One of the UK’s foremost manufacturing leaders, Tony Hague, CEO of PP Control & Automation, is urging the sector to seize control of its own destiny rather than relying on government support. Following the airing of the first election debate this week, Hague called for industry players to aim for strategic independence—developing and implementing strategies autonomously without depending on insufficient policies or economic aid.
Hague believes this approach will enable firms to make necessary operational adjustments that align directly with their business objectives and customer demands. Achieving this will require a deep understanding of processes, clear market orientation, increased investment in R&D, and the development of sustainable skills plans to meet both short and long-term needs.
“We can’t wait on external factors to calm, or a government to care. We can’t wait around for a directive or a miraculous shift in how our work is valued. And we definitely can’t be passive,” emphasized Hague, who was named CEO of the Year at the Manufacturing and Engineering Awards in 2023.
“The manufacturing community wears resilience like a badge of honour because of the sheer number of times it has had to fight its own corner or paddle its own canoe. But that spirit shouldn’t be reserved only for overcoming difficult situations; it should be leveraged to cultivate our own strategic independence.”
Hague predicts that regardless of the outcome of the July 4th general election, government alignment with industry needs will remain inadequate. He advocates for proactive measures to secure the sector’s future.
PP Control & Automation, employing 230 people at its West Midlands factory, provides strategic manufacturing outsourcing services to some of the world’s largest machine builders. Their technology has diverse applications, from robotic cow milking to everyday packaging solutions, phone waterproofing, and manufacturing parts for F1 cars and airlines.
Hague’s call to action includes strengthening supply chains, increasing investment in technology and R&D, partnering with specialist providers, and establishing dedicated innovation labs. He emphasizes the importance of fostering a culture of creative thinking and problem-solving at all organizational levels to gain competitive advantages both domestically and internationally.
“We can do much more to develop skills and expertise internally. Spending more on workforce development is crucial to improving productivity and innovation capacity, not to mention bridging skills gaps and keeping employees engaged,” added Hague.
“Industry is in a digital age where data is abundant and invaluable. Manufacturers should leverage this new ‘gold’ and analytics to gain insights into market trends, customer preferences, and operational efficiencies. This knowledge will drive smarter, evidence-based decision-making.
“Whilst pursuing independence, it is also wise to maintain strong relationships and build your own self-contained networks and collaborative approaches to business improvement, market targeting, and the imperatives of ESG, especially in engaging with local communities.”
Hague concludes by noting that strategic independence does not preclude maintaining relationships with industry associations and governmental bodies. Instead, incorporating these relationships into strategic plans can provide support, resources, and vital market intelligence.