28th September 2023
In an era where environmental concerns are at the forefront of global discourse, the UK manufacturing sector finds itself at a crossroads.
To flourish and remain a formidable global competitor, there is a compelling argument that it must undergo a profound transformation towards sustainability. This transformation involves embracing net-zero ambitions, adopting innovative green technology, and ensuring that the production of such technology stays right here in the UK. This shift is seen as not just necessary but a strategically sound move for the UK manufacturing industry.
The urgency of addressing sustainability in manufacturing is underpinned by a global crisis. Climate change challenges industries worldwide to minimise their carbon footprints. The UK has committed to achieving net-zero emissions by 2050, and no matter how much Rishi Sunak plans on watering down key green measures or moving goal posts, UK manufacturers may need to take the green bull by the horns for the good of their collective futures.
Afterall, isn’t this community’s resilience, worn like a badge of honour, so often called upon because we lack support and clear industrial strategy from Whitehall?
PP Control & Automation CEO, Tony Hague was quick to add commentary on Rishi Sunak’s recent U-Turn with a point of view that may not be popular with all but asks that we consider how it could potentially be a sensible move.
“The fact is we neither have the infrastructure to support the initial pledges (made in good faith) or the money to make them happen.
Equally – with the current impact of inflation/interest rates on consumers – any form of additional costs to further support the move to Net Zero are, right now, inappropriate. Don’t get me wrong, everyone wants green energy until they get a surcharge on their bill!
The focus around ESG is real and, certainly at a business level, we can do plenty to support without Government intervention. People will talk about the ‘goal posts moving’ and I get that, but in truth, they were always going to be moved!”
The real question is, what do we need to prioritise to move forward with purpose in the pledge for Net Zero and sustainability? Perhaps we should first consider comparing competing nations.
Viewing how other regions are faring in their quest for sustainable manufacturing is a worthwhile endeavour, offering at the very least a progress benchmark and clearer sight of actionable priorities.
Germany has long been an industrial powerhouse. They’ve made substantial progress in adopting green manufacturing practices. Their commitment to renewable energy sources and stringent emission standards sets a remarkable example.
As the world’s largest manufacturing hub, China is also the world’s largest carbon emitter. However, they’ve made significant strides in renewable energy and green technology production, positioning themselves as leaders in the electric vehicle market.
Nordic nations, particularly Denmark and Sweden, have invested heavily in sustainable manufacturing practices. They’ve embraced wind energy, circular economy principles, and sustainable supply chain management.
The United States is making progress with increased investment in electric vehicles and renewable energy sources. Policies aimed at reducing emissions have encouraged manufacturers to adopt greener practices.
Supporting artwork featured throughout this article is a continuation of the ai generated artwork featured in the Shock of the New campaign. It uses ai prompts to depict emerging markets, technologies, and scenes in different modern art styles – A nod to the inspiration of Robert Hughes’ documentary and book of the same name, along with the recent disruption and adoption of artificial intelligence technologies.
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To become a competitive nation in the area of sustainability and achieve net zero emissions, several key priorities are often emphasised – we’ve already used this campaign series to paint a picture of innovation as a cornerstone of staying competitive in rapidly evolving markets. This includes allocating significant resources towards research, development, and deployment of green technologies. It includes renewable energy sources, energy-efficient manufacturing processes, sustainable materials, and carbon capture and storage technologies.
Sustainable infrastructure is a mammoth challenge, but a necessary one to support sustainable practices – building smart grids to accommodate renewable energy sources, expanding electric vehicle charging networks, and improving public transportation systems to reduce emissions.
Energy efficiency is a non-negotiable priority across every sector. In the most basic terns, increased collaborative innovation in developing and quickly adopting energy-efficient technologies and practices are required to reduce energy consumption and emissions.
Collaboration within the UK manufacturing community needs to strengthen and become more than a throwaway comment. Whilst there’s agreement on the emphasis for collaboration and its importance with every speaker in every manufacturing roundtable, or as a defining point in every industry report summary, there still seems to be a lack of leadership throughout the sector in building something coherent.
And it isn’t as though there aren’t blueprints for successful collaboration to draw inspiration from. As an aside, and before we continue illustrating priorities, here’s eight examples from global players to whet your appetite:
Mittelstand refers to the medium-sized, family-owned businesses that form the backbone of the German economy. These companies are known for their innovation, quality, and resilience.
Key characteristics of Mittelstand companies include a focus on niche markets, long-term planning, employee development, and strong collaboration with vocational training institutions. These companies often prioritise apprenticeships and invest in vocational training to ensure a skilled workforce.
Japan’s manufacturing sector is known for its keiretsu system, which is a network of interlocking business relationships among companies.
Keiretsu fosters collaboration and long-term partnerships between manufacturers, suppliers, and distributors. It encourages information sharing, joint research and development, and mutual support, contributing to Japan’s manufacturing success.
South Korea’s industrial landscape is characterised by chaebols, large conglomerates like Samsung, Hyundai, and LG.
Chaebols promote vertical integration and diversification across industries, enabling them to dominate both domestic and global markets. They often have centralised management structures and invest heavily in research and development.
Switzerland is renowned for its precision manufacturing, particularly in sectors like watchmaking and pharmaceuticals.
Swiss manufacturers prioritise precision, quality, and craftsmanship, and they often collaborate with research institutions to innovate in their fields. Collaboration between Swiss universities and industry players is very common.
Silicon Valley is known for its collaborative ecosystem in the technology and innovation sectors.
It brings together startups, venture capitalists, research institutions, and established tech giants, fostering a culture of innovation and entrepreneurship. Open collaboration, knowledge sharing, and access to capital are key factors in Silicon Valley’s success.
Taiwan’s electronics manufacturing industry has excelled with the ODM (Original Design Manufacturer) model, where companies design and manufacture products for other brands.
Collaboration between ODMs and brand owners leads to cost-effective production, rapid product development, and economies of scale.
Denmark has a strong focus on renewable energy and sustainable manufacturing.
The Danish wind energy industry is characterised by collaboration between government, industry, and research institutions, leading to technological advancements and global leadership in wind turbine manufacturing.
Singapore has established itself as a high-tech manufacturing hub, attracting multinational corporations in industries like electronics, aerospace, and biotechnology.
The government actively promotes collaboration through research grants, infrastructure development, and education.
When the UK manufacturing community has found its own widely acknowledged and practiced approach to collaboration, it would be wise to engage globally in projects of international collaboration. What could be gained when collaborating with other nations on sustainability initiatives and sharing best practices will quite literally do the world, a world of good. Global challenges like climate change require global solutions, and international partnerships will accelerate progress.
The funding of institutions and universities to conduct research on sustainability and environmental technologies will have to be a priority too. Building the right environment to be successful will include strong investment here, as it is often within settings like these that breakthrough advancements occur.
Furthermore, equipping the workforce with the right skills needed for green jobs, alongside investments in education and training programmes to create capability competitiveness would be priorities that help form a strong backbone for the future of UK industry. Establishing clear and stringent environmental regulations that incentivise sustainable practices and penalise carbon-intensive activities would also send a strong message. Some have suggested implementing carbon pricing mechanisms such as carbon taxes or cap-and-trade systems to internalise the cost of carbon emissions and incentivise emissions reduction.
And speaking of strong messages, public awareness and engagement will be very important, so the message will need to be successful in encouraging individuals to reduce their carbon footprint and make sustainable choices in their daily lives, much of which will need to be done through promoting the adoption of circular economy principles.
One thing that’s gained traction and will be key to building the right environment here in the UK is green finance and the investment landscape – there will be a need to continue to encourage banks and financial institutions to prioritise their sustainable investments and think long-term.
Prioritising these areas can help a nation become competitive in the global sustainability effort and make significant progress towards achieving net zero emissions. It is essential to view sustainability not as a burden, even when the challenge seems laborious or complex, but as an opportunity for economic growth, job creation, and a healthier environment.
Embracing sustainable practices makes economic sense. Consumers are increasingly environmentally conscious, and businesses that prioritise sustainability gain a competitive edge.
Investing in green technology fosters innovation. By developing cutting-edge sustainable solutions, the UK can secure a prominent position in emerging markets.
Transitioning to sustainable manufacturing creates new opportunities. The renewable energy sector, for instance, has the potential to generate thousands of jobs.
Relying on imported technology can leave the UK vulnerable. Producing green technology domestically ensures energy security.
Taking a proactive stance on sustainability allows the UK to lead by example on the global stage. It reinforces the nation’s commitment to combating climate change.
Indeed, transitioning to sustainable manufacturing is not without its challenges. Financing the shift can be demanding, especially for smaller manufacturers. Moreover, adapting the workforce’s skillset to align with green technologies is a significant hurdle. Navigating evolving regulations and standards also poses complexities.
However, it is crucial to emphasise that despite potential hurdles or the government’s stance on sustainability, it is the responsibility of all UK manufacturers to take the lead in securing their futures. Waiting for policies to mandate change is not a sustainable strategy. Instead, manufacturers should proactively seek opportunities to reduce their environmental impact, innovate for sustainability, and invest in green technologies.
Manufacturers can achieve these goals more effectively by collaborating. Collaboration fosters knowledge sharing and resource pooling, making it easier for smaller manufacturers to access expertise and capital. Government agencies, industry associations, and research institutions can also play pivotal roles in supporting these efforts.
By working together, manufacturers can collectively address the challenges of financing, skill development, and regulatory compliance. They can create a united front that not only benefits individual businesses but also advances the entire sector towards a sustainable future.
The future of the UK manufacturing sector may just hinge on its ability to evolve in line with the global shift towards sustainability. Embracing net-zero goals, investing in green technology, and keeping manufacturing at home are not just moral imperatives; they are essential steps to secure a prosperous and competitive future.
By taking this path and proactively creating a collaboration blueprint, UK manufacturers and businesses will obtain the pedigree required to compete on a global scale in the green industrial revolution.
This revolution will drive innovation, create jobs, and mitigate the effects of climate change, but there is much to be considered and to be done to seize this opportunity. Paving a brighter, greener future pathway for UK manufacturing will need leaders to rise today, not tomorrow.
Every story so far from the Shock of the New campaign will be updated below as they’re published.
“The shock of the new” highlights the dynamic relationship between innovation and the human response to change. It acknowledges that whilst change can be challenging, it can also lead to profound advancements and opportunities for societal and sustainable development.
The fourth industrial revolution has a new engine and manufacturing is on the cusp of its most transformative era since the invention of the assembly line.
Recent history has been defined by turbulence and supply chains have become the front line of disruption. These shocks have acted as both a warning and a wake-up call.
At the heart of the green transformation lies a somewhat critical element: skills. Shock of the New reacts to the 2024 Global Green Skills Report.
The Shock of the New campaign returns, as Tony Hague states that if the UK continues to outsource its green technology production overseas, it risks squandering a once-in-a-generation opportunity.
Over 70 pages, collecting every story from the Shock of the New campaign. Includes bonus content and available for instant free download.
What if by understanding what works across other regions, successful approaches can be combined to build a collaboration blueprint for UK manufacturers to call their own.
In an era where environmental concerns are at the forefront of global discourse, the UK manufacturing sector finds itself at a crossroads. To flourish, there is a compelling argument that it must undergo a profound transformation towards sustainability.
The Greentech landscape and opportunity for innovation and investment is driving the sustainability agenda and encompasses a wide range of new technologies.
There are various types of machines and devices that contribute to the circular economy by enabling resource conservation, waste reduction, recycling, and the reuse of materials. The demand increase in these varieties has been more progressive in recent years.
When adopting new technologies and exploring emerging industries, there is often a disruptive element involved. They can challenge established norms, disrupt traditional industries, and require individuals and organisations to adapt to new ways of doing things.
PP Plus is an easy access support network designed to help create a more sustainable and environmentally friendly future by supporting the growth of technological innovations in the UK.
PP Plus offers three pillars of support (Manufacturing, Business, Academia) that give access to hundreds of capabilities, services, and methods to help fledgling businesses rise through seed investment, to the flourishing market debut of their ground-breaking green technology.
The PP Plus partner network, founded by PP C&A, is a carefully curated collective, selected with discernment and purpose. They share a unique blueprint for better collaboration. Together, they constitute the most accessible growth support network in UK manufacturing, serving as the catalyst for a multiplier effect that unites entire communities in the shared mission of guiding successful innovation.
For more information on how PP Plus is supporting GreenTech innovators, see the brand new website, launched to promote its important mission and the services of its network of over 20 partners.
Ian Knight, Chief Information Officer at PP Control & Automation (PP C&A) challenges the prevailing, often vague narrative around AI adoption and reframes the conversation around a more practical starting point: operational constraints.
Artificial intelligence is no longer a distant concept for manufacturers. It is already being explored across quotation, production planning, engineering, quality, supply chain and customer service functions. Yet, for many organisations, the gap between experimentation and meaningful operational impact remains difficult to close.
A leading aquaculture specialist – that is changing the way fish are vaccinated safely – has signed a major manufacturing deal.
On paper, defined discipline-specific suppliers can look organised. However, every additional supplier introduces another handoff, and every handoff creates another point where time, quality, communication and accountability can be lost.
Very rarely does growth not surface because an OEM lacks ambition. Shortcomings arise because operating models built to support such ambition don’t evolve quickly enough.
Recent weeks have brought two important industry moments into sharp focus, concluding that demand for AI and automation is rising, but investment, skills, and long-term thinking must follow.
For decades, one question has sat at the heart of operational strategy for machine builders and OEMs: make or buy? It’s a familiar debate and it isn’t the wrong question by any means, but perhaps it is an incomplete one.
In most machine building businesses, change is still treated as an exception. A late-stage drawing revision, component substitution, or wiring tweak discovered during build. Each one is handled, resolved, and signed off. And then everyone moves on. But what if that’s the wrong way to think about it? What if change isn’t the disruption to the system but the system itself?
