A Message from Lord Pickles and Lord Blunkett, followed by KIGG's best practice article

The ability to listen and learn from one another has always been vital in parliament, in business and in most aspects of daily life. But at this particular moment in time, as national and global events continue to reiterate, it is uncommonly crucial that we forge new channels of communication and reinforce existing ones. The following article from KIGG is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.

Blunkett signature Rt Hon The Lord David Blunkett
Pickles signature Rt Hon The Lord Eric Pickles

51KIGG |
Lyndon Harfoot, CEO
Internal R&D department
KI Global Group (KIGG) existed in Hong Kong long before
2005. Lyndon Harfoot, its CEO, lived abroad for 26 years
working as a consultant and project engineer, including
a tenure at Swiss company Landis+Gyr. He focused there on
delivering appropriate technology and quality support for the
manufacture of electricity meters in developing countries.
Thirteen years ago, he brought KIGG to Britain, establishing
a new office in Sully, Glamorgan; he has since used the skills
he acquired from a decorated international career to continue
delivering services and support of that same celebrated quality.
Our core area of business is the original equipment manufacturer (OEM) supply
of metering kits, and the entailing provision of support and further development
of those kits, especially for industry in countries outside Europe. Though my
background was in consultancy and engineering beforehand, we have now begun
to focus more rigorously on research and development to ensure satisfaction and
quality from there on; the initial supply of kits is, predominantly, straightforward,
but the service we offer hand in hand with that is what really makes us unique.
We look at sectors in countries that may not necessarily have a complex enough
infrastructure to provide highly qualified technical support. As a result, there is
greater demand for an all-encompassing service that we can happily provide.
One of our most significant partnerships has been a 14-year collaboration with
Malaysia-based KMSB. We assisted beyond the supply of constituent technology
for meters and appropriate further support, and facilitated a full-scale conversion of
their premises, providing them now with a fully digital factory.
»CEO and founder: Lyndon
»Established in 2005
»Based in Penarth, South Wales
»Services: Consultancy, OEM
supply, R&D, technology
transfer, training and project
»No. of employees: 7, with 30
available worldwide
»95 per cent of business is
outside the UK and EU
Highlighting best practice
52 | KIGG
Forward-thinking, quality-
focused and research-oriented
While this comprehensive service really
is what has driven us for almost 15
years and led us to consistent success,
KIGG really does excel when it comes
to its research partnerships. We have
worked alongside the University of
South Wales for ten years, and where
companies often want to benefit only
financially from these collaborations,
we have opted instead to invest in
and maintain a mutually beneficial
relationship. When we work with
these bastions of knowledge and
education, we look further ahead than
most: the focus is on overwhelming
results and groundbreaking research
we can deliver on in four or five years’
time. We also have a decade-long
relationship with Steve Gardner, the
innovation and engagement fellow at
the University of South Wales; he is a
constant presence in our Sully office.
This collaborative attitude is just one of
the myriad factors which have helped
us consistently deliver where it matters.
Our slogan at KIGG is “focused quality
solutions”, and that remains integral to
what we do. We operate to rigorous
standards, including national weights
and measures legislation considering
our focus on metering, and have to
be ISO 9001 certified if we want to
speak to anyone within the industry.
Maintaining quality and exhibiting this
in documentation is fundamental, and
as we export most of our business,
we typically have to adhere to strict,
complex international standards.
Development and new
When KIGG became operational in
Britain in 2005, I was the only one
working there. KMSB in Malaysia were
our only client. We have since expanded
to a core group of seven people in
Sully and additionally operate now in
India, Jordan, Nigeria and Saudi Arabia.
The capacity to fluidly expand our staff
on-site at any one factory is very much
present; in India, we keep a core of 15
engineers but can quickly expand this
to deploy 30 or more.
We have just secured a $2.2 million
contract working with the Ministry of
Industry and Minerals in Diyala, Iraq;
this will not only prove to be lucrative
for the company but is the stepping
stone to a 15-year management
partnership which will provide 200,000
smart meters and 100,000 digital
meters to Iraq, bringing about a large-
scale infrastructure alteration. As a
result of various trade restrictions and
embargoes with Iraq, ensuring that our
agreement and funding is breaching no
international law has been a meticulous
and difficult process to say the very
least; no British bank will directly deal
with any kind of Iraqiindustry.
The revolutionary industry and
manufacturing research that our
partnership with the University of South
Wales has brought about has been
beneficial in maintaining and cultivating
our international business, but at
the heart of our client retention and
appeal to new customers is one thing:
quality. We provide the best service
possible in tandem with a reasonable
price. The foundations we provide to
create a collaboration, rather than a
typical supplier–client relationship, have
ensured the longevity of our business.
Meter assembly
Single phase smart
Our slogan at
solutions”, and
that remains
integral to
what we do
53KIGG |
The domestic meter market
and KIGG’s future
We don’t consider ourselves to have
encountered failures – every potential
failure has become a challenge, and
one that we have learnt from. We
often find that finance is a difficulty,
though with the arrival of lucrative
new international contracts, we
hope the severity of this challenge
will diminish in the near future. We
have struggled with patenting items
following research and development in
tandem with the university and foresee
fundamental issues with intellectual
property rights, but, above all else,
our biggest challenge has been the
domestic market.
In Britain, the manufacturing cost of
a basic digital meter is £8. For large
engineering companies this is great;
for us, it is a complete barrier that
stops us from entering the domestic
market. We would love to do so,
but it is simply impossible; we have
the excellent research and service
pedigree required, but the market,
for a business of our size, is simply
uninhabitable. This extends to the
industry in Europe – KIGG have taken
a contingent to the British Pavilion
within the Hannover-Messe trade fair
five or six times and never amassed
enough interest. As a result, we feel
that Brexit may actually prove to
be somewhat beneficial for us; as
European manufacturing and service
become more expensive in the wake
of a finalised agreement, we may be
able to break into the market.
This is something that KIGG as a
whole and I personally would love to
see. With the financial momentum
from our work in Iraq, we will have
the ability and resources to finance
large projects. Developing and
implementing our product while
ensuring manufacturing costs remain
as low as they do for us elsewhere will
be difficult, but I think it is plausible.
Following investment in the Centre for
Electronic Product Engineering at the
University of South Wales, we already
have 95 per cent of the design ready;
seeing that become both material and
financially viable will be no small feat,
but, nonetheless, I am confident about
our future endeavours, be they further
international or domestic work.
Every potential
failure has
become a
challenge, and
one that we
have learnt
April visit to KMSB.
Present: Ms Aiza, KMSB
head of testing, Mr
Trevor Edwards, KIGG,
Eng. Abutair, JBM
Jordan and Mr Hisham
from Iraq
Three phase meter with

This article was sponsored by KIGG. The Parliamentary Review is wholly funded by the representatives who write for it. The publication in which this article originally appeared contained the following foreword from The Rt Hon Theresa May MP.

The Rt Hon Theresa May MP's Foreword For The Parliamentary Review

By The Rt Hon Theresa May MP

This foreword from the then Prime Minister appeared in the 2018/19 Parliamentary Review.

British politics provides ample material for analysis in the pages of The Parliamentary Review. For Her Majesty’s Government, our task in the year ahead is clear: to achieve the best Brexit deal for Britain and to carry on our work to build a more prosperous and united country – one that truly works for everyone. 

The right Brexit deal will not be sufficient on its own to secure a more prosperous future for Britain. We also need to ensure that our economy is ready for what tomorrow will bring. Our Modern Industrial Strategy is our plan to do that. It means Government stepping up to secure the foundations of our productivity: providing an education system that delivers the skills our economy needs, improving school standards and transforming technical education; delivering infrastructure for growth; ensuring people have the homes they need in the places they want to live. It is all about taking action for the long-term that will pay dividends in the future.

But it also goes beyond that. Government, the private sector and academia working together as strategic partners achieve far more than we could separately. That is why we have set an ambitious goal of lifting UK public and private research and development investment to 2.4 per cent of GDP by 2027. It is why we are developing four Grand Challenges, the big drivers of social and economic change in the world today: harnessing artificial intelligence and the data revolution; leading in changes to the future of mobility; meeting the challenges of our ageing society; and driving ahead the revolution in clean growth. By focusing our efforts on making the most of these areas of enormous potential, we can develop new exports, grow new industries and create more good jobs in every part of our country.

Years of hard work and sacrifice from the British people have got our deficit down by over three quarters. We are building on this success by taking a balanced approach to public spending. We are continuing to deal with our debts, so that our economy can remain strong and we can protect people’s jobs, and at the same time we are investing in vital public services, like our NHS. We have set out plans to increase NHS funding annually by an average by 3.4 percent in real terms: that is £394 million a week more. In return, the NHS will produce a ten-year plan, led by doctors and nurses, to eliminate waste and improve patient care.

I believe that Britain can look to the future with confidence. We are leaving the EU and setting a new course for prosperity as a global trading nation. We have a Modern Industrial Strategy that is strengthening the foundations of our economy and helping us to seize the opportunities of the future. We are investing in the public services we all rely on and helping them to grow and improve. Building on our country’s great strengths – our world-class universities and researchers, our excellent services sector, our cutting edge manufacturers, our vibrant creative industries, our dedicated public servants – we can look towards a new decade that is ripe with possibility. The government I lead is doing all it can to make that brighter future a reality for everyone in our country. 

British politics provides ample material for analysis in the pages of The Parliamentary Review 
The Rt Hon Theresa May MP
Prime Minister