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CONTENTS

EDITOR

Victoria [email protected]

DESIGNER

Sophie [email protected]

Background

THE JUDGING PANEL

Introduction by Lloyds Bank

Why the Top 100 is important

TOP 100 A-B

Jane Atkinson, Operations Director, Cape Industrial Services

Lord Anthony Bamford, Chairman, JCB

Dr Tony Bastock OBE, Group Managing Director, Contract Chemicals Ltd

TOP 100 B-E

Will Butler-Adams, Managing Director, Brompton

Andrew Churchill, Managing Director, JJ Churchill

Rowan Crozier, Chief Operating Officer, Brandauer

TOP 100 E-F

George Edwards, Technology Founder, Inventor and Engineer

Hugh Facey MBE, Chairman, Gripple

Colin Larkin, Plant Manager, CNH

TOP 100 F-H

Richard Lloyd, Global Manufacturing Director, Accolade Wines

Adrian Maxwell, Managing Director, Francino

Jim McColl OBE, Founder, Chairman, Clyde Blowers Capital

TOP 100 H-L

Dr Hamid Mughal, Manufacturing Director, Rolls-Royce

Jane Robinson, Director, Cutting Technologies

Philip, Peter & Robert Salt, Salts Healthcare Ltd

TOP 100 M-R

Michael Straughan, Member of the Board, Bentley Motors

Sara Underwood, Higher Apprentice, Rolls-Royce

TOP 100 R-S

Jan Ward, Founder, Corrotherm

TOP 100 S-W

David Richardson, Regional Director and Head of Manufacturing Mid Markets:

Manufacturing Success

Nick Hussey, CEO, The Manufacturer: A Final Thought

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F O R E W O R D

Prof John Perkins, Chief Scientific Officer. BIS

Prof Mike Gregory, Head of the Institute of Manufacturing, Cambridge University

Nigel Fine, CEO, Institution of Engineering and Technology

Philip Greenish, CEO, Royal Academy of Engineering

Terry Scuoler, CEO, EEF

Paul Everitt, CEO, ADS

Judith Hackitt, Chair, Health and Safety Executive

Rachel Eade, National Sector Lead for Automotive, Manufacturing Advisory Service

Dick Elsy, CEO, High Value Manufacturing Catapult

Melanie Leech, Director General, Food and Drink Federation

We have profiled 100 of the most inspiring manufacturing leaders to pay homage to their achievements, inspirational leadership and contribution to proving that competitive manufacturing is a tenable proposition in the UK.

Manufacturing has an image problem This has been recognised in conversations with our magazine’s editorial team, at industry conferences and in numerous industry reports which have been widely circulated in the business community and government.

Notably, Professor John Perkins’ review of engineering skills highlighted that a lack of visible role models in manufacturing is adding to the sector’s considerable skills gaps and obscuring the industry from talented young people.

Meanwhile, the Making Good report from the Associate Parliamentary Manufacturing Group saw that more manufacturing role models could also help to provoke more widespread competitiveness within the sector, recognising good leadership and inspiring others to follow in their footsteps.

Yet while the need for more recognition of manufacturing champions is accepted, to date no platform has been made available to publically identify dynamic leaders and innovators in the sector.

The Manufacturer Top 100 aims change this.

We asked you, our readers, the wider industrial community and the public, to vote for your most inspirational role models that are leading the way in changing the face of industry; bold in finding new markets; making marked investment in people, processes and customers; as well as those young, bright sparks that are making an impact disproportionate to their years.

It was an arduous task for our esteemed panel of judges to narrow it down, but after much deliberation, a decision has been made.

We have profiled the 100 most inspiring manufacturing leaders.

The judging panel includes:

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A-Z

The Manufacturer Top 100 judging panel

Our list of 100 inspirational manufacturing role models has been selected by our esteemed judging panel, consisting of representatives from academia, industry and Government.

THE JUDGES

Dick ElsyCEO

High Value Manufacturing Catapult

Paul EverittCEO

ADS

Nigel FineCEO

Institution of Engineering and Technology

Philip GreenishCEO

Royal Academy of Engineering

Melanie LeechDirector General

Food and Drink Federation

Professor John PerkinsChief Scientific Officer

BIS

Terry ScuolerCEO

EEF

Rachel Eade National Sector Lead for Automotive

Manufacturing Advisory Service

Judith HackittChair

Health and Safety Executive

Professor Sir Mike GregoryHead of the Institute of Manufacturing

Cambridge University

Addressing the skills gapRole models have a vital role to play in manufacturing. This sector is haunted by images of heavy engineering from a bygone age, and it’s an image that needs to change if we are to attract young and talented individuals into the sector, to inspire best practice and to compete globally.

With the skills gap highlighted as one of the key factors that holds back growth for manufacturing businesses, presenting aspirational role models is essential. It’s an issue we feel very strongly about at Lloyds Bank and we’re committed to supporting the skills agenda through our partnership with the Manufacturing Technology Centre. In fact, 2015 will see the opening of the Lloyds Bank Advanced Manufacturing Training Centre on the outskirts of Coventry. Training over 1000 people over the next five years, it’s a practical step to help address the skills gap for UK manufacturers.

The secrets of success What unites the Top 100 is their inspirational stories around their experience as part of the broader manufacturing debate. By sharing these experiences and best practice, we can attempt to uncover the

We are delighted to be sponsoring The Manufacturer Top 100. It is a great opportunity for us to celebrate the UK’s best manufacturing role models, judged on their commitment and

contribution to the sector.

These are the 100 most inspiring manufacturing leaders, identified by you, the wider industrial community and the public. The nominations were numerous and the judges faced tough

decisions. What is particularly inspiring, in my opinion, is the depth and breadth of the nominations, which shows the calibre of those who work within and around the manufacturing sector.

secrets of their success, which can help us understand how manufacturers can handle the challenges they face and what the ingredients for success are.

What is particularly exciting for manufacturing as we look at this list, is that new champions are emerging all the time. Success in the sector isn’t necessarily a product of longevity and can be claimed equally by newly-emerging businesses as well as those that are more established.

What differentiates those that build success and leave a legacy of great manufacturing is their focus on creating strategic plans for the future, their passion and their drive to achieve their goals.

As we face challenges from new markets and automation, our responses need to adapt. It’s one of the strengths of manufacturing that it is a sector that has shown itself capable of reacting and adapting. In my experience, by investing in leadership and technical skills here in the UK, we can build really successful manufacturing businesses that can deliver a real edge when competing globally.

Lloyds Bank

David RichardsonRegional Director and Head of Manufacturing, Mid Markets, Lloyds Bank Commercial Banking

I N T R O D U C T I O N

Lloyds Bank FactsEstablished in 1765.Founded by a Birmingham button maker and an iron dealer.

“In my experience, by investing in leadership and technical skills here in the UK, we can build really successful manufacturing businesses that can deliver a real edge when competing globally”

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S U P P O R T I N G U KB U S I N E S S

We accept calls via Text Relay. Calls may be monitored or recorded. Please remember we cannot guarantee the security of messages sent by e-mail and these could be read by others. Lloyds Bank plc. Registered o� ce: 25 Gresham Street, London EC2V 7HN. Eligibility criteria applies, please see website for details. Market leader based upon the value of advances at the end of 2012 calculated from the competitor information, reported in the March/April 2013 issue of Business Money. Invoice Finance facilities are provided by Lloyds Bank Commercial Finance. Lloyds Bank Commercial Finance is a trading name of Lloyds Bank Commercial Finance Ltd. Registered o� ce: No.1, Brookhill Way, Banbury OX16 3EL. Registered in England and Wales no.733011. Lloyds Bank Commercial Finance Ltd is part of Lloyds Banking Group and is not authorised or regulated by the Prudential Regulation Authority or the Financial Conduct Authority.

Receive up to 90% advance on your invoice value.

Whether you’re planning to expand or need to deal with day to day cash fl ow, Lloyds Bank Commercial Finance is here to help. Our Invoice Finance solutions can give you up to 90% of the value of your invoices within 24 hours, so instead of waiting 60 days to be paid, you can start to think about investing your money in the next stage of business growth.

To fi nd out how we are supporting British business, contact David Atkinson on 07764 625666 or at [email protected]

lloydsbank.com/thrive

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The Manufacturer Top 100

T H E M A N U F A C T U R E R T O P 1 0 0 J U D G I N G PA N E L

“The Manufacturer Top 100 draws attention to the brilliantly innovative individuals who are creating the new technologies, products and businesses that are so important to our future economic success”

- Philip Greenish, CEO, Royal Academy Of Engineering

“It is important to recognise the diversity and commitment of our manufacturers in developing and growing their businesses, commitment to people and innovation, skills and to their local communities and the

environment. It is a difficult, demanding and often lonely job and recognition of your peers is hugely beneficial” - Rachel Eade, National Sector Lead for Automotive, Manufacturing Advisory Service

“Manufacturing is back on the map in the UK. This is a great way to recognise British talent that is helping to positively rebalance our economy.” – Dick Elsy, CEO, High Value Manufacturing Catapult

“The Manufacturer Top 100 is a great way to celebrate the diversity, creativity and success of our manufacturers and inspire role models to attract more young people into manufacturing”

- Nigel Fine, Chief Executive of the Institution of Engineering and Technology (IET)

“As the spotlight increasingly falls on the manufacturing sector to support the re-balancing of the UK economy, The Manufacturer Top 100 report represents a wonderful opportunity to recognise some of the talented

individuals who have helped make UK manufacturing such a vibrant sector” – Terry Scuoler, CEO, EEF

“The importance to the United Kingdom of maintaining and indeed enhancing the Manufacturing sectors of the economy is increasingly recognised as crucial to our future prosperity as a nation. The Manufacturer Top

100 celebrates the heroes and heroines who are in the vanguard of this industrial renaissance” - Professor John Perkins, Chief Scientific Officer, BIS

WHY IT IS IMPORTANT

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The Manufacturer Top 100A-Z

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MARK ADAMS | MANAGING DIRECTOR, VITSOE

Mark Adams succeeded company founder Niels Vitsœ in 1993, he relocated the company from Germany to Britain and expanded it around the world. Today exports exceed 60% of turnover, with shops in London, New York, Los Angeles, Munich, Copenhagen and Tokyo. Adams lectures at Imperial College and the University of Cambridge on Vitsœ’s distinctive approach to industrial sustainability. He also sits on the All-Party Parliamentary Manufacturing Group advisory board and was a member of the steering group for a report into Culture & Competitiveness in UK Manufacturing published in 2013.

JASON ALDRIDGE | MANAGING DIRECTOR, ARROWSMITH

Jason Aldridge is a member of the MAA SC21 Task Force Panel, the C&W LEP High Value Manufacturing Group, the EEF Midlands advisory panel and he is a founding company member of the Coventry and Warwickshire Aerospace Forum (CWAF). CWAF are an independent Aerospace cluster with a cumulative turnover of over £100m. Its recent notable achievements include collaborative world class research with MTC via the NATEP project, representing Coventry and Warwickshire at world trade shows, hosting an event for 200 school children and advising the UK rail supply chain on clustering. Aldridge has assisted Arrowsmith to increase turnover by 175%, whilst achieving Aerospace SC21 Bronze status and Small Business of the Year 2009 Coventry and Warwickshire Business Awards.

MIKE ADAMS | CEO, HIETA

Since graduating and emerging as a bright-eyed robotics engineer, Mike Adams has spent his career exploiting new and emerging technologies including robotics, vision systems, automation through to complex and large IT systems programmes. He has worked in engineering companies including Maganese Bronze, 600 services and John Brown Engineering; retailers such as Woolworths and Sainsbury’s and equipment suppliers such as Dexion and Morris. In his executive role, he supports the technology team with his experience of challenges presented by designing and implementing systems bringing radical technology, new skills and change to businesses. Adams has been CEO of HiETA for two years and is an evangelist for the rapidly developing additive manufacturing.

NICK AMES | MANAGING DIRECTOR, SUPACAT GROUP

Since joining Supacat in 2003, Nick Ames has been responsible for business strategy and consolidated the company to create a strong foundation for future growth. He has led investment in new products such as the Supacat Protected Vehicle 400 and the Supacat Multi-purpose Vessel 24 and helped the company win major UK and export orders for its HMT series of vehicles (Jackal). Ames has overseen Supacat’s expansion outside of defence into marine and renewables, where its mechanical engineering skills have been applied to the lifeboat launcher for the RNLI’s Shannon Class and the BOLT wave energy device for Fred. Olsen Ltd.

JADE ASPINALL | FOURTH YEAR APPRENTICE, MBDA MISSILE SYSTEMS

Jade Aspinall achieved an HND with double distinction in Electronic Engineering and is now studying a second HND in Mechanical Engineering. Aspinall is ready to complete her NVQ 3 and will start her NVQ 4 soon, with an aim to achieve a degree and become an incorporated/chartered engineer. Named Apprentice of the Year at the Best of British Engineering 2014, Aspinall is an inspirational role model for young people. Aspinall is a Charity team member, has attended high profile award events as a guest speaker, liaised with MPs and presented at schools to raise the profile of careers in manufacturing.

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A-B

TONY ATTARD OBE | FOUNDER AND CHIEF EXECUTIVE, PANAZ

Since 1986, Tony Attard has spearheaded the design and technical advancement of flame retardant fabrics for the worldwide hospitality, leisure, cruise ship and healthcare sectors. The company exports to 46 countries, operating worldwide through subsidiary companies in Europe and the USA and a global network of agents. Attard is Trustee of the Furnishing Trades Benevolent Association (FTBA), former Chairman of the British Contract Furnishing Association (BCFA) and a Fellow of the Royal Society of Arts, a Fellow of the Institute of Directors, an Associate of the Institute of Textiles, and has received an Outstanding Alumnus award from Manchester University. Attard was made an OBE by Her Majesty the Queen in the 2010 New Year’s honours.

KEITH BAKER | CHIEF OPERATING OFFICER, PURE WAFER

Keith Baker is a co-founder of the Purewafer and has many years’ experience in the semiconductor industry, working for leading chip manufacturers such as Siemens Microelectronics and National Semiconductor. Baker was previously vice president of technology for Stage Microtech, where he played a key role in the early development of the 300mm wafer manufacturing processes.

HELEN BARRATT | SENIOR OPERATIONS MANAGER PEOPLE CAPABILITY, BAE SYSTEMS SUBMARINES

Helen Barratt joined as a trainee administration assistant in 1985, Barratt climbed the ranks to become the most senior female manager in the operations function, and was recognised for her dedication to breaking down barriers in a male dominated industry by scooping the 2009 First Women Awards. Covering 1,600 employees, Barratt currently manages the operations resource pool, ensuring contractual and regulatory requirements are fulfilled. She also manages the operations’ apprentices and graduates and was recently nominated for the BAE Systems Graduate Manager of the Year Award.

STEPHEN BLATCHFORD | CHIEF EXECUTIVE, CHAS A BLATCHFORD

Stephen Blatchford took over as chief executive of his family firm in 1986 and proceeded to develop the small, UK focused, rehabilitation business into a global manufacturer of high technology prosthetics and orthotics. With a background in mathematics and computation, Blatchford has created an operational, research and development environment in which the latest materials and microprocessor control technologies underpin products. Patients remain the focus and the company has consistently won awards for its positive impact on the lives of amputees and other users. Under his tenure, Blatchford brings together the values of a 125-year-old family business with the strategic success of a world leading technology enterprise.

SUZANNAH BOURNE | CEO, NEMEIN

Suzannah Bourne studied electronics, mechanical engineering, materials and engineering management prior to embarking on a career in design & manufacture within aerospace and oil & gas. A dynamic and entrepreneurial professional, she has demonstrated leadership and commitment to sustainable growth and employment by co-founding and building a number of high-tech OEM companies, as well as successfully establishing sustainable apprenticeships and training programmes. Bourne also acts as a local mentor and role model, encouraging others into engineering. Her latest joint-venture focuses on the design & manufacture of unique oil exploration products for the global market, expanding apprenticeships and closing the skills gap.

A British Steel sponsored student at Loughborough, Jane Atkinson ventured to Alabama in 1997, operating in several different types of steel plants and solving all manner of problems in the industry. Atkinson travelled back every six months towards the end of her US stint to complete her NBA at Warwick, a stipulation in Corus, formerly British Steel, to become a senior manager. After a stressful period of to-ing and fro-ing and to alleviate her mother’s fears she may marry an American, the engineer returned to the UK for good, taking up a senior position in South Bank Coke Ovens in the North East of England.

In this role Atkinson presided over 250 men, not only was she the only woman but she was the youngest. Atkinson took all of this in her stride saying, “I was probably more of a shock to them than they were to me. I’d been used to working with all with men, so every time I had to go to a job, I’d have to prove myself. It was just another place to prove myself really.”

Looking back over her career, Atkinson says that even now the ratio of men to women has changed very little in the industries

she has been involved in, but the engineer is doing everything in her power to raise the profile of careers like her own and communicate the breadth of opportunity that exists.

“One of the things I am trying to do as a member of the Board of Chemical Engineers is raise the profile of opportunities in industry. The key for me is kids understanding what an engineer does, keep them engaged in the early years in mass because we just loose them at 14, especially women when they choose their options, by then it’s too late. I do a lot of talks, I go to a lot of schools, colleges just talking about what I’ve done and what an engineer does,” she enthuses.

Atkinson has great role models to thank for pointing her in the right direction. A natural at maths, physics and chemistry, Atkinson remembers, “I had a pretty good career teacher who said chemical engineering is a natural progression with these three subjects. My dad was a chemist and worked at ICI, so when I was sixteen, I did my work experience on a chemical plant and just loved it.”

With a catalogue of successes under her belt, Atkinson says the reason for her achievements in leadership is the ability to listen and being surrounded by a good team. The engineer has spent her professional life dispelling gender stereotypes in industry and is thrilled to be an inspiring female “recognised from that sector”.

JANE ATKINSONOPERATIONS DIRECTOR, CAPE INDUSTRIAL SERVICES

“Jayne transformed the reliability of an aging combined heat and power plant by 50% through employee empowerment and good engineering practices. She commissioned and operated the UK’s first Green Biomass Power Station exporting to the National Grid and successfully downsized Sembcorp UK by 23% without any tribunals or appeals” – Judith Hackitt, Chair, Health and Safety Executive

Began her career in 1990 with British SteelWinner of the CBI First Woman Award in ManufacturingWinner of the Stephenson’s Award for inspiring young people in science and engineering

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Lord Bamford was born in 1945 on the day his father, Joseph Cyril Bamford CBE set up JCB. Bamford’s path into the family business after leaving Ampleforth College started with an engineering apprenticeship at Massey Ferguson in France. The three years spent on the Continent were to prove invaluable in preparing him for a JCB career that started on the shopfloor in 1964 before he moved into management to lead the company’s early export drive into Europe in the late 1960s and early 1970s.

When his father retired in 1975 after 30 years at the helm to allow “younger management to show its strengths”, he set about transforming JCB into a world leader in construction equipment technology. An early move was to start producing major components in-house by opening an axle factory in Wales in 1978.

Arguably, his most inspired decision was to set up JCB’s first overseas operation in India. That was in 1979 when few companies would have contemplated setting up business in India. His love for the country and its people, and an absolute conviction in its long-term market potential have

paid dividends as JCB now employs over 4,000 people in India, which has become the company’s single largest market. The move was to become a template for the company’s subsequent moves into Brazil, USA and China.

Since becoming chairman, he has taken JCB from a one-factory operation in Staffordshire with a turnover of £43m to a global business with 24 plants around the world, employing over 12,000 people making over 300 different products. A new £63m factory was opened in Brazil in 2012 and two new factories were inaugurated in Jaipur, India in November 2014, JCB’s fourth and first factories in the country.

Bamford remains firmly committed to manufacturing in Britain, with over 6,500 employees in its 11 factories in the UK exporting over 75% of production, JCB generates export revenues of £1.35bn and makes a positive contribution to the nation’s trade balance. In fact, an independent analysis by Oxford Economics recently calculated that JCB contributes £1.4bn to national GDP, £555m to the Exchequer and 24,000 jobs overall to the UK economy.

Bamford was knighted by Her Majesty The Queen in 1990 and awarded the Commendatore of the Order of Merit of Italy in 1995. More recently, an award by the UK India Business Council for his significant contribution to Anglo-Indian business relations was bestowed in 2008 and he was a UKTI Business Ambassador from 2010 to 3013 to promote UK excellence in overseas markets. He has also been inducted into the Association of Equipment Manufacturers’ Hall of Fame USA (2008) and received a number of honorary degrees and doctorates from leading British universities.

He has also presided over JCB winning 27 Queen’s Awards for Innovation and Enterprise since the company’s first award in 1969 and in 2013, Her Majesty The Queen conferred the honour of a Life Peerage upon the JCB Chairman with Bamford taking the formal title of Baron Bamford of Daylesford in the County of Gloucestershire and of Wootton in the County of Staffordshire.

LORD ANTHONY BAMFORD CHAIRMAN, JCB

“Lord Bamford has turned a successful UK manufacturer into an iconic brand and a genuinely global company. In many parts of the world, the name JCB is synonymous with the heavy machinery that his business makes in factories across Asia, Europe, North America, and South America and JCB’s products are now sold in over 150 countries” - Philip Greenish, CEO, Royal Academy Of Engineering

Born in 1945Took over from his father in 1975Set up JCB’s first overseas operation in India

06

Birmingham pure chemistry graduate, Tony Bastock, started Contract Chemicals with three friends in 1977. Almost 40 years later the business turns over roughly £25m a year and is still going strong. When asked about the risks of starting up his own business with three comrades in the late 70s, he replies, “we were smart, young and arrogant” at the time.

Another factor working in Bastock’s favour during the firm’s inception was access to finance, “In those days you could get money for a good idea to put into a business. I cannot remember a time when it was harder to get money for expansion, than it is now.”

The finance problem he accredits to the banks, saying, “The major banks should be ashamed of themselves and their lending forces, not only ashamed of themselves for getting us in this problem but for failing to get us out of it quickly.”

But Bastock has triumphed regardless, the main reason for which he says is “getting the right team around you”.

He continues, “I’ve been blessed with people working for me for a long time. My

business manager has been with us for 17 years, production people equally as long, when you have built up a really strong team, leadership becomes easy.”

That’s not to say that there haven’t been challenges along the way, “Over the thirty odd years of existence, we’ve been close to the edge a couple of times, but I would be amazed if any other manufacturer business hasn’t.” He explains that in tough times when the banks are applying pressure, the salaries of people integral to the business need to be honoured and everything seems to be crashing down, the firm pulled through and “what doesn’t kill you makes you stronger,” he concludes.

This goes hand-in-hand with his greatest achievement, which is that the business still continues to flourish, “I’m just pleased we got through and it’s not me, it’s the team, it’s my colleagues on the board and the shareholders.”

A success that has been nudged along by a move away from Chinese competitiveness, which is beneficial for British manufacturing competitiveness, “Finally I see western buyers thinking more

about cost than price. Cost includes everything you have to pay dealing with a Chinese company, it’s a damn site more expensive dealing in China, than if you were dealing with the West.”

Looking back at his journey, Bastock reveals that he was born on the next street along from the setting of Channel 4 documentary, Benefit Street, and he assures me that he was fortunate to score a spot in a local grammar school saying, “People didn’t go to grammar schools from Boundary Road”. He reminisces on his first chemistry lesson at the age of 11 and explains that from that moment on he knew it was his destiny and he maintains he is still as passionate about chemistry as he was then.

DR TONY W. BASTOCK OBE GROUP MANAGING DIRECTOR, CONTRACT CHEMICALS LTD

“Tony has established his own highly successful business providing employment in one of the UK’s most economically deprived areas. In addition he is a strong and influential voice for SMEs nationally and internationally” – Judith Hackitt, Chair, Health and Safety Executive

Awarded the OBE for Services to the Chemical Industry in 1998Received the CIA Leadership Award 2008Current chair of the Chemical Weapons Advisory Committee

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ZOE BRIMELOW | BRAND DIRECTOR, DUO UK

Zoe Brimelow joined Manchester-based polythene manufacturers, Duo UK, in 2009. Following a successful repositioning of Duo in the market, she was swiftly promoted to the board at just 29 and has since spearheaded Duo’s involvement in raising the profile of UK manufacturing through initiatives such as Made in Britain. Brimelow has created partnerships between Duo and local youth groups to inspire future generations of manufacturers and change perceptions of workers in the industry. Her passion and drive has been instrumental in Duo achieving a significant growth of 78% over four years by securing and retaining contracts with ASOS, JD Williams and Keep Britain Tidy.

EMMA BRIDGEWATER | FOUNDER, EMMA BRIDGEWATER

Emma Bridgewater founded the company of the same name 30 years ago and employs 190 people, with a turnover of £14m. Today the company is run by Bridgewater and her husband Matthew Rice. All the pottery is made in Stoke-on-Trent, the traditional home of British pottery, and the firm is one of the largest employers of potters in the area. Emma was also one of the 30 Champions of the recent Make it in Great Britain promotion and has also been called upon to speak at several BIS and Manufacturing events. Bridgewater’s book Toast & Marmalade and Other Stories, released in 2014, provides more insight into those moments that shaped the business in the last 29 years.

RICHARD BRIDGMAN | CHAIRMAN, WARREN SERVICES LTD

Richard Bridgman started as an apprentice toolmaker and formed his own engineering company Warren Services at 42; this year it celebrates 25 years of very successful trading. Bridgman has completed two major factory renovation projects at the 80,000sq site in Thetford, Norfolk, where the company employs 100 staff. He is a member of New Anglia LEP skills Board, Norfolk County Council Skills Group, a N.A.S. Ambassador and, until recently, was chair of SEMTA for East of England. Bridgman has met senior officials from various Government departments in his quest for better funding, recognition and training for SME’s.

CAROL BURKE | MANAGING DIRECTOR, UNIPART MANUFACTURING GROUP

Carol Burke graduated from Liverpool University in 1990 undertaking placements within British Steel. Burke joined GKN Axles progressing through roles as foreman, production manager, works manager and business manager, and finally implementing a new factory making axles for the Vauxhall Frontera. In 1994 Burke joined Unipart’s Premier Exhaust Systems, to introduce and refine Japanese manufacturing methods, grow the company and its people, and to support the Unipart Group. In 2006 Unipart Manufacturing was established to grow the core fuel tank and exhaust system manufacturing businesses, bring the Unipart Way to clients and develop talent. Burke developed the UEES ‘Teaching Factory’, a training facility specialising in lean manufacturing techniques and the Unipart Way.

BERNADETTE COLLINS | PERFORMANCE ENGINEER FOR JENSON BUTTON AT FORMULA 1 TEAM, MCLAREN MERCEDES

Bernadette Collins is responsible for maximising car performance, advising Jenson on areas such as differential settings, brake setup, car health, fuel loads and a range of other performance improvements. She analyses data collected during every grand prix event, and attends Jenson’s simulator days at the McLaren Technology Centre in between races. Collins has a First Class honours degree in Mechanical Engineering and Manufacturing Engineering at Queen’s University Belfast. Collins has been involved in promoting engineering and STEM studies to students, and was selected as a ’30 under 30’ ambassador for the Make it in Great Britain campaign.


RACHEL COOKE | MANUFACTURING DEVELOPMENT MANAGER, SABMILLER

Rachel Cooke is a chartered PhD chemical engineer with a range of experiences in the food and drink industry, including engineering, manufacturing, operational excellence, project management and purchasing. She joined Cadbury on their manufacturing graduate programme and worked in factories throughout Europe, including extended periods in Ireland and Poland, where she spent three years working on the construction of two green field factories. In 2013 Rachel moved to brewer SABMiller in a global operational excellence role. She is a fellow of IChemE, has been chairman of their Food and Drink Special Interest Group for the past four years, and is a member of the UK Board.

CHRISTOPHER DUNCAN MBE | FOUNDER, NUMATIC

Born in 1939, Christopher Duncan spent his formative years in Vienna, Austria. Duncan built up the Powrmatic heating business from one to a 700 strong workforce and moved on to build his own business in the 70s. He always had the ability to make something out of nothing, masses of ingenuity but no money. The first Numatic cleaners were made up of oil drums, washing up bowls, suitcase handles and furniture castors, basic but functional. Duncan has been described as a marketeer, a salesman and a common sense engineer.

PETER DIGBY | MANAGING DIRECTOR, XTRAC TRANSMISSIONS LTD

Peter Digby joined the Williams Formula One team when he was 21, he left as production manager after six years and achieved a master’s degree. After a brief spell with Team Haas Formula One team he joined Xtrac in 1986, just two years after it had been established. He helped to build the business up to 150 employees and in 1997 led a management buyout from the founder, with 100% owned by the management and employees via the Xtrac Employee Benefit Trust. Today the company employs 275 employees worldwide and turns over approximately £40m with around 70% being exported.

RICHARD ELSE | PLANT DIRECTOR, JAGUAR LAND ROVER

Richard Else, has been leading the expanding Jaguar Land Rover team since 2011. In 2014, the Halewood workforce will have trebled to 4,750 as the Range Rover Evoque is built alongside the All New Discovery Sport. Else has worked for Jaguar Land Rover for over 25 years having joined as a graduate trainee. Prior to joining Halewood, Else was operations director at Jaguar’s Castle Bromwich facility for five years and led the transformation of the Jaguar brand. Else has an honours degree in Mechanical Engineering from Nottingham University, an MSc in Engineering Business Management from the University of Warwick and is a Chartered Engineer.

JAMES DYSON | FOUNDER, DYSON

Educated at the Royal College of Art from 1966 to 1970, British inventor, industrial designer and founder of the Dyson company, James Dyson is best known as the inventor of the Dual Cyclone bagless vacuum cleaner. According to the Sunday Times Rich List 2013, his net worth in 2013 was £3bn. Dyson received the Prince Phillip Designers Prize in 1997, the Lord Lloyd of Kilgerran Award in 2000 and was selected as a Fellow of the Royal Academy of Engineering in 2005. He was appointed a Knight Bachelor in the 2007 New Year’s Honours. He has been the provost of the Royal College of Art since 2011.

C-ET H E M A N U F A C T U R E R T O P 1 0 0

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Considering Will Butler-Adams describes himself as not “highly academic”, the managing director of Brompton has grown the company from a £2m turnover with 27 staff to one of over £15m turnover with more than 130 staff.

Butler-Adams passion for engineering is both electric and contagious as he describes his varied journey to his present role. The MD spent time in South America picking lemons, gained an engineering degree from Newcastle University and a master’s during a year out in Spain, where he became fluent in Spanish.

“I ended up getting this job at ICI,” he says. “There was only one application I applied for and I ended up in Middlesborough, thinking that originally I was going to Argentina. Not quite so glamorous.

“So what I thought was I’ll get the job then I’ll quickly apply for another, then within a year I’ll be doing something trendy and sexy, but as it turned out I had a blast. I really enjoyed my time.

“I was pulling big fat chemical plants apart, sticking them back together again and

all manner of panic, excitement, drama, millions of pounds worth of projects. Hadn’t a clue what I was doing.

“I learnt so much and made loads of mistakes. Then I ended up running the maintenance at the chemical plant at a ridiculously young age and loved it. It was exhilarating 24 hours a day.

“Dramas, chemicals, it was real adrenaline rush and it was an incredible place to put my theory to practice with the support of some amazingly talented people who knew far more than I did.”

He joined Brompton in 2002, became a director in 2006 and took over as the MD in 2008, a quick succession of success, which he says is because he employs individuals that are better than him.

“All I’ve done is employ people who are better than me at 95% of the things that the company needs, that’s why I employed them, because they have the skills I don’t have,” he says.

Not only that, Butler-Adams is relentlessly a glass-half-full type of guy. He tells TM, “It’s like climbing a mountain, if you spend

your entire time looking up you will get depressed. You have to say ‘no’, don’t look up, look down and see where we’ve come.”

Under Butler-Adams’ guidance Brompton has begun a new chapter in New York City and is planning to open an office in Hong Kong very soon. “We are currently in seven locations in seven different cities we want to double that in next three years. We’ve got three of our own shops in China and we want to increase that to four and we want to have 40 stores in the next five years in China,” he explains.

If that isn’t enough for a next chapter, Brompton are also developing an electric drive bike, so watch this space.

Butler–Adams is a trustee of the Education and Employers Taskforce, a charity that looks to get real people from the world of work into schools to bring education to life. In particular he wants to inspire more young people to get out there with wild and wonderful ideas and make things. He is also on the London Regional Council of the EEF supporting similar aims.

WILL BUTLER-ADAMS MANAGING DIRECTOR, BROMPTON

“Mr Butler-Adams is a regular fixture on industry panels, on think tanks and within the media. Mr Butler-Adams has been an actively engaged supporter of both the Made in Great Britain campaign, a Department for Business Innovation and Skills initiative to promote British manufacturing, as well as the Government’s Business is GREAT campaign” – Terry Scuoler, CEO, EEF

Will Butler-Adams rides a Brompton


Chemist, Andrew Churchill, started his career in the early 90s at Burma Castrol in its foundry division, with a guarantee of getting to China within the year, “I wanted to be in China because it was part of the world I knew and I’d learnt Chinese,” a skill that Churchill had picked up from some comrades at university.

Churchill was granted his wish and spent 13 years in China. From there, he moved to Hong Kong, then on to Sydney in time for the 2000 Olympics, where he travelled to Australia and New Zealand running the national sales and marketing divisions for the printing arm of Burma Castrol.

Returning to the UK a couple of years later, Churchill was faced with a question, “I popped back to see the family and show them their new grandson, and it was actually my mother who said ‘I don’t suppose you’ve thought of joining the family business?’” He maintains had he been asked the same question 10 years previously, “it would have been a disaster,” but taking all his previous experience he realised that, “it just seemed to fit and that was 12 years ago,” he says.

The MD has been commended for his effective leadership, which he attributes to, a strong belief that we had a decent strategic plan.

“A plan built on a clear understanding of what our vision and values were for the business.”

Although it wasn’t plain sailing through the economic crash Churchill confesses, “It’s very hard to take a glass-half-full approach, when you’re plunging into recession and you can’t see the other side but unless you’re planning to go out of business, what you need to do, is recognise when the upswing begins and capitalise on the upswing.”

Investing in innovation and apprentices are Churchill’s recommendations for success, “If you stop either of those you introduce a little air gap in the pipeline which is going to cause damage, it’s fundamental to achieving that much valued and abused phrase of a balanced economy,” he explains.

Irrespective of his own success, Churchill is adamant to keep the momentum in manufacturing’s upward trajectory and

truly change perceptions of the sector, manufacturing firms need to engage with young people to make them aware of the opportunities that exist.

“I’m talking about eight and nine year olds, and explaining what the opportunities are, what sort of exciting things could be doing in careers in manufacturing. You’ve got to light that spark and you’ve got to light it at that age.”

Churchill works tirelessly with government and professional bodies to influence policy and champion the needs of the small business. He is deeply committed to flying the flag for High Value Manufacturing in the UK. His next target is to make JJ Churchill a mid-cap company and secure the next generation of management to step up and take more responsibility.

Churchill admits he feels slightly “fraudulent” because he maintains, “That when I look down the list of other winners, I’m sure I will know most of them and be surprised that I’m in their company.”

ANDREW CHURCHILL MANAGING DIRECTOR, JJ CHURCHILL

“Andrew continues to demonstrate not just drive and passion for his business for the development and support of other businesses and leaders. He is a constant contributor to learning events and debates and will challenge the status quo for the greater good”

– Rachel Eade, National Sector Lead for Automotive Manufacturing Advisory Service

Fluent in ChineseStudied ChemistryHis next target is to make JJ Churchill a mid-cap company


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Recently promoted Rowan Crozier, is the brand new CEO of press worker and stamping specialist, Brandauer. At the tender age of 39, Crozier is head and shoulders above his peer group.

The Loughborough University materials and mechanical engineering graduate has been a driving force in the firm’s recent growth, working with his sales team to secure more than £2m of new business in the last 12 months.

Already in his new role, he has shaped a five-year plan to break the £10m mark, which will include launching a new products division, as well as, an export push into Germany, Scandinavia and the USA.

“We have had a number of new business wins, which lay down the foundations for greater growth over the next three to five years,” explains Rowan.

“UK manufacturing is in demand at the moment and we’ve noticed companies not only reshoring work, but working hard to enter international markets welcoming our capabilities.”

He continues: “There’s an increasing capacity issue in Germany for what we do, which we can solve relatively easily given the chance. We’ve also just landed two orders from Sweden and Norway and believe there is a lot more potential out there.

“We already export 75% of our turnover and I can see this growing to 80%, maybe even 85% if we take advantage of opportunities in the EU.”

Crozier attributes his success to passion, keeping an eye on the horizon and most importantly, trying to “understand and learn before preaching,” he says.

“I think there is a delicate balance. You have to respect the people that work for you if you are going to get respect from them back. Also, never be afraid to change what you are doing if it doesn’t suit you or if you don’t like it because you have to come to work to enjoy yourself, be passionate about it. Your ambitions do have to change to enable you to keep moving forward and keep progressing.”

The young CEO’s passion is infectious, but he knows that manufacturing still has many hurdles to vault. “For me UK manufacturing is still alive and kicking.”

“But if we are going to truly deliver the renaissance that I think we are on the cusp of, we have got to pull through at haste all the young talent that is out there.

“You have to scream from the roof top that that’s what we need and we don’t just need that for Brandauer to be successful or for me to be successful. The Government are building a lot on manufacturing being the major player in what is a long term recovery,” he says.

Rowan is an active member of the Midlands Assembly Network. Working with the management team at Brandauer, he has championed a new Improvers Scheme that looks at up-skilling new and existing staff, whilst committing to taking on five apprentices every year.

ROWAN CROZIER CHIEF OPERATING OFFICER, BRANDAUER

“Always have an ambition and an ambition doesn’t necessarily mean money, actually it’s more important that you have an ambition about what you want to achieve in your career and when”

“You have to respect the people that work for you if you are going to get respect from them back”

Career to date: Joined Lucas Aerospace as a graduate engineer and has occupied various roles at PSM International, Gills Cables and Suprajit Europe


ROGER EVANS MBE | MANAGING DIRECTOR, SCHAEFFLER

Roger Evans has more than 30 years experience in the automotive industry and is an NLP practitioner.As head of the Schaeffler Group’s operation in Wales, Evans is part of a company that employs 79,000 worldwide with a turnover of £9bn. He is a board member of Industry Wales, EEF Cymru, Welsh Automotive Forum, Wales Management Council and MAS Ambassador. He is chairman of the Welsh Manufacturing Forum, the corporate board of Coleg Sir Gar, a council member of Trinity St David’s University, chairman of the Wales Quality Centre and chairman SEMTA Skills council South Wales.

KEVIN FITZPATRICK | VICE PRESIDENT FOR MANUFACTURING UK AND MANAGING DIRECTOR, NISSAN One of the original 22 supervisors hired to launch production at Nissan in Sunderland, Kevin Fitzpatrick’s career has seen him rise through the company, in line with the plant’s growth in scale and importance. Fitzpatrick has worked at Nissan for nearly 30 years and began his career as an apprentice fitter and turner with the Royal Ordnance Factory (R.O.F) in Birtley, UK. He progressed to technician apprentice in 1977 and professional and technology officer in 1982. In April 2007 he became deputy managing director, followed by a promotion in April 2010 to vice president, manufacturing UK. He was appointed managing director of Nissan Motor Manufacturing (UK) Ltd in April 2012.

KATEY FELTON | FOUNDER, SILVERSMITH

Katey Felton is an entrepreneur who has built a successful silversmith business in Sheffield. She is specialised in chasing and repousse techniques and each piece in her collection is individually hand formed. Felton has received several awards; with the most recent being from Goldsmiths’ Craft and Design Council. Commissions include corporate silverware for the G8 Summit, a large scale centrepiece for the National Trust’s Nostell Priory and a private commission for the Duke of Devonshire at Chatsworth House.She has work on permanent display in the Sheffield Assay Office Collection and a range of work in the Sheffield Galleries & Museums Trust metalwork collection.

STEVE FOOTS | GROUP CHIEF EXECUTIVE, CRODA INTERNATIONAL

Appointed to the board in July 2010 and group chief executive since the beginning of 2012; Foots possesses strong business, operational and strategic leadership and wide-ranging sales and marketing experience. Foots joined Croda as a graduate trainee in 1990 and has held a number of senior management positions in the Group, becoming president of Croda Europe in July 2010. Prior to this, Foots held a number of managing director roles across Croda’s European business. Foots is chairman of the group executive committee, member of the nomination, risk management and group SHEQ steering committees.

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CHRIS EMSLIE | CEO, FIBERCORE

Mechanical engineer Dr. Chris Emslie has spent 32 years in the Optical Fibre Industry. His time has been spent transferring complex, laboratory-scale manufacturing processes into the commercial arena; developing the controls, test-protocols, documentation and quality standards required by industry whilst maintaining the exceptional functionality, performance and service demanded by customers. Today, Fibercore is recognised as both a pioneer and leader in its field. It still manufactures 100% in the UK, exports 98%, has won four Queen’s Awards and has products on Mars.


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George Edwards is somewhat of a manufacturing sensation: he has started his own business; spent the summer at international cosmetics manufacturer, Coty, developing a robotics training cell; and is due to take up a placement at BAE Systems and all at the tender age of 19.

The young entrepreneur is currently on a very busy gap year and is set to launch GasSense in March 2015.

Quite modestly, Edward tells TM that his path to success was a lucky one, facilitated by the school and the role models that surrounded him.

“I was very fortunate that my school offered engineering A-level. I kind of fell into it, through a structured syllabus.

“Also my teachers, lots of parents, and the network around the school have been really inspirational engineers. I got really excited and engaged by it.”

It was Edward’s engineering teacher, who was keen on caravanning, that inspired GasSense. Mr Swindley complained to George of a poorly working product and suggested he try to find a solution to the problem.

“I was encouraged by the school to patent it and formed this business and have been

developing the product form there.” But luck can only get you so far, Edward is incredibly smart, eloquent and understanding of the fact that manufacturing is crucial to rebalancing the British economy and that changing popular perceptions of the industry is integral to drawing fresh, young people into the sector.

Edward maintains young people need access to the industry, to understand the opportunities that it has to offer.

“It’s actually a very creative, fun, flexible industry. There are many different opportunities, whether you want to travel, meet different people, see different processes, if you don’t want to be stuck at a desk or you don’t want to be on the shop floor.

If you want to go into management, or technology and processes interest you or design.”

The 19-year-old is insistent that if young people were familiar with manufacturing they would want to be a part of it. “It’s a really glamorous industry,” he says. “If you look at some of the products that are being manufactured with really, lovely, interesting people. And I think those are the sort of dimensions of it that get lost when people think about boiler suits, casting and metal bashing.”

What bothers Edwards is that although Government is “on board” and doing “fantastic” things to promote manufacturing, the different bodies like UKTI and the department for education “don’t talk to each other,” he maintains.

“I’d like to see cohesion and a united front from Government, industry and education. We need the right message to communicate it across.”

Even more encouraging is Edward’s contagious passion and enthusiasm. He is involved in several projects that are flying the flag for manufacturing including the ERA Foundation and its Born to Engineer Campaign, as well as a film project for the Royal Academy of Engineering.

Finally, how does this bright, young star feel about being shortlisted for The Manufacturer Top 100?

“It’s fantastic. The sense of occasion that what I’m doing is important on this quite spectacular scale and it’s good to know that other people value what I’m doing. Hopefully with this conglomeration of support, the work I’m doing, and outreach will be as effective as it possibly can be.

“It’s fun but also functionally making a huge difference. I hope that this can facilitate this united front that I talked about.”

GEORGE EDWARDS TECHNOLOGY FOUNDER, INVENTOR AND ENGINEER

“The 19-year-old is insistent that if young people were familiar with manufacturing they would want to be a part of it”

“Hopefully with this conglomeration of support, the work I’m doing, and outreach will be as effective as it possibly can be”

Education: The King’s School, Canterbury10-year ambition: “I would like to be self-employed and designing and facilitating the production of products”


In 1992 Hugh Facey sold his company, Estate Wire and gave a percentage of the proceeds to the workforce. In 1986, after a conversation with an exasperated farmer about joining fence wires together, the wire-salesman and entrepreneur was inspired with a better way of connecting wire.

In 1988 Facey launched the original Gripple fastener in the UK and three years later, Gripple Ltd was born. Facey is now executive chairman of Sheffield-based Gripple Ltd.

In 1990 the Gripple was awarded the much coveted Concours Lepine, France’s great design contest, which Facey told the Daily Mail in 2012, “It dates back to 1901 and we won the highest accolade, the Grand Prix du President.” A year later the invention won the Prince of Wales Award for Innovation an honour that “really put us on the map in Britain,” he said.

With two operations in Sheffield and bases in Chicago, Strasbourg and New Delhi and 400 staff, employee-owned Gripple is now a multi award-winning manufacturer of a huge range of wire joining Gripple products which

are revolutionising the suspension of building services, the installation of agricultural fencing and the tensioning of vineyard trellising. For many years Hugh has been a board member of the Employee Ownership Association, which has a base at Gripple.

Facey is adamant the key to manufacturing success is employee ownership, he says, “We believe that employee ownership in manufacturing creates a culture of innovation and world class performance.” Facey actively encourages other firms to participate in this nature of ownership.

“We encourage more companies to engage in employee ownership, which would help drive collaboration with UK suppliers and universities to provide the quality, capability and engineering resource needed to be self-sustaining, raising the demand for UK manufactured products on a global scale,” he explains.

Within the firm, it is a condition of the company that all employees have to buy at least £1,000 worth of shares by the end of their first year with the company.

Facey maintains that this style of ownership fosters openness and trust, while ensuring each individual has an opportunity to learn and be more involved if they desire to.

In July 2014 the firm celebrate 25 years something that Facey says, “Was a proud day for us.” He continued, “We never predicted the enormous potential and success of the Gripple fastener… Now we are all working on the next 25 years.”

HUGH FACEY MBE CHAIRMAN, GRIPPLE

“From modest beginnings, Hugh has developed the business into a sizeable operation of £20m turnover. He has won awards for the device and also for his progressive management style which seeks to achieve the highest levels of employee engagement. Hugh is passionate about UK manufacturing and innovation” – Dick Elsy, CEO, High Value Manufacturing Catapult

Launched Gripple in 1988In 1990 the Gripple was awarded Concours LepineIn 2014 the firm celebrated 25 years


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Colin Larkin’s self-effacing personality is refreshing, he doesn’t seem to possess an ounce of arrogance considering his vast knowledge of the factory floor. A 30-year CNH veteran who has risen successfully through the ranks, Larkin began his career at the agricultural and construction equipment manufacturer, as a production operator on the assembly line.

“When I left school I was into cars and car parts. But working in a factory was never my goal. I took a job that was reasonably well paid but was very manual and labour intensive.”

Now, as plant manager, Larkin plays one of the most integral roles in the entire operation. His advancement through the levels of the organisation are an inspiration to future generations, he told TM: “I worked for three years on the assembly line, as a production operator. I was beginning to get very bored and thought ‘I’ve got to try something else’ when a quality inspection job came up.

“That job sent me back to college to study mechanical engineering, which then got

me a promotion into a white collar job; several years and several different jobs, from process engineer to quality engineer.

“I then went back to Open University and studied management and business and since 2002 I’ve been a manager at the plant.”

Larkin’s own professional experience means he is adamant about bringing new talent into the business. The firm has taken on 15 apprentices in four years, he told TM: “We want to grow them through the business but at the same time we want to bring in new apprentices year or every two years, at least.We try to say to them it’s a competitive world and you need to show that you’ve got all the attributes and if you’re good there may be a full time job.

Larkin has been praised for his leadership skills which he attributes to “professionalism, the ability to listen, coach and use your own experiences.” Larkin maintains that an integral part of good leadership is knowing that “no one solution fits all,” and it is valuable to “show people a different way” rather than simply telling them what to do.

What does the future hold for Larkin? His target is to continue to make the plant look 10% better every year, as well as maintaining his own professional development.

“I want to grow and understand more about World Class Manufacturing and lean methodology and see it applied in a number of different businesses.”

When asked what advice he would give his younger self, Larkin responds with what he calls “the usual stuff.”

“Be prepared for a challenge, be prepared to work as part of a team and be prepared that some days won’t go the way you planned. Make sure you come back with the right attitude to start all over again the next day.”

COLIN LARKIN PLANT MANAGER, CNH

“We want to grow apprentices through the business but at the same time we want to bring in new apprentices year or every two years, at least”

“Colin maintains that an integral part of good leadership is knowing that ‘no one solution fits all,’ and it is valuable to ‘show people a different way’ rather than simply telling them what to do”

Career to date: Joined CNH 30 years ago as a production operator, occupied roles as process engineer, quality engineer, safety and since 2002 Colin has been the plant manager


ALAN FOSTER | OPERATIONS DIRECTOR, MCLAREN

Alan Foster has forged a 38-year international career in the automotive manufacturing industry. Spending more than 24 years in management, executive and board positions, Foster has the breadth and depth of knowledge and experience that is world class. Under Foster’s guidance, McLaren has developed from an automotive organisation without a manufacturing or quality core to what has been labelled an “Iconic Manufacturing Organisation”. Foster has spearheaded the growth of global brand awareness. Foster has given numerous lectures and presentations at numerous universities in the UK and at several high profile manufacturing firms such as GlaxoSmithKline and Unipart.

DAVE FOTHERGILL | MANAGING DIRECTOR, TECHNICUT

David Fothergill joined the Technicut team in 2002 in a commercial capacity where he spent a number of years supporting the growth of its UK cutting tool manufacturing activities for the aerospace industry, resulting in his appointment as business development manager. In 2010, Fothergill became MD of Technicut and since his appointment he has continued to support the business in its ongoing development of innovative products and expand its integrated supply services to the global aerospace market.

CRESSIDA GRANGER | OWNER AND MANAGING DIRECTOR, MATHMOS

Mathmos was founded by the inventor of the lava lamp in 1963. Between 1989 and 1999 Cressida Granger led sales growth from almost zero to £18m turnover. The company has won two Queen’s Awards for export and a number of other business awards. In recent years Cressida and the design team at Mathmos have created new award winning lights. In 2013, Mathmos celebrated its 50 birthday and 50 years of British manufacture of their lava lamp range. Granger is a director of the Made in Britain Campaign. Granger is a History of Art Graduate.

NEIL GINGER | CEO, ORIGIN GLOBAL

Neil Ginger set up Origin Frames twelve years ago alongside his cousin Victoria Brocklesby, after years in the family firm designing and building swimming pools. Over the last 12 years, Ginger has built the Origin brand and reputation to be synonymous with product and service superiority and excellence. Showing great innovation, Ginger has now also added premium quality aluminium windows and electric roller blinds to the Origin range, building the company into what is now a £17m turnover business, with operations in Dubai and America, and plans for further growth in both UK and overseas markets.

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GEOFF FORD MBE | CHAIRMAN, FORD

Geoff Ford has been a passionate voice and inspirational force driving manufacturing prosperity and promotion in the North East for 40 years. A businessman of impeccable repute, his range of past and present achievements are many and varied, yet always stem from a commitment to make the region and its people economically prosperous and to strengthen manufacturing. Joining the company in 1974 and chairman since 1985, his vision has led to record-breaking growth, the capture of new global markets, and sector enhancement through initiatives such as the creation of the Advanced Manufacturing Forum and the Ford Engineering Academy.


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JOE GREENWELL CBE | CEO AUTOMOTIVE INVESTMENT ORGANISATION, UKTI

A graduate of the University of East Anglia, Joe Greenwell served as chairman and CEO of Jaguar Land Rover from 2003–2005 and chairman of Ford UK from 2009-2013. Greenwell leads the Automotive Investment Organisation (AIO), which will be funded with up to £3m from 2013-15 and will attract inward investment to the UK. He was awarded a CBE in the Queen’s birthday honours 2011.

TONY HAGUE | MANAGING DIRECTOR, PP ELECTRICAL SYSTEMS

Tony Hague left school at 16 to undertake an apprenticeship for a sensor and instrumentation manufacturer, this started a 30-year love affair with the industry. Hague joined PP Electrical Systems in 2001 as commercial director and was promoted to managing director three years later. He has transformed the Cheslyn Hay-based firm into a world class provider of controls and automation systems, supplying 12 of the globe’s leading machinery manufacturers. The company has increased growth by 400% to £18m annual sales, which has led to seven Best Factory Awards and recognition with Manufacturing Excellence. Hague is on The Manufacturer’s editorial advisory board and chairs the Midlands Assembly Network.

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ROGER HARTSHORN | MANAGING DIRECTOR, HL PLASTICS

Roger Hartshorn is highly influential in the windows industry, having built a team of experts to design and launch the energy efficient Liniar range. Leading the business through substantial growth despite an economic recession and a major downturn in the building and home improvement sectors, Hartshorn was voted one of Window Industries’ Most Influential People in 2013. HL Plastics won Derby Telegraph Company of the Year 2014 for innovation and growth, and hosted a PM Direct session with David Cameron in May 2014 in its Derbyshire mixing plant.

ANDREW HODGSON | CEO, SOIL MACHINE DYNAMICS

Andrew Hodgson has driven exponential growth at Soil Machine Dynamics. Since the former BAE Systems strategy director was hired in 2008, the firm’s fortunes have been transformed, with turnover more than trebling to around £130m. (Since 2010 staff numbers have doubled to more than 400). Hodgson is committed to supporting apprenticeships and the company’s graduate scheme. The business currently holds the Queen’s Awards for industry in both innovation and exports. Hodgson is vice chair of the North East LEP, chair of Subsea NE and a board member of Subsea UK. Personal awards include EY Entrepreneur of the Year, North East Business Exec of the year and EEF UK Manufacturing Champion.


DR GRAHAM HONEYMAN | CHIEF EXECUTIVE, SHEFFIELD FORGEMASTERS

Graham Honeyman has a BSc (Hons) and an MSc in Engineering Materials Technology from the University of Aston, as well as a PhD from Teesside University. In 1997 he was awarded a silver medal from the Royal Academy of Engineering for outstanding contribution to British engineering. In 1988 Honeyman joined Sheffield Forgemasters as Technical Director. He led a management buyout of the company and was appointed chief executive in 2005. Honeyman was awarded a CBE in 2008. Honeyman was voted the International Person of the Year 2013 at the YBI International Business Awards and named CEO Of the Year 2013 at the national Private Business Awards.

Career to date: Joined Imperial Tobacco on a graduate scheme

Joined Accolade Wines, formerly Constellation, and occupied five different roles, now global manufacturing director

If you ask Richard Lloyd what makes a good leader in manufacturing, he will tell you, “understand why”.

He elaborates “I don’t think you should ask anyone to do anything unless they understand why. We very much operate a facility where before someone does something they know why it is important.”

Lloyd joined Accolade Wines, formerly Constellation Brands, in 2007 from Imperial Tobacco where he had quickly risen through the ranks to become production manager, having started as a graduate trainee.

He holds a BEng in Manufacturing Engineering from Nottingham University and completed an MSc in Lean Operations Management. He began work at the Bristol wine production site as packaging manager where the success of his leadership and improvement programmes have led to him taking the role of global manufacturing director.

Lloyd has worked on embedding the five lean principles at the core of all activities whilst targeting all employees to be aligned,

engaged and empowered to improve the site in every aspect day after day.

But success has not gone to Lloyd’s head, attributing his achievements to both timing and luck: “Being in the right place, joining a business like Accolade gave me huge freedom. You have to be conscious you will make mistakes and I have made mistakes. I suppose I have also been reasonably bold.”Lloyd is passionate about drawing young people into manufacturing and believes it is the right time to make a sustained change, particularly as right now “people are proud of British things,” he tells TM.

“I think that people like to buy British meat, British cars and items that are manufactured in the UK. This sort of patriotic movement of business at the moment in the UK is only going to help manufacturing. People are proud to say ‘this has been produced in the UK’, I think we need to just make sure we ride that wave.”

However, Lloyd knows that the path to success is seldom simple, believing that the difficulty in finding “quality engineers” is a perennial problem in UK manufacturing

across the board. To solve this problem Lloyd informs TM “keep working on this, it’s cool to become an engineer, you can have a great career.

“The industry still hasn’t shaken off some of its stigma of the past of not necessarily being the world’s greatest career move.

Although, Lloyd says he is “incredibly honoured and proud” that TM has placed him in this top echelon, there’s no time for Lloyd to rest on his laurels, he says, “The next big target for me and the company is just to drive our performance. So for me, it’s just making sure that all the skill set, all the energy that we put in day in day out, is truly going to deliver what the consumer wants, not what we think they want.”

RICHARD LLOYD GLOBAL MANUFACTURING DIRECTOR, ACCOLADE WINE

“The next big target for me and the company is just to drive our performance. So for me, it’s just making sure that all the skill set, all the energy that we put in day in day out, is truly going to deliver what the consumer wants, not what we think they want.”


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Former Rolls-Royce engineer, Adrian Maxwell, proudly flies the flag for British-made coffee machines in a market saturated by foreign competitors. Maxwell has driven the innovation and expansion of the 49-strong business, which has marked double-digit growth year-on-year since 2009 and posted an unprecedented £4.1m turnover in 2014. From 2013 to 2014 Maxwell’s leadership grew sales by 12%, with exports accounting for 28% of turnover to 70 countries, including Italy, for espresso and cappuccino machines.

“Our biggest market is still the UK with 75% of business done here. At the moment our biggest export market is Australia, while we’re doing well in places like the Middle East, Poland and Korea. We’ve recently had our first order from China,” he explains.

“We are now seeing our machines abroad, if you go to the Middle East, to a shopping centre in Dubai, you can have a cup of coffee from our machines,” an achievement that Maxwell is immensely proud of. To other firms seeking to expand business with export, Maxwell advises that keenness and passion are a recipe for success when taking business abroad.

Maxwell’s pride in British manufacturing is captivating, “people really like British products,” he beams. “We actually used to hide the fact we were a British manufacturer for a long time. We make great stuff in Britain. It’s becoming more apparent in this country that we do make stuff here and there is a lot of family businesses out there. “But we don’t talk about it enough though. We’re have a high standard of engineers and produce some genuinely world leading stuff. In terms of product quality we are world leaders.”

Maxwell joined the family business in 1987 as a service engineer and took over from his father as MD in 2009. He calls his father, Frank Maxwell, his business hero and says the best thing about working in a family business is being “united in a common goal” and we are now seeing our machines when you go abroad if you go to the Middle East, Dubai to the shopping centre you can go and have a cup of coffee from your machines.”

If Maxwell could go back and do it all again he says he would tell his younger self to respect other people and work your absolute hardest.

“If you do those things you will reap the rewards. Many people want everything immediately and it’s just not possible. You have to work for it and you have to be patient. If you think it’s just going to come to you, you will be waiting an awful long time.”

Recently praised by the Prime Minister, Francino’s machines featured at the G8 Summit in Enniskillen in 2013, the manufacturer’s 50th anniversary year, in which it scooped a raft of awards including EEF’s Winner of Winners and UK Outstanding Export prizes.

ADRIAN MAXWELL MANAGING DIRECTOR, FRANCINO

“You have to work for it and you have to be patient. If you think it’s just going to come to you, you will be waiting an awful long time”

“Adrian has driven the innovation and expansion of the 49-strong business, which has marked double-digit growth year-on-year since 2009”

From 2013 to 2014 Maxwell’s leadership grew Francino sales by 12%Recently praised by the Prime MinisterFrancino’s machines featured at the G8 Summit in Enniskillen in 2013


Scottish businessman Jim McColl is a force of nature, leaving school at 16 to embark on an apprenticeship at one of Scotland’s leading engineering companies, Weir Pumps, he climbed the ranks through junior and senior positions, as well as completing a bachelor’s degree and two master’s degrees six years after starting his career. McColl was headhunted in 1985 by Coopers & Lybrand as a senior consultant in corporate care to work with companies experiencing financial difficulties. In 1986, he branched out on his own becoming a consultant.

With numerous successful turnarounds under his belt, McColl bought a 29.9% stake in Clyde Blowers plc in 1992, a small engineering company with a full listing on the London Stock Exchange. Jim led a management buyout of Clyde Blowers plc to take the company private. With McColl at the helm, the business has grown substantially from a £3m turnover to £1.4bn, no mean feat by any stretch of the imagination. And how did McColl achieve this?

“It’s a good understanding of the market you are involved in and a clear vision

that’s well communicated, for what you’re hoping to achieve, of what you feel is the addressable market for you. And an ambitious goal for growth,” he explains.But according to McColl, it’s not just good leadership that inspires manufacturing success, in October 2014 McColl launched Newlands Junior College, a vocational school aimed at providing career opportunities to young people. Students who complete the two-year course will be guaranteed an apprenticeship or a place at college. The new facility is even built on a former site of McColl’s Clyde Union Pumps factory in Cathcart.

Along with an investment in future talent, McColl is pushing the expansion of the business. In September 2014, Clyde Blowers bought Ferguson Shipbuilders as part of McColl’s vision to “diversify the business”, the entrepreneurial powerhouse then went on to re-hire 30 of 70 employees made redundant, with long-term staff numbers to reach between 200 and 300.

With a lengthy career, littered with veritable triumphs, it would not be surprising if the only advice McColl could give to his younger self was to do everything exactly

as before, but with pure humility McColl is still able to pick holes in his career performance, he says, “Believe in yourself.”

“Once you’ve done the analysis, and you’re sure of your markets, really believe in yourself, and what you can achieve. Maybe, earlier on I was a bit more cautious, and doubted certain things, but as you develop these businesses, it becomes more and more clear that it’s not as complicated as you maybe thought it was. Very often you’ll look back at a problem and think it can’t be that simple, But very often it is.”

JIM MCCOLL OBE FOUNDER, CHAIRMAN AND CEO, CLYDE BLOWERS CAPITAL

“With McColl at the helm, the business has grown substantially from a £3m turnover to £1.4bn, no mean feat by any stretch of the imagination”

“In October 2014 McColl launched Newlands Junior College, a vocational school aimed at providing career opportunities to young people”

Career-to-date: Joined Weir Pumps as an apprentice, appointed senior management position in 1981, 1985 head-hunted by Coopers & Lybrand as a senior consultant in corporate care, bought a 29.9% stake in Clyde Blowers plc in 1992


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GARETH JENKINS | CEO, FSG TOOL & DIE LTD

During his 40 year career in manufacturing, Gareth Jenkins is passionate about the development of young people. A former apprentice himself he championed modern apprenticeships. Jenkins was recently appointed by the Welsh Government to chair for Industry Wales, he is also the chair of Engineering Employers Federation for Wales and Ebbw Vale Enterprise Zone. In his work with industry and Welsh Government he has helped develop: ProAct, the preservation of 10,000 jobs in the recession; Manufacturing and Enterprise Zone Strategy for Wales; Pathways to Apprenticeship scheme, which places 2,000 additional people into the sector; Skills Growth Wales aimed at increasing the employment of 4,000 people in the sector.

GARETH HUMPHREYS MBE | EDUCATION ADVISOR, MBDA

Gareth Humphreys started at MBDA Missile Systems 39 years ago as an engineering apprentice. Today he is directly accountable for 74 business and engineering apprentices, 50% of which are female. Humphreys has overseen the training of 24 World Skills UK Champions Gold Medal Winners in Skills since 1992. Humphreys has worked for 15 years to ensure strong diversity in Engineering/Manufacture. Humphreys is a NAS Ambassador in the Northwest and chairs the Hertfordshire and South Cambridge Board. He has attended ten World Skills Olympics Competitions, two as an expert and six as chief expert in Industrial Electronics. Gareth has a master’s in education and was awarded an MBE in 2004.

JEFF IMMELT | CEO, GE

Jeff Immelt has held several global leadership positions since coming to GE in 1982, including roles in GE’s Plastics, Appliances, and Healthcare businesses. In 1989 he became an officer of GE and joined the GE Capital Board in 1997. Immelt has been named one of the World’s Best CEOs three times by Barron’s and was the chair of President Obama’s Council on Jobs and Competitiveness. He is a member of The American Academy of Arts & Sciences. Immelt earned a BA degree in applied mathematics from Dartmouth College in 1978 and an MBA from Harvard University in 1982.

TIM HOPKINSON | MANAGING DIRECTOR, HARGREAVES DUCTWORK LTD

Tim Hopkinson has been managing director of Hargreaves Ductwork Ltd since 2011. He has built on 140 years of heritage and the firm’s worldwide reputation to drive continuous growth. Hopkinson has focused on new market sectors along with building on Hargreaves unparalleled excellence within the Nuclear sector. Hopkinson has extensive experience in construction and building services. Starting as an apprentice at a Derbyshire steel company, Chesterfield Cylinders, after 15 years Hopkinson became production engineering manager. Transferring to an electrical contractor, specialising in systems integration for process industries, he advanced to the role of managing director before joining the board of a South Yorkshire mechanical and electrical contractor.


ANDREA HOUGH OBE | MANAGING DIRECTOR, AT ENGINE CONTROLS LTD

Andrea Hough joined Hawker Siddeley Dynamics Engineering as a commercial apprentice straight from school. The company changed its name many times over the years as Hough progressed through IT, commercial and then production management before taking over the three manufacturing plants in Farnworth, Welwyn Garden City and Portsmouth during the period when the company was acquired by Vosper Thornycroft in the mid 1990s. In 2004, Hough and her business partner purchased the remaining manufacturing site and so began AT Engine Controls Limited. Hough has a diploma in Business Studies and was recently awarded an OBE in the Queen’s New Year’s honours list for her services to manufacturing.

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RICHARD KIRK | CHIEF EXECUTIVE, POLYPHOTONIX

With over 12 years’ experience in the field of printed electronics, Kirk is credited with many ‘world’s first’ applications in the field of bio-photonics and organic chemistry. His company PolyPhotonix has pioneered the treatment of macular eye diseases using photonic technology and the Noctura 400 mask could save the NHS £1bn a year on current treatments. He is a regular key note speaker internationally and sits on a number of advisory boards. With an early life as a successful artist in France, Kirk has a thorough understanding of the creative process and a unique view on the development of innovation.

SHARON KULIGOWSKI | MANAGING DIRECTOR, DUNPHY ENGINEERING

Sharon Kuligowski was appointed managing director of Dunphy in 2006 and has led the significant growth and expansion of the business. Under Kuligowski’ s leadership, Dunphy has made a range of strategic adjustments to its core product portfolio of industrial and commercial burners including the development of highly environmentally friendly biofuel combustion equipment now successfully sold around the world. Kuligowski led the design and manufacturing development of the company’s low carbon, containerised boiler house products and increased the company’s market share in the provision of energy management software. Her success in manufacturing development has been recognised by two Queen’s Awards for Innovation. Kuligowski serves on the boards of the Manufacturing Institute and the Rochdale Training Association.

PHIL JONES | MANAGING DIRECTOR, BROTHER UK

During Phil Jones’ 25-year career in the technology sector he has provided commentary on innovation, business growth and personal leadership whilst enjoying active engagement with the start-up community and Enterprise CIO sectors. Jones started as a sales rep for Brother and has taken the UK side of the printer manufacturer from strength to strength, as he became UK sales director and then CEO. Heading up a 180-strong workforce and with responsibility for £100m of sales, Jones is a serial speaker on the North West event circuit and has taken Brother into the 100 Best Companies to Work For.

ALUN JONES | MANUFACTURING & PROCUREMENT DIRECTOR, NUAIRE LTD

Alun Jones joined Nuaire in 1995 as an electronic design engineer with an MSc in Electronic Product Design. In 1999, Alun transformed Nuaire’s strategic purchasing function and continued to rationalise and improve the supply chain, delivering lower costs and improved terms. In 2011 Alun was promoted to manufacturing and operations director with responsibility for all manufacturing activities including: procurement, scheduling, sheet metal, assembly, distribution, quality, safety, environmental and after sales service. In this role he has improved efficiencies across all departments and systematically increased capacity.

DAVID KEENE | OWNER AND MANAGING DIRECTOR, RDM GROUP David Keene joined Rover Group as a sponsored student in 1982 and graduated in 1986 with a degree in electrical and electronic engineering becoming a chartered engineer in 1994. In 1993, he formed his own company, now called RDM Group. He has gone on to start, acquire and sell further companies. Keene’s companies now have a combined turnover of £12m and employ 65 people across sites in Coventry and Birmingham. Keene holds several company board positions and additionally has personal investments in over 10 companies across a wide range of sectors. Chairman of the ‘Niche Vehicle Network’ for 10 years, Keene is on the board of the UK Automotive Council. Keene is passionate about new product development and manufacturing in the UK.


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DR. DAVID LANDSMAN OBE | EXECUTIVE DIRECTOR, TATA LTD

Appointed in May 2013, Dr. David Landsman is chairman of the Tata Network Forum (Europe), a key part of Landsman’s role is driving forward Tata’s commitment to creating long-term sustainable value for the group and its communities; aligning the broad range of corporate responsibility initiatives and promoting Tata’s skills agenda. Landsman served in the UK’s Foreign & Commonwealth Office, joining in 1990, and in 1997 became Deputy Head of Mission in Belgrade. He was appointed as Ambassador to the Republic of Albania. Before taking up his role as Ambassador to Greece in 2009 he served as head of the Counter Proliferation Department and was also seconded to De La Rue plc.

NICK LAW | OPERATIONS DIRECTOR, ALLIED BAKERIES

Nick Law joined United Biscuits in 1989 as a graduate production trainee, working through several manufacturing management roles, including setting up a new site to make Hula Hoops and becoming factory manager. He moved to Allied Bakeries in 1999 as general manager of Stoke bakery, became Midlands regional general manager in 2002, head of operations development in 2006 and operations director in 2007. Law oversaw a £100m plus upgrade of UK sites from 2012-14, part of the success that pushed the company to become the UK’s second largest baker.

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STEVE LINDSEY | CEO, LONTRA

Chemistry graduate, Steve Lindsey is founder and CEO of fast-growing Coventry-based firm Lontra. Lindsey reinvented one of the company’s most basic machine components, Lontra’s flagship IP is the Blade Compressor. In 2014 Lindsey signed a deal with global manufacturer Sulzer to license his invention which will see the Blade Compressor sold worldwide. To date, Lindsey’s invention has received £3m in equity investment and £500,000 from other funding.

PAUL LOEFFEN | CEO, COBALT LIGHT SYSTEMS LTD

Prior to joining Cobalt Light Systems, Paul Loeffen co-founded Oxford Diffraction Limited in 2001 and was the CEO until its acquisition in 2008 in a deal worth £48m. During seven years of rapid growth, Loeffen developed Oxford Diffraction into a major supplier of X-ray research instrumentation for industry and academia, with operations and sales in Europe, North America and Asia. Loeffen has held management positions in Oxford Instruments plc and Varian, Inc. in marketing and general management. He has an MBA and a PhD in physics and, in his early research career, worked for several years at international laboratories in Switzerland, Germany and France.

KEITH LONGMAN | YARD MANAGER, BERTHON BOATS

Keith Longman started his career as a marine engineering apprentice in the 1980s. He rose through the ranks at his current company, Berthon Boat Co Ltd and has a varied managerial background including engineering, facilities management, HR and EH&S. Longman is passionate about the promotion of skills based careers. He has an in depth knowledge of apprenticeships, is an ambassador for the National Apprenticeship Service and is a frequent industry speaker on the subject. Longman sits on the British Marine Federation training services committee and the SEMTA South East & London regional council. He is also a charity trustee sitting on the board of IBTC Portsmouth.


Rolls-Royce’s director of manufacturing has 28 years in industry under his belt and has led many changes both in the companies he has worked for, and across British industry as a whole. But he’s not satisfied. He has unfinished business. “I am totally dedicated to developing knowledge based adaptable manufacturing excellence,” he asserts.

People talk a lot about labour cost and productivity but for me the hidden cost of ‘non-quality’ in manufacturing offers the biggest opportunity for achieving true excellence.

“If we can go to the Moon, or to Mars and back, why can’t we make manufacturing so fool proof that inspection becomes yesterday’s norm? Why can’t our systems sustain and self-correct themselves in a way that always creates the right product to the right specifications? This is what I absolutely yearn for and I do not think that we are that far away from it.”

Mughal senses a manufacturing revolution in the wind that will radically change the way the sector is understood and operates in the next 30 years.“Relatively speaking the changes we have

seen in manufacturing over the past 40 years have been gradual. This won’t be the case going forward,” he says.

Mughal’s knowledge-based adaptable manufacturing vision will require a swathe of leaders to embrace concepts and technologies for a new approach to competitive advantage.

“This will require the integration of manufacturing knowledge and systems from the product master model to the shop floor, with everything connected to the master model in real time, self-correcting and adjusting itself accordingly,” Mughal enthuses.

“This would make the world of manufacturing so different. It would free people up from the mundane shop floor monitoring activities to developing the next generation of processes, technologies and systems.”

Having caught the manufacturing bug, Mughal’s devotion and reverence for his sector has grown and grown. He has become a fervent advocate of its manifold economic and social benefits and a key influence in the rehabilitation and nurturing of Britain’s industrial landscape.

Mughal is a hard worker extraordinaire – something he says was nurtured in his time working in the automotive sector – and his career with one of the biggest names in British industry has run concurrent with some significant developments for its manufacturing function.

Since Mughal joined Rolls-Royce its global footprint has developed significantly, new standards and processes have been introduced and product innovation has advanced apace.

Between 2004 and 2008 alone eight new factories were built. While contributing to this physical investment, Mughal has also led a cultural investment in manufacturing, making it a more prominent and appreciated part of the broader professional spectrum of capabilities in Rolls-Royce.

He has also brought a new culture to manufacturing processes themselves, sensitively deploying knowledge about lean production learned from his early days in automotive – a time which he says has “left a big mark on” his career.

DR HAMID MUGHAL MANUFACTURING DIRECTOR, ROLLS-ROYCE

“Hamid provides inspirational leadership in manufacturing for one of the UK’s most prominent and successful engineering companies, Rolls-Royce. He plays an important role in promoting manufacturing more broadly, for example through his involvement with the High Value Manufacturing Catapult” – Professor John Perkins, Chief Scientific Officer, BIS

28 years of experience in industryDeveloped Rolls-Royce global footprint


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Considering Jane Robinson starts her interview with, “Basically, I failed my A-Levels,” the director is an outstanding example of hard work and achievement in manufacturing. Robinson progressed through administrative positions to land the role she occupies today.

Although growing up in a school environment where engineering was an option, Robinson was very much a product of gender stereotyping at the time, “It was assumed that you would do girl subjects and boys did boy subjects and it was as simple as that.” Robinson attests that despite progression in this area, if girls show an interest in STEM subjects, it is imperative that those interests are nurtured.

“Girls that have any kind of aptitude for any kind of STEM subject probably need a bit of encouragement because, even now, girls are not fully aware of what options are open to them. There’s a lot of misconceptions.”

Regardless, Robinson’s career flourished and her expertise came as a result of professional experience, “20 years ago I went to work for a laser business and learnt an awful lot. I worked for some really good people and companies.

That gave me a huge grounding, so I don’t have any great qualifications. Then we were setting up cutting technologies 12 years ago, we were doing it for someone else, so why don’t we do it for ourselves? It really was as simple as that.”

Despite her achievements, Robinson has faced many challenges, particularly as a woman in a male dominated industry, “Back in the earlier days, definitely, there was a lot of misconception,” she says.

“I remember picking up the phone to people and they would want to talk to someone in technical and I would say, ‘Can I help you with that?’ and they would assume that because you were a female you wouldn’t be able to help them.”

This isn’t a problem for Robinson anymore as she highlights that “fortunately perceptions have changed an awful lot and it’s less of a problem now.” But the director underlines that manufacturing perceptions still have a way to go.

“I think it’s exactly through things like this, role models and painting an accurate picture of what manufacturing and engineering

is about today. People will assume that a factory is a filthy, dirty place, not pleasant to work in, the hours are not necessarily good and the wages might be poor. All those things are absolutely wrong. There’s a lot of flexibility and its getting that point across and keep hammering home that message in as many ways as possible.”

Robinson is passionate that changing perceptions will address the skills shortage, which she believes remains a major issue, saying “it will only become more and more of a problem”.

She validates her point saying, “That’s why education, training and making sure that manufacturing is a viable career option for people is important. Kids need to understand it and actually think it’s a good choice.”

So what does the future hold for Cutting Technologies and Robinson?

“Bigger and better,” says Robinson. She aims to expand the business by promoting creative work and working with more designers on manufacturing projects, whilst maintain the firm’s core business as engineering.

JANE ROBINSON DIRECTOR, CUTTING TECHNOLOGIES

“Jane is a breath of fresh air in manufacturing, challenging perceptions and raising the bar within the industry” - The Manufacturer

“Jane is passionate about laser cutting and manufacturing and proudly champions our region’s manufacturing excellence. She’s a regular commentator on national TV and radio and works closely with the EEF to highlight issues affecting the industry”- The Manufacturer

“Robinson progressed through administrative positions to reach her current role.”Set up Cutting Technologies 12 years ago


Established in 1701, Philip, Peter and Robert Salt are the tenth generation in one of the oldest manufacturing businesses in the UK. The company has evolved over the years, responding to gaps in the market and social change, in World War I it made artificial limbs for injured soldiers and now it specialises in ostomy and orthotic products.

Under the guidance of the three brothers, the organisation has experienced considerable growth in last nine years, “We’ve made lots of investment, we’ve turned into a very profitable company and we are growing fast,” says CEO Philip Salt, the eldest of the trio. A period that Peter Salt concurs is “very exciting”.

Though the firm’s biggest single customer is the NHS, the brothers have been successful in focusing on markets untapped until recently. “The health service has a limited budget obviously and wherever you are in the world they want more of what you’ve got but at a lower price, we’ve taken that on-board and we manufacturer everything in the UK, in the Midlands and in Horsham, and export is quite an important part in our business,” says Philip. The firm’s export turnover is up from £4m to £15m, with its ostomy

products now distributed across Europe, North America, Australia and Japan.

“Companies around the world tell us time and time again that they feel safe working with a British company. They know they will find innovation, quality products and services and value for money,” export director, Robert asserts.

But there’s no sibling rivalry to hinder the brothers’ accomplishments. “I’m not saying we never fall out, if we do fall out, we have a pint on the way home and sort it out,” the Salt brothers explain. Philip elaborates that they don’t usually disagree on strategy and maintain that a great friendship outside of the office sustains an effective working relationship. Family is integral to the business, “In fact, probably, family is more important than the business but that is a business thing, not a family thing, if the family isn’t working then the business won’t work,” Philip says.

What is most exciting for the brothers and the firm is that it continues to grow. The company has already invested heavily in innovation, “I have set up an innovative team,” says Peter. “It moves quickly whilst

doing rigorous research followed by extensive clinical trials so that the product is well received in the market. I play particular attention to the interface with the manufacturing processes that enables a smooth product build and launch.”

In the next two quarters Salts Healthcare are poised to invest £6m on new machinery to cope with the ever increasing demand for its products. The future is bright for Salts and the siblings put it down to a highly motivated and well trained workforce.

PHILIP, PETER AND ROBERT SALTPHILIP (CEO), PETER (MD) & ROBERT SALT (DIRECTOR) Who together are the owners/directors of Salts Healthcare Ltd.

“But there’s no sibling rivalry to hinder the brothers’ accomplishments”

“The firm’s export turnover is up from £4m to £15m, with its ostomy products now distributed across Europe, North America, Australia and Japan”

Established in 1701Export to Europe, Scandinavia, Australia and North America“If the family isn’t working then the business won’t work”


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IAN MENZIES | EXECUTIVE DIRECTOR, GENERAL DYNAMICS UK LTD

Ian Menzies is responsible for General Dynamics UK Secure Communications business, including the delivery of the £3.5bn UK Army Bowman Communication and Information system, plus complex international integration programmes. Menzies championed the establishment of the EDGE® UK Innovation Centre in South Wales providing an attractive route to market for small medium enterprise companies. He is chairman of the ESTnet, the professional network for the electronic, software and technologies companies in Wales, co-chair of the recently formed Innovation Advisory Council for Wales and sits on; the CBI Wales Council, Industry Wales Board, and the Wales Secretary of State’s Business Advisory Group.

DAVID MCMURTRY CBE | CHAIRMAN AND CHIEF EXECUTIVE, RENISHAW PLC

Sir David McMurtry was employed at Rolls-Royce plc, Bristol, for 17 years, latterly holding the positions of deputy chief designer and assistant chief of engine design of all Rolls-Royce engines manufactured at Filton. He co-founded Renishaw in 1973, which today employs over 3,600 people in 32 countries. He is a Fellow of many organisations including the Institution of Mechanical Engineers, the American Society of Manufacturing Engineers, the Royal Academy of Engineering and the Royal Society. McMurty was named as Inventor or co-inventor on 47 patents or patent applications whilst at Rolls-Royce, and over 150 at Renishaw.

JUERGEN MAIER | CHIEF EXECUTIVE, SIEMENS PLC

Juergen Maier was appointed chief executive in 2014. A member of the Siemens UK Executive Board since 2008, Maier has held senior roles at Siemens in the UK and Germany. Maier joined Siemens in 1986 with a BSc in production engineering from Nottingham University, on a Siemens-sponsored graduate programme. He was made an honorary professor of Engineering at the University of Manchester in March 2014. Maier is a passionate advocate of the UK rebalancing its economy and supports many UK-wide initiatives championing manufacturing and engineering skills including SEMTA, EEF and Government initiatives like High Value Manufacturing Catapults.

DR ALEX MARDAPITTAS | FOUNDER AND MANAGING DIRECTOR, EMSC (UK) LTD

Having studied at Kings College London and then Brunel University, Alex Mardapittas has an extensive knowledge of software programming and innovative engineering design. On completing his research fellowship at the Brunel Centre for Manufacturing Metrology, Mardapittas worked in professional computer software training and development. In 2001 he set up EMSc (UK) Ltd, and the company has become renowned for manufacturing excellence and unrivalled product quality. The company’s flagship solution is the Powerstar® voltage optimisation system, which has been heralded as one of the most commercially viable energy saving solutions in the marketplace.


ROB LAW MBE | FOUNDER AND DIRECTOR, TRUNKI

Rob Law MBE is the founder and director of Trunki, the brand behind the much-loved children’s ride-on suitcase. All its creations are designed in England with 70% of Trunki ride on suitcases manufactured in the UK. Available in 100 countries across the globe. In 2006, Law walked away from Dragons’ Den, having turned down an offer of £100,000 for 50% of his business. Within five years 20% of British three to six year olds owned a Trunki with John Lewis being the first major stockist. In 2013, the Bristol-based company was valued at £12m.

NIGEL PERRY, | CEO, CENTRE FOR PROCESS INNOVATION

Nigel Perry is a chartered engineer with over 30 years’ experience in the global process industry. He was appointed in 2003 as CEO at the Centre for Process Innovation, where he has taken the company from start-up, to today, where it employs over 240 high calibre scientists and engineers. CPI is recognised internationally as a world-class resource supporting the process industry in sustainable processing, industrial biotechnology and printable electronics. Perry is a fellow of the Institution of Chemical Engineers, the Institution of Engineering and Technology. He was elected as a fellow of the Royal Academy of Engineering in 2010.

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DEBBIE PIERCE | DIRECTOR, THE BURY BLACK PUDDING COMPANY

Debbie Pierce is a businesswoman with a vision - she wants to see a northern delicacy sold round the world. She has grown the Bury Black Pudding Company from a stall on the town’s market, into a thriving, multi-million pound enterprise, supplying the country’s major supermarkets. Pierce invested £1.7m to double floor space and increase capacity at its site in Bury. She will be taking on 20 new staff and intends to double turnover to £6m over the next two years.Since 2006 the company has grown from five to 63 staff, production has increased from 5 to 38 tonnes per week and turnover has risen from £600,000 to £3.5m.

JRJAMES RATCLIFFE | CHAIRMAN, INEOS GROUP

British chemical engineer James Ratcliffe has been the chairman of the Ineos Group since 1998. The company has expanded through acquisitions and partnerships. Its biggest course of action came in 2005, with an $8.7bn deal to buy BP Group’s Innovene business. In February 2014 the firm formed a joint venture with Sinopec YPC in Nanjing China, which is slated to build the largest Phenol Acetone plant in China by the end of 2016. Ineos has more than 51 manufacturing sites around the world. In May 2009, Ratcliffe was granted an Honorary Fellowship by the Institution of Chemical Engineers citing “his sustained leadership in building the Ineos Group.”

TONY PEDDER | CHAIRMAN, SHEFFIELD FORGEMASTERS, JSW & EEF

Tony Pedder is an experienced industrialist and board member having spent, until 2003, over 30 years in a wide range of executive roles, including Group CEO, with British Steel/Corus plc. He currently holds a number of directorships including chair of Metalysis Ltd, pro-chancellor and chair of the Council of Sheffield University, where he also chairs the AMI Advisory Board and a director of EEF Ltd. He held the position of Master Cutler in the year to October 2014.


DAVE MOONEY | MANAGING DIRECTOR, DRALLIM INDUSTRIES

Drallim Industries produce engineering equipment for the aerospace, industrial and utilities markets. Mooney graduated from Sussex University as a material scientist and spent 20 years in corporate technical roles with BICC, Smiths Industries and BTR/Invensys; Mooney then joined Drallim as technical director and for the last 10 years as MD, he has been intensely proud to be running an independent, employee owned, British manufacturer with the mission to “innovative people, engineering quality, niche products and contract services”. Drallim have won four times at The Manufacturer of the Year Awards and Mooney is now a regular member of the awards judging panel.

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Michael Straughan is a member of the board for manufacturing at Bentley Motors. He started his automotive career 27 year ago being the first non-car-industry engineer recruited by Nissan in Sunderland. He has held senior positions at Volvo Cars, LDV and Jaguar Land Rover before joining Bentley in 2011.

With Straughan’s guidance, Bentley has achieved its fourth consecutive year of growth, launched four new Bentley models and two products at Jaguar Land Rover and secured global production of VW Group W12 engine and established Bentley as the largest producer of 12 cylinder engines world-wide. In addition, Bentley has a yearly turnover of £1.40 bn.

Despite his success, Straughan realises the importance of drawing young people into the industry, citing skills as a sector-wide problem. “You have got to start at a very early age,” he tells TM.

“I’m talking primary and secondary school and this can be done through a variety of different things. The great thing about

a factory like Bentley is we have a product which, appeals to all ages.

“Young children can see a Bentley going past in the street and point out a car. We throw the doors open, we encourage industrial placements, as well as employee’s children to come and experience working in the environment.”

In September 2014 Bentley welcomed its largest apprentice intake in 10 years he boasts, “We have changed the way we educate and train people, we based it on the dual education system in Germany so we got a model from Volkswagon, which is very pragmatic.”

Praised for his leadership, Straughan ascribes his success to “a willingness to learn” and humility. He says, “I think being quite humble, not giving the impression you know it all and listening to your people and making sure everyone comes with you is extremely important.

“I’ve always had a good relationship with the Trade Unions and works councils

wherever I’ve been and I think the engagement of a workforce can be as powerful as good leadership. Leadership gives you that engagement but if you can harness the potential of all of the people within an organisation to go in the same direction then it’s much more powerful than just a strong leader.”

Despite his professional triumphs, Straughan is flattered that his hard work has been recognised. He says, “I’m immensely proud to be on the list, of what I would imagine is a list of 99 other very successful, very good engineers in a fantastic industry like ours.”

MICHAEL STRAUGHAN MEMBER OF THE BOARD, BENTLEY MOTORS

“Praised for his leadership, Straughan ascribes his success to ‘a willingness to learn’ and humility”

“With Straughan’s guidance, Bentley has achieved its fourth consecutive year of growth, launched four new Bentley models and two products at Jaguar Land Rover and secured global production of VW Group W12 engine and established Bentley as the largest producer of 12 cylinder engines world-wide”

Career to date: Recruited by Nissan in Sunderland 27 years ago, held senior positions at Volvo Cars, LDV and Jaguar Land Rover, joined Bentley in 2011


In a male dominated industry, Rolls-Royce higher apprentice, Underwood is blazing the trail in manufacturing.

Underwood moved 200 miles away form her family and friends to follow her dream and undertake an apprenticeship with Rolls-Royce. Despite the testing experience of moving to a new city, Underwood persevered and tells TM, “Once I got on site everything changed. Now I can’t imagine doing anything different.”

Underwood admits that she didn’t really know much about manufacturing for her apprenticeship. After watching a BBC programme, Underwood was enchanted.

“It was actually in my second year of college, because I decided to take a gap year because I couldn’t make my mind up, that I realised. I was watching a programme on the BBC called How to Build a Jumbo Jet Engine.

“It was all about Rolls Royce and how they manufacture the jet engine. It just captivated me and I thought it was so interesting.”

The young apprentice is a glowing example for others looking to get into the industry

and Underwood is doing all she can to raise the profile of manufacturing to a wider audience. As part of her placement, the STEM ambassador is involved in Girls Engineering the Future, run by the Smallpeice Trust and the Outward Bound Trust.

In 2013, Underwood won the IET Mary George Memorial Prize for Outstanding Apprentice, an accolade which she says has opened many new opportunities for her.

“I have used the media attention as a platform to promote engineering and apprenticeships and things that I think are important.

“I was never told about apprenticeships at school, so I want to tell as many people as I can. Hopefully other people will see its a really good way to learn, gain experience in the industry and get a job.

“I recently attended the Big Bang Science fair, which was a great platform to discuss apprenticeships, engineering and manufacturing.”

Next on the agenda for Underwood is to gain a place on Rolls-Royce’s Assembly

and Manufacturing Leadership Scheme, which offers an MEng, as well as placements in all areas of the business around the UK from civil aerospace to energy. In the long-term Underwood’s aspirations are appropriately high.

“My end goal for my career is to become the first woman CEO of Rolls Royce,” she confesses.

“I want to be in the position where I can make a change for the company. I want to be involved in the decisions on how the company will move forward in the future and how we are going to grow the company. That’s now the driving force behind me wanting to get into these positions.

Underwood said that being shortlisted for The Manufacturer’s Top 100 was such a “nice surprise,” and she intends to use the opportunity to inspire others and raise the profile of apprenticeships.

SARA UNDERWOOD HIGHER APPRENTICE, ROLLS-ROYCE

“Sara has demonstrated her commitment to develop her career within manufacturing. She works on process, quality and product improvements to help cut time and costs at Rolls-Royce while completing an HNC in manufacturing. She should be very proud of her achievements to date and is a fantastic role model to all young people thinking of a career in manufacturing” - Nigel Fine, Chief Executive of the Institution of Engineering and Technology (IET)

Greatest challenge: “Probably moving away from home. That was very difficult”Greatest achievement: “I won the IET Young Woman Engineer of the Year Award for an outstanding apprentice”


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JOHN RISHTON | CEO, ROLLS-ROYCE

John Rishton began his career in 1979 at Ford Motor Company where he held a variety of positions in the UK and in Europe. In 1994 he joined British Airways Plc where he was chief financial officer from 2001 to 2005. In 2006 he was appointed CFO of Royal Ahold and became CEO in 2007. Rishton was appointed as a non-executive director of Rolls-Royce in 2007 and served as chairman of the audit committee and a member of the ethics and nomination committees until his appointment as chief executive in March 2011. He was appointed as a non-executive director of Unilever plc and Unilever NV in May 2013. He is a former non-executive director of Allied Domecq.

JOHN REID | GENERAL MANAGER, MICHELIN TYRE PLC DUNDEE AND DIRECTOR, MICHELIN TYRE PLC

John Reid joined Michelin after graduating with a master’s in Manufacturing Sciences and Engineering, starting his career at the Stoke-on-Trent plant as shift supervisor before moving to France in 1991 for intensive training at Michelin headquarters. He moved to Dundee in 1992, holding positions from front line manager to production head of department, before becoming site personnel manager in 2001. In 2006, Reid became head of production, before assuming his current role as general manager in 2010. Reid has overseen significant changes at the site, with investment in plant, infrastructure and people and the agreement of flexible working practises.

ANDREA RODNEY | DIRECTOR, HONE-ALL PRECISION

Over the last 20 years, Andrea Rodney has been active in influencing the Government’s focus towards long term manufacturing success, firstly through the EEDA Manufacturing Panel, then the Automotive Academy and then NSAM / SEMTA skills Council for the Eastern region. Rodney is chair of the EEF Eastern Regional Advisory Board. Hone-All Precision a sub-contract machining company based in Leighton Buzzard specialising in deep hole-boring, honing and CNC turning. Hone-All is a successful company with a vibrant and strong brand, recognised throughout the industry and regularly cited as an exemplar proponent of continuous improvement and regular investment in both their teams and technology.

CHRIS REA OBE | MANAGING DIRECTOR, AESSEAL®

In 2010 Chris Rea became a minority shareholder and non-executive director in British Rototherm Group Ltd., which has become an £8m UK business employing 150 people in manufacturing instrumentation. In October 2015, Rea was appointed interim managing director of Surgical Innovations Group plc, a Leeds-based manufacturer of laparoscopic surgical instruments. The group has grown from eight to 1700 employees over 30 years and 2013 sales were £147m, with exports accounting for more than 90% of the total. Product and process development, information technology and over 90% of manufacturing is still based in the UK.

JOHN REECE | FOUNDER, PEARSON ENGINEERING

John Reece was managing director of Soil Machine Dynamics from 1994 to 2008, selling it in 2008 at £44m annual turnover; he is still a shareholder of SMD. In 2008 he set up Pearson Engineering, which developed and commercialised the SPARK mine roller; adopted by the US Army to protect its fleet of Mine Resistant Ambush Protected Vehicles. As a direct consequence of this technology many lives have been saved in Iraq and Afghanistan. Between 2008 and 2012 the company’s turnover grew from £44m to £200m, of which 95% is related to the export market.SMD and Pearson Engineering have won five Queen’s Awards of Enterprise in the last three years for Innovation and International Trade.

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CLIVE SCOTT | CEO, AERO STANREW

Clive Scott has been responsible for the development and growth of Aero Stanrew for over 10 years. The firm is now a recognised global leader in the aerospace market in the field of high integrity electronic components. Scott led a management buy out in 2012 and since then has grown the company by 75%, now employing 240 people and winning a British Venture Capital Association management award in the process. Under Scott’s direction, the firm now exports to India, China, North America and Europe, this was recognised by a Queens’ Award for International Trade this year. Scott passionate about apprenticeships and is a volunteer director of a charitable company organising engineering apprenticeships in Devon and Cornwall.

NIGEL STEIN | CHIEF EXECUTIVE, GKN

Nigel Stein joined GKN in 1994 and was appointed to the board as finance director in August 2001. In 2007, he was appointed chief executive automotive and became group chief executive on 1 January 2012. Prior to GKN he worked for other UK engineering companies, including Laird Group, Hestair and Hawker Siddeley. A graduate of Edinburgh University with an honours degree in Engineering Science, he is a chartered accountant and former non-executive director of Wolseley plc. Stein is a director and past president of SMMT, the Trade Association for the UK Auto Industry and a member of the Automotive Council.

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DR RALF SPETH | CEO, JAGUAR LAND ROVER

Appointed chief executive officer of Jaguar Land Rover on February 18, 2010, Dr Ralf Speth has overseen a remarkable turnaround of the business, with increased sales, creation of over 8,000 jobs and high profile launches including the new XJ and marque-defining F-TYPE. Speth has a degree in economics engineering and a doctorate in engineering from Rosenheim University. He is also an Industrial Professor at the University of Warwick. Speth joined BMW in 1980 and after 20 years, moved to Ford Motor Company’s Premier Automotive Group as director of production, quality and product planning. His last job at BMW was vice president of Land Rover when BMW owned the brand.

DANNY SAWRIJ | MANAGING DIRECTOR, THE LEO GROUP LTD

Danny Sawrij took over the business in 1988 from Margaret and Leo Sawrij, his mother and father. He has built up a significant Group, headquartered from Halifax, in waste management and recycling to become one of the UK’s leading environmental businesses. Over the last three decades it has been at the forefront of modernising the waste management industry, focusing on environmentally friendly technologies and equipment. Overseas expansion is commencing to use these technologies to potentially double the size of the Group over the next five years.

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ANNA SCHLAUTMANN | FOURTH YEAR LOGISTICS APPRENTICE, MBDA

Anna Schlautmann is currently studying towards a part-time Business Management BA Hons degree and an NVQ4. Schlautmann, won the regional NAS Advanced Apprentice of the Year and holds the title of The Manufacturer’s National Apprentice of the Year 2013. The apprentice proactively promotes apprenticeships in her region and is passionate about being a role model for future apprentices. She has visited various girls’ academies in Manchester to promote logistics as a subject. Schlautmann’s short-term goal is to achieve a first in her degree and excellent reviews in all her placements.


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When you ask Jan Ward what makes a good boss, the Corrotherm founder says “lead by example,” and that is exactly what Ward has done. Ward’s path to success was not smooth but guts and determination have propelled her to the dizzying heights of developing export business for several firms, as well as, starting her own business in 1992. Jan was named Global Director of the Year 2014 and was winner of the Everywoman Award 2009.

Educated at a time when “girls weren’t allowed to take part in technical drawing or metalwork or carpentry,” Ward left school at 15 and was undecided on what to do with her life. Although, fond memories of visiting the Vosper Thorneycroft yard at Woolston, where her father worked as a boilermaker, planted the engineering seed that would bloom in years to come.

With a desire to travel, Ward undertook the Institute of Export course, which led her to a trainee job at TW Metals, formerly Tubesales. This early experience consolidated Jan’s passion for engineering and manufacturing.

Ward founded Corrotherm in 1992 and gushed when she proudly told TM that in the company’s history no one has ever resigned.

“I think my greatest achievement is that no one has ever handed their notice in. The whole reason for opening the company in the first place was to make it somewhere that people wanted to work.”

Despite Ward’s own successes, she knows that manufacturing still has some way to go to alter mass perceptions of it. Jan is ardent that part of the battle is getting new talent into industry and to do that she is trying to promote the creative side of manufacturing.

“If you are a good engineer you are usually very creative. It doesn’t appear to be creative because it involves with science and logic. But if you want to solve a manufacturing problem you have to be a creative thinker to do that.

“I do wonder how many people who do art, if they knew how creative they would need to be in a manufacturing environment, they might think this was an alternative career for them.”

Although seemingly at the top of her game, Jan maintains that the same challenges always remain.

“There’s two actually: keeping up with the pace of development and raising money.

“At the moment I’m trying to raise funding for the company. I want to expand what we’re doing. All of our investment so far has been from profits and we now need to get some serious investment into the company to go to the next step and stage.”

Ward’s modesty is endearing, a woman of many talents and successes, on being named an exemplar in the list, she told TM, “I’m so pleased, I can’t tell you.

“I’ve had a few awards over the years which I’ve been really honoured to get but this is the one that really means something special to me.”

JAN WARDFOUNDER, CORROTHERM

“Jan is ardent that part of the battle is getting new talent into industry and to do that she is trying to promote the creative side of manufacturing”

“If you are a good engineer you are usually very creative… If you want to solve a manufacturing problem you have to be a creative thinker to do that”

Career to date: Joined TW Metals, formerly Tubesales, as a trainee, MD of Middle Eastern Projects at Philip Corns & Co, founded Corrotherm in 1992


HARRY SWAN | MANAGING DIRECTOR, THOMAS SWAN & CO. LTD

Harry Swan graduated from Durham University in 1998 and started working life as scientific affairs manager in the London Office of Monsanto Plc. He worked for two years at Regester Larkin Ltd., Swan joined Thomas Swan & Co. Ltd. in 2002 to launch the new Carbon Nanomaterials Business. He became managing director in 2006. He is the fourth generation of the Swan family to work at the company. Swan is a council member of the UK Chemical Industries Association, a trustee of the Society of Chemical Industry and sits on the recently established Chemistry Growth Partnership steering committee.

MICHAEL TIERNEY | OPERATIONS AND SUPPLY CHAIN DIRECTOR, BAE SYSTEMS ROCHESTER

With over 20 years of manufacturing experience with high tech companies, Michael Tierney ensures products are delivered on-time and on-budget while managing a large and diverse supply chain. Dealing with a wide range of products throughout his career from semiconductors to see-through displays and high-end aviation equipment, Tierney has always spearheaded business improvement techniques. The Rochester site received a 2013 and 2014 Boeing Double Gold award for 100% quality and 100% on time delivery in a rolling 12 month period.

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RATAN TATA | CHAIRMAN EMERITUS, TATA SONS, TATA INDUSTRIES, TATA MOTORS, TATA STEEL AND TATA CHEMICALS

Ratan Tata was chairman of Tata Sons from 1991 to 2012. The Tata Group’s revenues grew substantially to over $100bn in 2011-12 during his chairmanship. Tata is chairman of Sir Ratan Tata Trust and Sir Dorabji Tata Trust and a trustee of Cornell University and the University of Southern California. He is on the board of Alcoa and Mondelez, as well as several international boards. The Government of India honored him with the Padma Vibhushan in 2008.

ED STUBBS | MANAGING DIRECTOR, LOADHOG LTD

Ed Stubbs studied management studies (BA Hons) at Nottingham University before joining Loadhog as a graduate in 2004. In his initial role as product manager, Stubbs was instrumental in developing a number of Loadhog’s key products including The Pally and HogBox. Stubbs has led Loadhog since 2009, steering the business through difficult times and ensuring the business survived and prospered, resulting in IMECHE awards for Best SME (2011) and People Effectiveness (2014) and increasing export activity to 60%. Under Stubbs’ stewardship, Loadhog continue to invest heavily in manufacturing, commissioning the purchase of new machinery and tooling on a regular basis, creating jobs within the community.

CHRIS SUMNER | MANAGING DIRECTOR, FANUC UK

Chris Sumner’s career in robotics and automation spans almost 40 years. Sumner has been influential in the design, integration and installation of robotic automation systems since their introduction to the UK in the 1970s. Under Sumner’s leadership, FANUC UK has made a large investment in talent and established the company’s first apprenticeship scheme outside of its Japan headquarters. Sumner has also been instrumental in driving a perception change in the UK around the benefits of robotics, and continues to promote new initiatives that make automation accessible to small, medium and large businesses alike.


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SIR ANDREW WITTY | CEO, GLAXOSMITHKLINE

Sir Andrew Witty became CEO of GlaxoSmithKline plc in 2008. He is a member of the board and corporate executive team. Witty joined Glaxo in 1985 and has held a variety of sales and marketing roles in the UK. In 2003 Andrew was appointed president of GSK Europe and joined GSK’s Corporate Executive Team. Witty has served in numerous advisory roles to Governments around the world and was awarded a Knighthood for services to the economy and to the UK pharmaceutical industry in the 2012 New Year Honours List. Witty is a Business Ambassador for the UK Government. Andrew is Chancellor of the University of Nottingham, and is a member of the Global Health Innovation Advisory Board, Imperial College, 2014.

CY WILKINSON | MANAGING DIRECTOR, CRESSALL RESISTORS LTD

Cy Wilkinson joined Cressall in July 2006 as operations director with responsibility for manufacturing, engineering, design, QSH&E, MP&L, manufacturing engineering, IT and ERP/business systems across two UK manufacturing sites. Wilkinson’s brief was to deliver business transformation through lean activities, which included the business systems and ERP use within the organisation. Wilkinson gained an MBA in engineering management in 2009 and in 2011 was promoted to managing director. He remains dedicated to lean transformation and working tirelessly towards a better, faster and more efficient operation.

MARGARET WOOD | FOUNDER AND DIRECTOR, ICW UK

Margaret Wood possesses a unique combination of toughness, resilience and femininity in a male dominated profession. She started ICS (UK) Ltd 22 years ago to support her three teenagers after the untimely death of her husband. Wood has created a design and manufacturing organisation supplying sectors including industrial, leisure, transport, healthcare, food production and retail at home and overseas. While her contemporaries consider retirement, she has kick started the next phase of growth for ICW and joined the IET Parliamentary Panel, as well as becoming a mentor to teenage female scientists.

PETER WATKINS | OPERATIONAL EXCELLENCE DIRECTOR, GKN LAND SYSTEMS

Peter Watkins’ career with GKN started with GKN Driveline as global best practice director where the main focus for the role was to develop and deploy training and continuous improvement practices across the Global Division. Watkins progressed from the GKN Driveline Division to global lean enterprise and business excellence director with the Global PLC where Watkins was influential on the introduction of value streams across GKN and the development of lean leadership principles. Prior to GKN Watkins held senior positions at Arvin Meritor and Arvin Exhausts Ltd. Watkins joined the manufacturing environment as an apprentice sheet metal worker for Greenbank Engineering Group. He is also a judge at The Manufacturer of the Year Awards 2014.

MARK WEBBER | MANAGING DIRECTOR, TINSLEY BRIDGE

Mark Webber has developed the business from a single company, single product into a privately owned group of three engineering companies, all based on one site in Sheffield. These companies now design and manufacture products and fabrications for a variety of industries including automotive, defence, railway, steel and power. Previously MD of an agricultural Engineering company, Webber has spent time in the automotive component industry in various roles covering IT, supply chain and marketing. Webber has a degree in civil engineering from Nottingham University and an MBA from Aston University.



David RichardsonRegional Director and Head of Manufacturing, Mid Markets, Lloyds Bank Commercial Banking

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Caveats*£4billion relates to Lloyds Banking Group commitment.Lending is subject to status.Lloyds Bank plc Registered Office: 25 Gresham Street, London EC2V 7HN. Registered in England and Wales no. 2065. Telephone: 0207 626 1500 Authorised by the Prudential Regulation Authority and regulated by the Financial Conduct Authority and Prudential Regulation Authority under Registration Number 119278.We subscribe to The Lending Code; copies of the Code can be obtained from www.lendingstandardsboard.org.ukThe Lloyds Banking Group includes companies using brands including Lloyds Bank, Halifax and Bank of Scotland and their associated companies. More information on the Lloyds Banking Group can be found at lloydsbankinggroup.com

Lloyds Bank Thought leadership

“We are lucky here in the UK to have a potent combination of the legacy and learnings from the past and ambition for the future”

“Banks have a role to play in supporting that by understanding businesses and working alongside them to deliver their ambitions”

“Manufacturers have distinct needs, for example, investment tends to be very much a medium to long-term game, their working capital requirements can be complex and the finance provided in the UK can form part of a much broader supply chain”

Manufacturing success David Richardson, regional managing director, Lloyds Bank Commercial Banking, shares his insight of the manufacturing sector and the support it needs to seize opportunities for growth.

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Manufacturing continues to be an important factor in building a sustainable economic recovery, it makes the goods we consume on a daily basis, it allows us to compete internationally, and creates employment.

A lot of the sector’s resilience in recent years has been down to manufacturers recognising opportunities in new and emerging markets and continuing to invest heavily in exporting goods around the world.

Firms are also continuing to invest in innovation. We are lucky here in the UK to have a potent combination of the legacy and learnings from the past and ambition for the future. That gives us a fantastic platform for R&D that helps make us truly competitive on a global scale.

Increasing business confidenceOur own Business Barometer shows confidence at a 20-year high , giving manufacturers a real opportunity to consolidate their growth plans as we look to 2015.

Although focusing on challenges belies the over-arching optimism in the sector, two challenges that emerge most regularly when I talk to our customers are rising energy costs and the skills agenda.Investment in people is critical for successful businesses. A recent EEF report highlighted that, for three quarters of those surveyed, finding employees with the right skills was a key concern. And Business Secretary, Vince

Cable, has warned that the UK’s skills gap is “crippling” the manufacturing sector.

Addressing the skills gapWhat is encouraging is the support to address this issue, from the Budget commitment to deliver at least an additional 250,000 apprenticeships over four years, to investment in education and closer links with industry . This is real, practical action and we’re committed to doing our bit. Working with the Manufacturing Technology Centre in Coventry, we will open the Lloyds Bank Advanced Manufacturing Training Centre in 2015. Over the next five years more than one thousand youngsters will undertake apprenticeships or training programmes at the centre.

Understanding businessWhen we talk to manufacturers these days, we get a sense of optimism and opportunity. Banks have a role to play in supporting that by understanding businesses and working alongside them to deliver their ambitions. Manufacturers have distinct needs, for example, investment tends to be very much a medium to long-term game, their working capital requirements can be complex and the finance provided in the UK can form part of a much broader supply chain. Whilst accessing the right type of finance is crucial (and that’s why we’re committed to lending an additional £4bn* to manufacturing businesses by December

2017), it’s not the end game. What really matters is that level of understanding and buy-in to your plans. In addition to putting many of our colleagues through a rigorous training programme accredited by Warwick Manufacturing Group, our relationship directors undergo strategy training and are encouraged to spend whole days out with a business. This helps them work as part of the business and really get under its skin.

Building brilliant British businessBut the Lloyds Bank approach is just one example of the support and advice that’s available. Trade bodies, The Manufacturer’s advisory panel and local businesses with relevant experience to share offer invaluable insight. The Top 100 celebrated here is also a fantastic celebration of what works in the sector.

Throughout my career, I’ve been fortunate to work with a wide range of businesses. What separates the great from the good is simple. The brilliant businesses, the ones that really shine, have great leadership teams that have worked out that business really is a team game. And what that team shares is a drive, a focus, a passion and an energy, as well as a single-minded pursuit of what they are doing and ways to continue doing that better.

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It’s been an ardent passion of mine for some time now to help find appropriate ways in which to promote UK manufacturing’s overall expertise and brilliance.

The sector of late seems to be suffering from a malaise, based on its amazing, overarching industrial heritage and a mistaken lack of confidence in the incredible designs, processes and products we produce in this country today.

For this reason, projects like The Manufacturer Top 100 are imperative to highlight the truly inspirational achievements happening in manufacturing and most importantly those passionate and talented individuals that are making them happen.

The individuals listed have been nominated for their outstanding contribution to the sector. It is crucial that these role models be highlighted to every possible audience, both within the manufacturing community, across politics, education and the wider population.

The Manufacturer Top 100 seeks to identify, showcase and promote these superb role models and explain their achievements, their skills and in turn highlight the fantastic careers that industry can offer.

The persons featured within this publication are pioneers and direction finders. They seek out new technologies, develop innovative new business models, they adapt, pivot and drive forward as the market and competition changes. They establish themselves as beacons and act as signposts for suppliers and customers alike. They provide inspiration and are vital to the future health and development of any industrial sector.

There is no doubt that perceptions of manufacturing are changing but there is still a mountain to climb. Despite the UK’s desirable track record of producing exceptional engineers, there is a risk that we are not truly harnessing the talent that exists.

As a shortlisted member of the Top 100 you have a part to play. We encourage you, as members of this elite cohort of people to continue to contribute by choosing to take part in one of the following:

• Nominate two individuals for The Manufacturer Top 100 2015

• Become a STEM ambassador

• Open up your factory to schools and other academic institutions

• Join our editorial board

• Write for us

• Host a stand at a career fair

• Speak at our conferences

• Take on apprentices

I am delighted to have played a part in the development of The Manufacturer Top 100 2014 and I hope you will enjoy reading about the fantastic individuals featured.

A final thought

NICK HUSSEYCEO, THE MANUFACTURER

“We want our manufacturers to be the most efficient, sustainable and profitable organisations in the world. Our job is to connect them with businesses that can help achieve this”

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HENNIK GROUPElizabeth House, York Road, London, SE1 7NQTel: 020 7401 6033

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