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About us
Working at Ultra
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Share Price 1389.50p change of 16.00p
Tuesday 15 January 2019 16:36PM right arrow share 12 month share price graph

Working at Ultra

The success Ultra achieves in innovating to meet customer needs, is based on the broad range of skills and capabilities of its employees. It is vital to the continuing growth and success of Ultra that the businesses attract and retain talented and engaged employees. Many companies state that their people are the company’s most important asset. Ultra varies this slightly: the Group’s ‘right people’ are its most important asset.



Ultra defines its culture as the values, role models, processes, procedures and behaviours of its employees which drive the Group’s success. Many individuals join the Ultra team each year, through organic growth, natural staff turnover and acquisitions. Ultra is committed to ensuring that its culture is not diluted as the Group grows. To achieve this, Ultra has identified four cultural behaviours of its people which are highly valued and encouraged. These are leadership, entrepreneurship, audacity and paranoia. Together, they are known within the Group as LEAP.

Growth through engagement

The Group is focused on helping customers identify their true needs by developing long-term relationships based on performance excellence and meeting commitments. To do this, Ultra utilises an additional, complementary set of behaviours, called LAUNCH.

Continuing to ensure that Ultra has positively engaged people, is a key factor in driving the performance of the Group forward and Ultra businesses provide a diverse range of opportunities for their employees to become involved with the local community


Ultra is committed to ensuring that its culture is not diluted as the Group grows

Developing Ultra’s people

Ultra is committed to developing people and securing the talent pipeline to ensure the continued growth and success of the Group. Each business is responsible for continuously developing the team and its individuals, so that they grow with the business and great focus is placed on ensuring that the right people are in the right roles.

Ultra has its Learning Academy, an online portal, available to all of the Group’s businesses, which enables the scheduling of training, hosts online courses and retains the training records of Ultra’s employees.

Specific training programmes are provided for individuals as necessary. Many of these are courses tailored to the specific requirements of Ultra and the trainers have an intimate knowledge of how the Group operates across all its businesses. These training events include programmes on leadership and management, along with workshops on Ultra’s successful competitive strategy, strategic selling, programme management and systems engineering.

Ultra’s businesses have developed corporate partnerships with engineering institutions, including the Institution of Engineering and Technology, in order to support and encourage employees to pursue professional recognition (in the form of CEng, IEng, or EngTech status) for both their current and previous work and academic achievements.

Opportunity to participate in national schemes, such as the Engineering Education Scheme (run by the Engineering Development Trust) and competitions promoting STEM* careers, gives students access to real-life current work challenges and enables Ultra employees to develop their management and leadership skills.


Ultra has worked with SEPnet to provide summer work placements to students to help advance and sustain physics as a strategically important subject for the UK economy

Securing the talent pipeline

Ultra has been committed to developing people ever since it was formed in 1993 and has a number of programmes which help the Group to attract the best people, as well as encouraging students to develop careers in engineering or business. Examples of how Ultra businesses do this are:

  • Ultra businesses have formed special relationships with schools in their surrounding communities, hosting company visits, helping with school science fairs and providing work experience opportunities.
  • Many Ultra businesses have well established and successful apprenticeship programmes, which have gone on to provide the Group with engineering leaders
  • Ultra businesses also provide opportunities for students to work on real projects through work placements, co-operative programmes and paid internship schemes
  • Ultra has excellent links with universities around the world. It allows the Group access to leading research and to develop relationships with students who may ultimately join Ultra. The Group sees benefit in working with universities to collaborate on innovation and to recruit students who can make a difference
  • Ultra has worked with SEPnet to provide summer work placements to students to help advance and sustain physics as a strategically important subject for the UK economy
  • Ultra businesses worldwide have a variety of links with their local business forums and chamber of commerce members in their local areas, helping to encourage STEM* activities. In Indiana (USA), this has included supporting the IPFW Society of Women Engineers and hosting local high school teachers to help influence career choices and retain talent within the region
  • Ultra’s businesses are members of Engineering UK, Cyber Challenge UK and other bodies which research and develop new ways to attract people into engineering careers, as well as helping to forecast future trends in the sector

Ultra has worked with local schools, helping to encourage and support girls in pursuing careers in engineering



Ultra has identified four cultural behaviours of its people which are highly valued and encouraged. These are leadership, entrepreneurship, audacity and paranoia. Together they are known as LEAP…


  • determine the future direction and vision for the business
  • communicate inspirationally that future
  • inspiring and energising the business team, customers, suppliers and colleagues
  • stimulating an innovative culture to release creativity
  • enabling change to provide a greater and faster return to the business


  • encouraging the whole business to be entrepreneurial
  • seeking competitive advantage through the differentiation of offerings
  • ensuring competitions skewed in Ultra’s favour, while behaving ethically
  • seeking to enhance the offering by teaming either internally or externally


  • embrace innovation to inject rapid growth into the business
  • being daring or bold
  • thinking of the bigger picture or opportunity
  • being prepared to take a leap forward


  • considering risks and leaving no stone unturned to secure market opportunities
  • recognising threats and making it difficult for competitors to steal Ultra’s established position
  • constantly worrying about satisfying customers’ real needs
  • considering every possible angle when strategising bids to enhance Ultra’s competitive position

Engaging with customers

Ultra’s LAUNCH is a behaviour which the Group has developed to facilitate customer engagement and relationship building.

L Listen to customers

A Ask the right questions 

U Understand what their ‘pain’ is

N identify the customers’ Needs; and get their agreement

C Create a relationship, opportunity and solution

H Holistic. Examine the bigger picture; how can Ultra maximise the scope and value of the opportunity?

LAUNCH is a way for Ultra’s businesses to generate long-term customer relationships which leads to a better pipeline of opportunities and so ultimately, enable growth. LAUNCH is aligned with the Group’s approach to systems engineering and project management. This approach ensures Ultra understands the real needs of its customers.

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