To the credit side of 1926 must be put the passing of the Electricity (Supply) Act, which implemented the report of the Weir Committee by authorizing the creation of the Central Electricity Board and the construction of an electricity 'grid'. By 1928 the C.E.B. was at work, thus releasing a flood of heavy plant orders that had been held up pending legislation.

Important administrative changes took place in February 1927, when Hilton relinquished the title of managing director to become deputy chairman: G. E. Bailey and A. McKinstry were elected to the Board and appointed general managers in charge of the manufacturing and commercial activities respectively. This arrangement brought executive heads into closer contact with the higher administration of the Company and was a fitting recognition of their part in building up its increased prosperity. J. S. Peck, the chief electrical engineer, became a director in the following January.

Bailey, who had been works manager since 1919 and whose responsibilities were now enlarged to those of general manager of the works, had acquired a high reputation. This was not solely due to his contribution to the efficient organization and equipment of the works nor to his personal driving force—

"Never mind your Kruschen's daily:
Take a dose of G. E. Bailey".

It stemmed also from his keen interest in the human factor in industry. His genuine concern for the welfare of the Company's men and women took practical form in the provision of many amenities and in the consistent support of organizations such as the works and staff committees, which ensure that relations between labour and management are kept on the best possible footing.

The year 1927 was marked by a record output from the works, but it was essential to find some way of reducing costs if the necessary export business was to be maintained in the face of very severe competition. Moves in this direction were well under way when in January 1928 Hilton left the Company.

For nine years he had brought to bear a striking sense of leadership and discipline, tempered by an unsuspected streak of sentiment that made him particularly responsive to welfare schemes, many of which were started with his encouragement. As managing director he inherited the mantle of his great predecessor: what Lange had created in an uphill task, Hilton was able to consolidate, bringing the Company to the forefront of the electrical industry and making a great contribution to the good relations between management, staff, and workpeople.

Hilton was rather sparing of words, a patient listener to a businesslike case but unimpressed by exaggeration or diplomacy. Too reticent to be loved, he was fair in judgment and action, though capable of aggressive action at the right moment. His example in placing the Company's interests before his own—to the point of altruism—left its mark on the whole organization. He joined the United Steel Companies as managing director, later becoming deputy chairman. He was knighted in 1942 and died in retirement in the following year.