Spirotech Group

A Message from Lord Pickles and Lord Blunkett, followed by Spirotech Group'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 Spirotech Group 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, MP
Pickles signature Rt Hon The Lord Eric Pickles, MP

www.spirotechgroup.co.uk

55SPIROTECH GROUP |
BEST PRACTICE REPRESENTATIVE 2018
David and Russell Gadsby,
owners
ATEX-rated explosion resistant
conveyors – power industry
Spirotech Group is a specialist engineering company, based
in Peterborough, that provides manufacturing solutions
for a range of industries. Although they were established
in 1977, brothers Russell and David Gadsby took over in 1993.
They have since grown Spirotech into a progressive and forward-
thinking engineering company that is informing the future of the
engineering sector. Owners Russell and David explain how the
firm is both looking to the future with their new training centre
and hoping to take advantage of profitable emerging markets.
Since we took over Spirotech in 2005, providing a versatile and adaptable service
has always been at the centre of our work. Russell, who works as our director of
engineering, and I have been able to attract contracts from a range of industries,
thanks to the excellence of our work and our ability to create products that are
made to fit our clients’ requirements.
Quality at the core
The hallmark of Spirotech engineering is quality. We work to our clients’ needs,
which can often be diverse, but we always ensure they receive a finished product
that they are happy with. Our experience has allowed us to produce a number of
items on request, and our team has such versatile skills that we are always looking
to solve engineering problems for our clients.
The work we do is varied, with a number of repeat local clients providing us
business, alongside manufacturing companies from the emerging markets.
Werecently finished a £5 million contract for Reliance, an Indian conglomerate
FACTS ABOUT
SPIROTECH GROUP
»Owners: Davidand Russell
Gadsby
»Director of engineering:
Russell Gadsby
»Established in 1977
»Based in Peterborough, with
centres in Aberdeen and York
»Services: Engineering of
specialist solutions for the
food, chemical, oil and gas,
aggregates and aerospace
industries
»No. of employees: 75
»Group turnover: £10 million
Spirotech Group
THE PARLIAMENTARY REVIEW
Highlighting best practice
56 | SPIROTECH GROUP
who work in energy, textiles, retail
and telecommunications. We were
contracted to produce pressurised
screw conveyors at the pre-
manufacture stage, which would then
be used in the chemical industry.
All our engineering is done in-house.
This way we are able to ensure the
quality of our work, which allows us
to secure repeat business. We work
on a range of long and short-term
contracts, which provides security but
also allows us to continue to work with
new clients.
A key strength of our service is our
ability to respond to the market.
Engineering is constantly changing and
we understand and embrace it. The
rise in the use of technology means we
cannot sit back and relax. Instead we
continue innovating and developing
our skills.
Training for the future of
engineering
Our rigorous in-house training centre
is key to ensuring the quality of our
engineering. When engineering
students leave college or university,
they have basic knowledge and skills,
which our training helps to fine-tune.
In addition to opening a new training
centre, we have applied for planning
permission for a new factory that will
increase our workforce by 25 per cent.
This will allow us to develop our own
talent and ensure our quality standards
will be continued.
The training moulds young engineers,
providing them with knowledge of
the exact requirements of a day-to-
day job in engineering. It will allow
them to synthesise what they have
learned, but it also develops skills in
theirrepertoire.
When we started there were only 12
employees, initially a mix of old and
new engineers. Only two or three have
remained, however, from before the
takeover. Some have retired, but it is
important to note that some failed
to adapt to the constantly changing
demands of the role.
In the future, we expect to see more
machinery operators who have a
greater knowledge of technology,
working alongside engineers. We do
not shy away from these changes
and we will look for a different kind
of employee in the future, alongside
the new training centre. As changes
happen, which will likely be in a
piecemeal fashion, we want to
develop a business culture that can
evolveseamlessly.
Our training programme is focused
on welding high-end alloys. As a
result of the costs associated, this is a
skill that many students won’t learn
at college or university. Our training
centre in Peterborough should be able
to accommodate 20 people at any one
time, and will offer training to both
our employees and other companies.
We see this as a great opportunity
for new business and relish the
opportunity to be seen as industry
leaders, driving further expertise in
the engineering sector. By bringing
basic skill levels up, we are building
on engineering education previously
acquired at college and university.
5m diameter x
16m powder silo –
construction industry
British
engineering
and
manufacturing
have an
enviable
reputation
worldwide;
UK companies
need to trade
on this
57SPIROTECH GROUP |
BEST PRACTICE REPRESENTATIVE 2018
Growth
The last three years have been a great
period of growth, where our turnover
has nearly doubled. A key area, aside
from the emerging markets, has been
with clients within the water industry.
This includes Yorkshire Water, Scottish
Water and United Utilities. We mainly
produce powder handling instruments,
and the increase in enquiries from
companies in the same industry is
testament to the quality of our work.
Our larger clients include Weetabix,
Coca-Cola, Airbus and Nestlé.
With Weetabix, we have recently
manufactured high-end alloy cooker
screws, our partnership spanning 20
years. Initially, we undertook smaller
projects; this has since snowballed,
and, while we work on a case-by-case
basis, they know and trust our work,
which is why they keep coming back.
We bang the drum for the quality of
British engineering. British standards
are an exportable commodity, and
have come to represent a hallmark
of quality. Our international business
is well established, especially within
emerging markets, and will allow us to
move to a larger factory – subject to
planning permission. It has also been a
key part of our recent growth, which
allows us to further develop our staff
and equipment.
Looking forward
It is difficult to gauge the effects of
Brexit from our position. While we
do business in France, Germany and
the Netherlands, even those markets
have their own agenda. Recently,
we manufactured a large vessel for a
French company, and while standards
are meant to be harmonised within
the EU, they still sent inspectors over
to check that the products were to
their own standards. Protectionism
still exists, even within the EU, and
often more so than when dealing with
emerging markets, who embrace the
quality of our work.
We are concerned about trade tariffs
and the free movement of goods, as
changes could increase our cost base.
Cross-border recruitment is another
concern, as we currently employ 20
non-UK EU citizens.
Our export business was secured
without government help, but we
think assistance should be more readily
available. Every export deal is unique
and the support has to be made-to-
measure. Given that many companies
have never functioned outside the
EU, government assistance will be
necessary to avoid a detrimental effect
on the UK economy.
It is essential
that the UK
gets a trade
and free
movement of
people
agreement
with the EU in
order to not
restrict further
growth
Titanium pressure
conveyor – chemical
industry

www.spirotechgroup.co.uk

This article was sponsored by Spirotech Group. 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