Qualitrol UK

A Message from Lord Pickles and Lord Blunkett, followed by Qualitrol UK'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 Qualitrol UK is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.

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


Highlighting best practice
Bill Richardson, site leader
Qualitrol DMS, Glasgow
Established in 1945, in Fairport, New York, with continuous
improvement as a constant business philosophy, Qualitrol
provides condition-based monitoring services across the globe
for utility assets. They are the largest and most trusted global
leader forpartial dischargemonitoring, asset protection equipment
and information products across generation, transmission and
distribution. They operate five individual manufacturing sites:
two in the US, one in Canada and two in the UK, specifically
in Belfast and Glasgow. Bill Richardson, site leader and director
of operations, here discusses their processes of continual
improvement, and what Qualitrol’s solutions can do for clients.
Our condition-based monitoring solutions use a combination of sensors, monitors
and software to diagnose the health of electrical assets. With a history of working
in every major energy vertical, we are equipped to provide customers with the
equipment to collect and aggregate the information they need both to understand
their asset’s health and prioritise maintenance. In a climate that has seen global
utilities under increasing pressure from government levies, we have seen on-
time delivery of over 95 per cent across four million global installations across 93
countries. Our customer-centred passion for excellence ensures that we stay ahead
of the competition.
Our British history and acquisitions
Originally founded in Denver, Colorado, with over 40 years of experience,
Hathaway is a market leader in the development of power utility instrumentation
»Site leader and director of
operations: Bill Richardson
»Established in 1945
»Based in Glasgow and Belfast
»Services: Asset monitoring
»No. of employees: 65 in
Glasgow and 153 in Belfast
Qualitrol UK
across the world. Their Belfast
manufacturing centre of excellence
produces models in the IDM and IDM+
ranges, which are the world’s number-
one installed digital fault recorders.
Based in Glasgow, UK, DMS are the
supplier of choice for continuous
partial discharge monitoring
systems to major original equipment
manufacturers (OEMs) and key power
utility companies for the past 20
years. DMS developed the world’s first
commercial ultra-high-frequency-based
continuous monitoring system, and
continues now to pioneer the latest
advanced technologies in its field.
In 2002 and 2009 respectively, Qualitrol
acquired Belfast Hathaway and DMS.
A company culture of
As a division of Fortive, we operate
daily on the Fortive Business System,
the foundation of every company
under its umbrella. It drives our
business performance, and serves
as the tie that binds all subsidiary
operating companies together.
As a result, we operate under the
following values:
»We build extraordinary teams for
extraordinary results
»Customer success inspires our
»Kaizen – a philosophy of continuous
improvement – is our way of life
»We compete for shareholders
These values influence the way our
employees interact with each other,
our customers and our shareholders.
Every day, we strive to be fact-
based, data-driven managers who
are, at heart, results orientated. Our
work environment is fast paced and
challenging. We expect outstanding
individual work and contributions from
our employees, as it must align with
the high expectations of our customers
alongside Fortive and its shareholders.
Our unique selling points
We utilise a variety of tools at our
disposal to drive improvement, and
deploy visual management boards
in every department to identify out-
of-control conditions through key
performance indicators (KPIs); this
allows immediate risk mitigation to
take place. Our daily stand-up meetings
involve relevant employees from their
respective departments, enabling
all to contribute appropriately. The
application of a “three second rule”
that uses red and green colour coding
to discern if action is necessary is a
critical part of the success – even at
distance, an employee can spot out-of-
Our corporate social responsibility
programme has gained momentum
Belfast IP cabinet cell
Glasgow DMS
manufacturing cell
We expect
work and
from our
Highlighting best practice
over the past couple of years.
In2018,we will provide all employees
time out to go and support a local
charity. Throughout the year, our
workforce supports local needs from
mentoring teenagers to regular
visits to the nearby hospices. Our
community outreach also involves both
thriving apprenticeship and graduate
programmes, and, recently, we have
been involved in providing work
opportunities for young people with
disabilities. This programme has been
instrumental in attracting new, young
talent to our businesses.
As a high-performing company
seeking to grow our workforce, we
place a special emphasis on employee
engagement. Every department has
an action plan in this regard, and each
manager has a year-on-year objective
to demonstrate point-to-point
improvement. A key process driving
this is our Stay Interview programme,
where we invite reasonably long-
serving employees to an annual
sit-down that discusses their individual
job satisfaction and processes of
improvement. Another, the ELF
programme, sees new employees
matched up with a mentor for the
purpose of assisting their settling into
the business from the outset. DMS
went from basic accreditation in 2015
to top accreditation in 2018 in the IIP
(Investors in People) and IIYP (Investors
in Young People) programmes. Belfast
Hathaway are expected achieve
accreditation in 2018.
Our CEO, Jim Lico, recently said:
“We also promote a strong policy of
inclusion and diversity. While diverse
demographics are important, we want
to focus on creating an environment
where we are all free to bring our best
selves to work. It’s about encouraging
all voices to participate in the
conversation, so that we can become
the best in our field. It’s about each
of us leveraging our unique strengths
for the benefit of our customers and
teams every single day, irrespective of
race, religion, gender or sexuality.”
The value of our people and
the future of Qualitrol
We recognise that the success of
our company is directly linked to
the capabilities, commitment, and
contributions of ourpeople. We
actively encourage employees to
contribute to improving our business.
Our development programmes
encourage our employees to master
the tools and internalise the values
of the Fortive Business System, while
our talent management process
ensures that employees are provided
opportunities in which to learn,
develop and grow with our company.
Our employees enjoy the autonomy,
breadth of responsibility and
creativity that are part of a smaller,
entrepreneurial environment,
while still leveraging the resources,
areas of best practice and career
opportunities associated with a large,
Our employees are energetic, analytical
and focused on working together
to make tangible contributions to
our company. We hope to see this
continue over the coming months
and years, and make way for the
apprentices and graduates who will
undoubtedly carry Qualitrol into
As a high-
seeking to
grow our
workforce, we
place a special
emphasis on
Belfast site team


This article was sponsored by Qualitrol UK. The Parliamentary Review is wholly funded by the representatives who write for it. The publication in which this article originally appeared contained the following foreword from Rt Hon Kwasi Kwarteng.

Rt Hon Kwasi Kwarteng's Foreword For The Parliamentary Review

By Rt Hon Kwasi Kwarteng

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

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

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

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

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

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

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