Removals. 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 Kwasi Kwarteng.

Rt Hon Kwasi Kwarteng's Foreword For The Parliamentary Review

By Rt Hon Kwasi Kwarteng

This year’s Parliamentary Review reflects on a tumultuous and extraordinary year, globally and nationally. As well as being an MP, I am a keen student of history, and I am conscious that 2020 would mark the end of an era. It will be remembered as the year in which we concluded Brexit negotiations and finally left the European Union. Above all, it will be remembered as the year of Covid-19.

In our fight against the pandemic, I am delighted that our vaccination programme is beginning to turn the tide – and I pay tribute to the British businesses, scientists and all those who have helped us to achieve this. But the virus has dealt enormous damage, and we now have a duty to rebuild our economy.

We must ensure that businesses are protected. We have made more than £350 billion available to that end, with grants, business rates relief and our furlough scheme supporting more than 11 million people and jobs in every corner of the country, maintaining livelihoods while easing the pressure on employers. The next step is to work with business to build back better and greener, putting the net zero carbon challenge at the heart of our recovery. This is a complex undertaking, but one which I hope will be recognised as a once in a lifetime opportunity.

Through the prime minister’s ten point plan for a green industrial revolution, we can level up every region of the UK, supporting 250,000 green jobs while we accelerate our progress towards net zero carbon emissions.

With our commitment to raise R&D spending to 2.4% of GDP and the creation of the Advanced Research & Invention Agency, we are empowering our fantastic researchers to take on groundbreaking research, delivering funding with flexibility and speed. With this approach, innovators will be able to work with our traditional industrial heartlands to explore new technologies, and design and manufacture the products on which the future will be built – ready for export around the globe.

And I believe trade will flourish. We are a leading nation in the fight against climate change. As the host of COP26 this year, we have an incredible opportunity to market our low-carbon products and expertise. Our departure from the EU gives us the chance to be a champion of truly global free trade; we have already signed trade deals with more than 60 countries around the world.

As we turn the page and leave 2020 behind, I am excited about the new chapter which Britain is now writing for itself, and for the opportunities which lie ahead of us.
Rt Hon Kwasi Kwarteng
Secretary of State for Business, Energy and Industrial Strategy