In 1900 the British Westinghouse Electrical & Manufacturing Co Ltd bought land in Trafford Park and built a factory which went into production in 1902 for the manufacture of mechanical and electrical equipment for the generation, transmission and use of electricity. In 1919, Trafford Park Works became owned by British Westinghouse’s successor, Metropolitan-Vickers Electrical Company (MV). The main shops, in common with factory construction throughout Trafford Park, were single floor type, with bays 1,000 feet in length, and had direct railway communication with the docks and trunk systems of the country. The main office block was a copy of the Westinghouse building in Pittsburgh, USA and the factory was to the American design and used imported steelwork for construction. Products manufactured at the Works included gas engines, stationary steam engines, electric generators, transformers, switchgear, meters, motors, control gear, and arc lamps. During the First World War, British Westinghouse built some small petrol-electric locomotives for the War Department Light Railways. In 1928 the Works were taken over by Associated Electrical Industries (AEI), which merged Metropolitan-Vickers and British Thomson-Houston, though these two companies continued their own trading names. Traction design and manufacture was always a minority of the workload at Trafford Park with the largest operations generally turbine manufacture. Very few vehicles were built there, and traction machines (i.e. motors, inductors and generators) were largely built in other places – notably at Sheffield or Rugby. Trafford Park traction manufacture was largely that of assembling control gear – contactors, switches, drivers’ controllers, camshaft controllers, relays etc. and building these into frames or equipment boxes for installation in vehicles made elsewhere. An important part of the Trafford Park Works site was the general switchgear operation, mainly for generation or distribution installations. The on-site Switchgear Testing Company was a “testing house” for these products and contributed to testing and development of traction circuit breakers and switchgear. During the Second World War MV acting for the Ministry of Aircraft Production produced more than a thousand Lancaster Bombers in the adjacent Mosley Road building. The company also manufactured war munitions and in the laboratories developed what became known as Radar. In 1959 the newly formed AEI Traction Division established its headquarters at Trafford Park, with a product range that included electric and diesel-electric locomotives; electrical equipment for tram-cars, trolley buses and trolley mining locomotives and traction motors. AEI was taken over by the General Electric Company (GEC) in 1967 whose Witton Works closed in 1969, with the design office and traction manufacture transferred to Trafford Park, as a result of the GEC reorganisation and mergers. GEC Traction Ltd took over the Works in 1972. In 1990 the former Low Voltage Switchgear site at Trafford Park (West Works) was renovated to be the new manufacturing facility for GEC Alsthom Traction, with an electronics workshop, machine shop and plating baths, and an assembly shop for switchgear, equipment cases and power modules. This building was vacated in 1998 when power modules and switchgear was moved to Tarbes in south west France. The Works housed the administrative, commercial and accounting functions, the majority of the design departments and the development section with its associated workshops and laboratories. The manufacturing area was devoted primarily to the production of components of traction control and railway signalling equipment. In 1993, as part of the rationalisation of the equipment group, it was announced that the headquarters of GEC Alsthom Traction would move to Preston, leaving only Power Module design and manufacture at Manchester, with the eventual closing of all activities at Trafford Park in 1998. The iconic original Westinghouse building was demolished and the site is now (2015) largely devoted to container handling and logistics operations.

The Transport Act 1947 nationalised virtually all British transport, including the railways, waterways, and road haulage. These were transferred to a newly-created operating body, the British Transport Commission (BTC). The British Transport Commission began operations on 1st January 1948, under Chairman Sir (later Lord) Cyril Hurcomb. At this time, the British Transport Commission acquired the “Big Four” grouped railways, with virtually all minor railways as well, together with the London Passenger Transport Board. This automatically transferred the assets of the rail companies to BTC, including ships, ports, hotels, and investments in bus, coach, and haulage companies. Two bus companies, Tilling and Scottish Motor Traction, were soon added, as well as long-distance road hauliers. The Transport Act charged the British Transport Commission with the task of charged with “integrating” various forms of transport into single public service. The British Transport Commission did not directly operate transport services. Operations were delegated to five separately appointed executives: Docks and Inland Waterways, Hotels, London Transport, Road Transport, and Railways. The Railways Executive operated under the name British Railways. In 1949, the Road Transport Executive was divided into two separate executives: Road Haulage and Road Passenger. The Commission exercised financial control over these Executives, and managed them through schemes of delegation. The Commission attempted to fulfil its statutory duty to “integrate” public transport by introducing Area Schemes. These were designed to establish regional monopolies for road passenger transport, ports, and harbours. “Integration” was also to be promoted through Charges Schemes, in which the true costs of different modes of transport were to be reflected in the charges. This was designed to attract traffic to the most economic and efficient mode of transport. The structure of Executives was dramatically altered by the Transport Act 1953, which abolished all Executives, with the exception of London Transport. Responsibility for the operation and maintenance of transport systems was delegated to the chief regional managers. The railways were reorganised into a system of area boards for each of its six regions. In September 1953, Sir Brian Robertson became Chairman. Disposal of the haulage fleet also began at this time, but a lack of buyers made this difficult. Rising costs, industrial action and competition from road traffic meant that the British Transport Commission was in financial trouble by 1955. It sought relief from this by publishing The Modernisation and Re-equipment of British Railways, a plan which proposed an investment in the railways of £1,240m over fifteen years. The main features of this plan were the replacement of steam with electric and diesel traction, the electrification of principle routes, and the introduction of new coaching stock. Despite the modernisation plan, the financial position of the British Transport Commission worsened. Two government reviews, in 1956 and 1959, concluded that the Commission was unwieldy and had an insufficiently commercial outlook. Sir Brian Robertson retired in May 1961, and was replaced by Dr Richard Beeching. The BTC was abolished by the Transport Act 1962. It was replaced with five new authorities that were answerable to the Minister of Transport: the British Railways Board, the British Transport Docks Board, the British Waterways Board, the London Transport Board, and the Transport Holding Company. Dr Beeching became chair of the British Railways Board.

The Coal Industry Nationalisation Act 1946 provided for the complete nationalisation of the coal industry and on 12 July 1946 established the National Coal Board (NCB). This body, appointed on 15 July 1946, was made solely responsible for managing the industry and running it on business lines, except that the Minister of Fuel and Power, after consulting with the board, might give it directions of a general character. The minister appointed the members of the board, numbering nine in 1946, raised to a maximum of eleven of which eight should be full-time in 1949 and to a maximum of fourteen in 1973, and he presented the NCB's reports to Parliament. In October 1969 these general powers passed to the Ministry of Technology, in October 1970 to the Department of Trade and Industry, and in January 1974 to the Department of Energy. The eight departments of the National Coal Board headquarters - Production, Marketing, Finance, Labour Relations, Manpower and Welfare, Scientific, Legal and Secretary's - made up the National Board and formed the top tier of a four tier system. At the lowest level were the coalfields (each colliery had its own manager) which were divided into 48 geographical areas under the control of an area manager. The areas were grouped into 8 geographical divisions under a divisional board which reported to the National Board. On the vesting date, 1 January 1947, the productive assets of the 800 or more private colliery undertakings and the service contracts of their employees were transferred to the National Coal Board, as were the coal deposits and other assets of the Coal Commission and the functions and staff of the district selling schemes. Subsequently the board acquired other responsibilities, notably that for the coal survey from the Department of Scientific and Industrial Research in August 1947, and that for miners' hostels from the Ministry of Labour and National Service in the same year. In 1951 it took over some of the functions of the Miners' Welfare Commission, and in April 1952 it acquired responsibility for opencast coal mining from the Ministry of Fuel and Power. In 1973 it formed two holding companies, NCB (Coal Products) Ltd. and NCB (Ancillaries) Ltd. to handle two major aspects of its work not directly related to deep and opencast mining. The Coal Industry Act 1977 gave the board new powers in respect of the acquisition, treatment and sale of petroleum and of working minerals other than coal or petroleum which were discovered in the course of prospecting for or working coal and petroleum. The NCB was headed by a chairman and deputy chairman; each of the other members took charge of an executive department or research establishment. The main functions of the board as a whole were to decide and set objectives for the industry, to lay down policy directives and the limits within which management must work, to hold management to account and to provide for the future by means of research and development, and the recruitment and training of staff. It was also responsible for promoting the safety, health and welfare of employees. Many of these functions were exercised at the area and colliery level, a chain of command which replaced the previous five-tier system in 1967. The board itself continued to settle national policy, conduct national negotiations, obtain capital and provide common services such as scientific research. Before 1967 the divisional boards also exercised wide discretion in the forming of policy and applying it at area and colliery level. The headquarters departments advised the board on general policy and objectives, provided information and executed policy, and they also operated certain national services, including central workshops and the rescue service; and regional services in non-coalfield areas. On 1 January 1987, the NCB became the British Coal Corporation, which was wound up in 1997.

Associated Electrical Industries (AEI) was formed in 1928 as a financial holding company for a number of leading electrical manufacturing and trading companies in the United Kingdom. The two major constituent companies were British Thomson-Houston (BTH) based at Rugby, (Mill Road Works) and Metropolitan-Vickers Electrical Company Ltd (Metrovicks) situated at Trafford Park, Manchester. However, fierce rivalry existed between the Metrovick and BTH brands resulting in internal competition and duplicated management. This was highlighted during the Second World War in 1939, when Metrovicks and BTH became the first two firms in the world to construct jet engines (independently from each other). Following the Second World War, in 1954, AEI expanded to consist of BTH, Metrovicks, Edison Swan Electric Co, Ferguson Pailin, Hotpoint Electric Appliance Co, International Refrigerator Co, Newton Victor, Sunvic Controls, Premier Electric Heaters, Siemens Bros (1955) and Birlec (1954). In 1959 AEI decided to remove the familiar brands of BTH and Metrovicks and consolidate both as AEI resulting in internal problems and a fall in sales and market value. However, AEI acquired a variety of companies from 1959 to 1967, these included Associated Insulation Products, W. T. Henley’s Telegraph Works Co (1958), and London Electric Wire Co and Smiths (1958), Submarine Cables, Hackbridge Holdings Ltd., The Lancashire Dynamo and Crypto Ltd., W.T. Avery Ltd., Henley and Schreiber. The General Electric Company bought AEI in 1967.