We’re keeping our businesses moving
THE RULES ON TRADING WITH EUROPE HAVE CHANGED, BUT THESE BRITISH COMPANIES ARE GOING FROM STRENGTH TO STRENGTH UNDER OUR NEW RELATIONSHIP WITH THE EU
ON JANUARY 1, the way we trade with the EU changed. New rules and processes came in, affecting firms that import or export to the continent. But while many companies have taken steps to prepare for the changes, some haven’t, and that could leave their business at risk of disruption. Here, firms that have made the switch reveal their tips and how they have adjusted.
BEING ABLE TO IMPORT SMOOTHLY IS ESSENTIAL TO WHAT WE DO
With his business dependent on successfully importing and exporting millions of pounds of goods every year, Martin Stemp was determined to ensure it continued to run smoothly after the Brexit transition period ended. The owner of RS Aqua, an ocean technology firm based in Portsmouth, secured a UK government grant to put his staff on a training course to learn how to complete the new customs declarations. The company also spoke to its shipping companies and suppliers, and changed their paperwork to make sure it complied with the new rules. Having exported outside of the EU before, Stemp found the new processes quite familiar.
However, he warns: “You definitely need to plan in advance, you have to be prepared. There is a lot [to do], it’s not to be sniffed at, but there is support if you need it.
“I suggest working with the Department for International Trade – it has an Export Champions programme – and talking to peers in your industry who are already exporting.”
PLANNING IS THE ROOT CAUSE OF OUR BREXIT SUCCESS
Control Techniques recently picked up its Chinese factory, put it on a train across Siberia and relocated it in the mid Wales countryside, to increase capacity.
It is this commitment to success that led the company, which designs and manufactures electric motor control technology, to start planning two years ago for the end of the Brexit transition period.
“We export to 77 countries, so we had to be well prepared,” says president Anthony Pickering. “We made sure our suppliers were ready and had contingency plans in place, for example, if the port at Dover became blocked. They had to prove that their suppliers also had a plan, reaching all the way back down the supply chain.
“Planning has been the reason for our success since January 1, because we’re reliant on our supply chain.
“Our factories are full – we’re absolutely flat out, with orders coming out of our ears.
“We’ve not missed a beat, and our business is continuing to evolve. There are some delays thanks to logistics, but I think it will figure itself out.”