Beyond the fact that I arrive in the office at around 8am and try to leave by 6.30pm, it is hard to set out a typical day. Every day brings new challenges and often a different set of priorities. It is an exciting and challenging role and, given the laboratory’s remit, one that brings huge responsibility.
NPL sits at the pinnacle of a measurement and standards infrastructure that has supported UK competitiveness and quality of life for more than a century. That core role is just as important today as it ever was. Ensuring that we play it effectively is my number one priority, and that means empowering people to continually push the boundaries in terms of our ability to measure to the highest standards of accuracy.
That said, the world around us has changed. The ongoing trend towards miniaturisation in so many areas of our lives demands ever more accurate measurement standards, while new technologies and issues like the use of modelling and telematics in the services industry creates a need for new standards and the application of existing standards in new contexts. NPL is a key enabler behind these developments and I have a responsibility to ensure that our research efforts stay one step ahead of demand. These days, alongside our core National Measurement Institute (NMI) remit, we are applying our measurement science expertise and facilities to research into everything from nano-technology and distributed environmental sensor networks to novel cancer and HIV treatments.
See the future
The pace of change presents me with a challenge. There has to be a recognition that we cannot do everything – focusing our efforts where they can have the greatest impact is the only way to maintain the standards of scientific rigour that underpin our credibility as a national science asset. That means taking a strategic view of the nation’s measurement need over the next five to ten years, rather than simply working in the present.
That is a balancing act that must be handled intelligently. Every government department has an interest in our work and, to a significant extent, set the agenda. But at the same time, we must be able to support the needs of big businesses like Rolls Royce and GSK, as well as the hundreds of SMEs that rely on NPL standards, support and services to compete. Balancing their needs to ensure NPL has an impact in the right areas has been a big part of my role from the word go and, this year in particular, we have made some big changes to ensure we are equipped to do so effectively.
That work has brought a ground shift in the way we develop and deliver the government driven and commercial measurement services that spring from our NMI remit. We now plan on a yearly rather than three-yearly cycle and constantly review our focus against feedback from a wide variety of sources – from ministers and government science advisors to commercial customers.
The science community also plays an important role in reviewing our work and our parent company, Serco is incredibly supportive in helping to shape our strategic direction, while working with its technical experts in a range of fields is also a valuable source of feedback. Our partnership which began in 1995 has been a great success for both the government and the tax payer. Our aim was to increase commercial income to the Laboratory, which we have by over 400%.
Engagement and relevance
We are now well placed to establish NPL as the obvious and preferred partner for R&D and technical services in our chosen areas of measurement science, as well as for knowledge transfer services in complex, scientifically driven markets.
It is precisely because we work closely with government and industry that we can continue to anticipate the needs of our diverse customer base, and we are making some significant investments designed to step up that engagement. For instance, an Innovation Centre to be established on site at NPL will provide technical incubator services for fledgling technologies and businesses, while joint ventures with organisations like IBM are already underway.
Balancing world leading research and commercial relevance will always be a work in progress, but I am very proud of the work we have already done to refocus and re-energise the laboratory.
We are entering a very exciting period, when our science and expertise will underpin developments in everything from alternative energy and structural health monitoring, to drug discovery and assisted living. Keeping everyone focused and equipped to meet those needs means that my working life will continue to be challenging and diverse in equal measure.But I wouldn’t have it any other way.
PERSONAL FILE
Name: Steve McQuillan
Position: Managing Director, The National Physical Laboratory, Teddington, Middlesex
Biggest challenge: Ensuring our research portfolio stays one step ahead of demand and making sure we focus our efforts where we can have the greatest impact, in order to develop the measurements and standards required by the industries and markets of the future for the benefit of “UK plc”.
Defining moment: In 2007, finalising NPL’s new strategy for future expansion and moving everyone into our new, state-of-the-art laboratory buildings.
What does the future hold: There is no doubt in my mind that our role as an NMI and as a science partner to industry and government will only increase in importance over time. Thanks to the work we have started this year we are equipped to deliver excellent science coupled with valuable, relevant and innovative measurement solutions.