NEWS | FEATURES | PRODUCTS | CASE STUDIES www.pwemag.co.uk @PWEmagazine1 Choosing the right lubricant for your application page 22 @plant-&-works-engineering PWE Plant & Works Engineering Since 1981 PWE Annual Buyers' Guide 2026 page 37 Annual Buyers’ Guide 2026 | Issue 490
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Few sectors have had to adapt so continually, and so quickly, in recent years. But what stands out now is not just the resilience itself, but the cost of maintaining it. Turning resilience into real momentum Make UK’s end-of-year assessment in its comment for PWE this month, captures the conflicting signals manufacturers have been wrestling with: genuine progress in confidence and order books, set against structural pressures that are becoming harder to absorb. Its point about resilience is well made. Few sectors have had to adapt so continually, and so quickly, in recent years. But what stands out now is not just the resilience itself, but the cost of maintaining it. Where I agree strongly with Make UK is on the emerging importance of industrial strategy. Early insights from the forthcoming Make UK–PwC Executive Survey for 2026 underline just how significant this is for senior leaders. If manufacturers see a long-term strategy as the most powerful influence on their growth prospects, that tells us two things: Editor’s Comment ‘ ’ first, that the appetite for investment is real; and second, that the absence of sustained policy direction has held the sector back more than we often acknowledge. The same survey also highlights a strong focus on expansion into new markets, digitalisation and AI, clear signs that ambition within the sector remains high. Make UK is also right to highlight that the UK remains fundamentally competitive. Despite the pressures, companies still see value in operating here. But that competitiveness can’t be taken for granted. The warning signs it flags, especially around energy and employment costs, are not theoretical. Many businesses are already modelling scenarios where investment is diverted or delayed because the cost base simply doesn’t stack up. This should concern us as much as the prospect of a trade dispute or external political volatility. On the call for government action, accelerating industrial strategy is essential, but so is making it coherent across departments. A strategy delivered in fragments risks failing before it begins. Likewise, bringing forward the business energy support scheme isn’t just desirable it is becoming a prerequisite for keeping capacity and capability in the UK. If the scheme isn’t broadened, we risk supporting only a thin slice of the sector while the rest faces mounting pressure. Building on Make UK’s reflections on resilience, I think there is also a wider point to consider. While manufacturers have repeatedly shown their ability to adapt, this should not become a substitute for a policy environment that enables long-term growth. Their resilience is a strength but it deserves to be matched by equally resilient policymaking. The question for 2026 is what it could achieve with the right foundations in place. As we move into the new year, the picture is neither wholly bright nor bleak. It is conditional. The optimism shown in Make UK’s final surveys of 2025 is genuine, and the willingness to invest in innovation is unmistakable. But unless the cost environment improves and industrial strategy moves from concept to delivery, that optimism may struggle to convert into tangible growth. The UK’s opportunity now is to match the determination of its manufacturers with equal determination in policymaking. If that happens, resilience can finally give way to renewed, sustainable momentum. Annual Buyers’ Guide 2026 www.pwemag.co.uk Plant & Works Engineering | 03
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Annual Buyers’ Guide 2026 www.pwemag.co.uk Plant & Works Engineering | 05 Editor: Aaron Blutstein t| 01732 370340 e| editorial@dfamedia.co.uk Content Sub Editor: Leslah Garland t| 01732 370340 e| leslah.garland@dfamedia.co.uk Sales Director: Damien Oxlee t| 01732 370342 e| damien.oxlee@dfamedia.co.uk Sales Manager: Sara Gordon t| 01732 370341 e| sara.gordon@dfamedia.co.uk Sales Manager: Andrew Jell t| 01732 370347 e| andrew.jell@dfamedia.co.uk DFA Direct: Damien Oxlee t| 01732 370342 e| damien.oxlee@dfamedia.co.uk Production Manager & Designer: Chris Davis e| chris.davis@dfamedia.co.uk Marketing Manager: Hope Jepson e| hope.jepson@dfamedia.co.uk Reader/Circulation Enquiries: Perception t| +44 (0) 1825 701520 e| cs@perception-sas.com Financial: Finance Department e| accounts@dfamedia.co.uk Managing Director: Ryan Fuller e| ryan.fuller@dfamedia.co.uk Published by: DFA Media Group 192 The High Street, Tonbridge, Kent TN9 1BE t| 01732 370340 e| info@dfamedia.co.uk w| www.pwemag.co.uk Official Supporters: Printer: Warners, UK © Copyright 2025, DFA Manufacturing Media Ltd, ISSN 0262-0227 PWE is a controlled circulation magazine, published 11 times a year. Please contact DFA Media with any subscription enquiries. Paid subscriptions are also available on an annual basis at £100.00 (UK) or £170.00 (Overseas) P+P included. The content of this magazine, website and newsletters do not necessarily express6the views of the Editor or publishers. The publishers accept no legal responsibility for loss arising from information in this publication. All rights reserved. No part of this publication may be produced or stored in a retrieval system without the written consent of the publishers. Contents 10 30 22 28 BCAS official media partner Audit Bureau of Circulation – Average net circulation 10,274 January 2024 to December 2024 COMMENT 3 NEWS 6 A round-up of what’s happening in industry. INSIGHT 10 SOUTHERN MANUFACTURING PREVIEW 12 MAINTENANCE MATTERS - INCORPORATING PROBLEM SOLVER 14 Focus on: Plant & Asset Management/ CMMS Matt Kent explores how structured asset data strengthens each stage of the asset management pyramid, and why creating a dependable dataset is becoming the most practical route to better reliability and reduced cost. PROCESS, CONTROLS, & PLANT 22 Focus on: Seals, Bearings & Lubrication/ Compressed Air/ Process Cooling Chris Johnson explores the advantages and limitations of grease and oil lubrication methods. ENERGY & ENVIRONMENTAL MANAGEMENT 28 Focus on: Boilers, Burners & Controls Graham Barker explains how using original parts in repairs can not only extend the life of burners but also ensure they operate safely and efficiently. HANDLING & SAFETY MATTERS 30 Focus on: Health & Safety Carrick Hill explains how advances in safety-certified 3D radar technology is reshaping approaches to restart prevention and helping manufacturers align with the evolving requirements of the newly published EN ISO 10218-2:2025 standard. SPECIAL FOCUS SKILLS & TRAINING 33 PWE ANNUAL BUYERS’ GUIDE 2026 37 PRODUCTS & SERVICES DIRECTORY 79
News 6 | Plant & Works Engineering www.pwemag.co.uk Annual Buyers’ Guide 2026 In just over four months, MACH 2026 (20 to 24th April 2026) will open its doors at the NEC, Birmingham to over 30,000 members of the manufacturing community – bringing together buyers, sellers, specifiers and designers. The biennial event offers an unmissable opportunity to experience new technology, live and in action and is perfectly timed for UK manufacturers preparing for growth in capacity and capability. MACH is the biennial event that brings together the manufacturing community. It is owned and organised by the MTA, a not-for-profit organisation dedicated to being the voice of the engineering and manufacturing community. The association is committed to driving innovation, creating value, attracting new talent into the sector and supporting the continued growth of UK manufacturing. MACH is also supported by other key manufacturing organisations including the High Value Manufacturing Catapult and its centres, the MMMA, and for the first time, by Automate UK and Make UK. All aspects of manufacturing technology will be on display at the event, and the MTA is delighted to welcome back exhibitors who’ve been strong supporters of the show over many years in addition to many first-time exhibitors and those returning to the show after a period of absence. Building on the success of their debut at MACH 2024, the Knowledge Hubs will return and are even bigger and better for MACH 2026. These interactive hubs are designed to provide manufacturers with practical guidance on adopting new technologies, helping them tackle challenges, boost performance and improve competitiveness by connecting with the right experts and suppliers. Strategically located across the show floor, the Knowledge Hubs will focus on key industry topics including subjects including automation and robotics, additive manufacturing, data and AI and consumable tooling. They are designed to provide visitors with impartial advice and signpost them around the show, as well as provide invaluable insights into when and how to invest in technology that drives improvements in productivity, efficiency and operational costs. The Machining & Tooling Knowledge Hub is a particular focus for MACH 2026 and is supported by a wide range of tooling companies including Ceratizit, Iscar Tools, Horn, Guhring, ZCC Cutting Tools, Kyocera, Europa Tools, Mapal and Mitsubishi. A key part of the Hub is a seminar theatre where informative presentations will take place covering subjects including how to apply the latest cutting tool technologies plus pointers on selecting the most suitable insert geometries. The programme is designed to empower manufacturers to work faster, better, and more cost-effectively. Commenting on the plans for MACH 2026, James Fudge, Head of Operations at the MTA, said: “MACH is the only show that offers thousands of visitors a fantastic opportunity to explore and see live demonstrations of a wide range of the latest manufacturing technologies and techniques, all under one roof, in one week – without leaving the UK. This year’s event is a fabulous opportunity to learn about new technology and how this can be harnessed to improve productivity and efficiency. The Knowledge Hub areas are spearheading our drive to help manufacturers integrate new technologies into their processes and manufacturing systems. The event also offers invaluable face-to-face opportunities to meet new suppliers and strengthen existing relationships, helping businesses stay ahead in a rapidly evolving sector.” The Education and Development Zone (E&D Zone), sponsored by Iscar Tools, is the educational hub at MACH 2026, designed for students keen to explore what engineering-based manufacturing can offer them as a future career and to help them find their ‘pathway to engineering’. Fudge continued: “The E&D Zone showcases the MTA’s commitment to attracting new talent into the sector. We have nearly 3,000 students due to attend in the key age range of 11-18. The zone is designed as an engaging experience and will demonstrate what a career in advanced manufacturing looks like.” Registration is now open for the event owned and organised by the Manufacturing Technologies Association (MTA), and sponsored by Lloyds, which is the UK’s largest for inspiring, innovating and connecting the manufacturing community and is due to take place across five halls of the NEC from 20 to 24th April 2026. To find out more about MACH 2026 and to register please visit: https://www.machexhibition.com/ MACH 2026 poised to be the catalyst for UK manufacturing to deliver economic growth UK manufacturers are losing up to £736 million every week due to unplanned downtime, according to new data released by Fluke Corporation. The findings highlight significant vulnerabilities in industrial resilience, with nearly seven in ten manufacturers reporting outages in the past year. The research, conducted by Censuswide on behalf of Fluke, surveyed more than 600 senior decision-makers and maintenance professionals across the United States, the United Kingdom and Germany. It found that 68% of UK manufacturers suffered unplanned downtime in the past 12 months, revealing what Fluke describes as a “silent crisis” in operational reliability. The study shows that downtime is both frequent and prolonged. Nearly half (46%) of UK respondents reported between six and ten downtime incidents each week, while 15% said they experience 11 to 20 incidents weekly. In terms of duration, 45% said outages last up to 12 hours, and 17% reported incidents stretching to as long as 72 hours. At an average cost of £1.36 million per hour, Unplanned downtime costs UK manufacturers up to £736 million a week, survey finds
News Annual Buyers’ Guide 2026 www.pwemag.co.uk Plant & Works Engineering | 07 As we leave 2025 and usher in a New Year, as the saying goes ‘there’s some good news and some bad news’. The last twelve months have seen yet another tumultuous period where the resilience that is now hard wired into manufacturing as a sector was fully on display again. Domestically there have been the challenges from energy bills that remain eye wateringly high for many businesses, while the full impact of the increase in National Insurance Contributions was felt for the first time. If that were not enough, overseas they have had to cope with an erratic US President flip flopping from one decision on tariffs to the next. Yet, despite all of that, Make UK’s final two quarterly surveys of the year showed a fairly positive picture, with the forward looking indicators for the first quarter of 2026 looking especially strong. Looking forward to 2026, each year Make UK publishes a survey of Senior Executives in conjunction with PWC. The standout positive from the 2026 Survey to be published in January shows manufacturers believe the introduction of an industrial strategy will have the biggest impact on their growth prospects. As well as the benefits from an industrial strategy, the survey shows that, despite the current challenges from escalating costs and a potential trade war, a majority of manufacturers believe that overall, the UK remains a competitive place in which to manufacture. It also shows expanding into new markets, developing new products and digital technologies and AI are the focus of their investments. However, the survey shows signs the escalating costs manufacturers are facing, especially employment and energy costs, are threatening a tipping point whereby the UK will see investment plans cancelled or, shifted overseas as a result. In response, Make UK is now urging Government to speed up the pace of delivery on industrial strategy, as well as bringing forward the much vaunted business energy support scheme as the current proposed introduction in 2027 is too late. Make UK is also campaigning for the scheme to be expanded right across the sector so the broadest possible number of companies are covered. Despite these challenges, manufacturers have demonstrated their resilience over and over again in recent years and, those that remain innovative and are prepared to invest in new technologies and products, expanding their markets and, most crucially, invest in their people will continue to thrive. By MAKE UK chief executive, Stephen Phipson MAKE uk - the manufacturers’ organisation monthly news comment a single incident could result in losses of up to £49 million – equivalent to powering 3900 factories for a week. While the frequency and duration of downtime are similar across the three countries surveyed, the cost impact is notably higher in the UK and Germany. In both markets, a single incident can cost up to £49 million, compared with a global average of £1.27 million per hour and £31.9 million per incident. The research indicates that downtime is a global operational challenge and a board-level risk to profitability and resilience. However, it also suggests that UK manufacturers face significantly higher costs than their US counterparts, pointing to what Fluke calls a critical gap in Europe’s industrial resilience. The problem is particularly acute among large enterprises. Globally, 40% of organisations with more than 50,000 employees reported experiencing between 11 and 20 downtime incidents each week, and half said these incidents lasted up to 72 hours. Despite the scale of the issue, Fluke’s findings show that the manufacturing sector’s response remains fragmented. UK manufacturers are distributing digital investments across several technologies aimed at improving resilience, including predictive maintenance (12%), digital twins (12%), and condition monitoring (13%). Parker Burke, Group President at Fluke, said: “Our research paints a sobering picture: manufacturers are caught in a cycle where downtime eats directly into competitiveness, and too many are stuck with fragmented fixes. “The data makes clear that the frequency, duration, and cost of downtime expose systemic vulnerabilities in maintenance and reliability strategies. What once was viewed as an operational inconvenience has become a risk to enterprise value. Without a clear path to scale digital investments, manufacturers’ efforts risk being spread too thin to deliver meaningful resilience or return.” He added: “The findings underscore the urgent need for manufacturers to rethink reliability not as a maintenance issue, but as a boardroom priority critical to growth, competitiveness, and customer trust.”
News 08 | Plant & Works Engineering www.pwemag.co.uk Annual Buyers’ Guide 2026 The 2025 AEMT Awards returned to Coventry on 20 November, bringing together companies and specialists from across the electromechanical sector. Held at the DoubleTree by Hilton for the eighth year of the programme, the event attracted a near record number of entries across its eight categories and reflected the scale and diversity of work taking place within service, repair and engineering disciplines. The programme highlighted the expertise embedded within repair, service and maintenance operations. Funds were also raised for the Red Cross through a lively Wheel of Fortune, producing £2320.00 for the charity, with the winner carrying off a bottle of bubbly, £100 and an England shirt signed by Keegan. Hidrostal secured Product of the Year for its SuperBetsy IPS mobile pumping system, recognised for autonomy, efficiency and reliability in demanding field conditions. Project of the Year went to Rewinds & J. Windsor & Sons for manufacturing new axles for a 129year-old steam locomotive, a scheme that combined heritage preservation with apprentice development. IPS Newcastle claimed Service Centre of the Year for its comprehensive repair capability, strong safety culture and apprenticeship commitments. Supplier of the Year was awarded to TEC Electric Motors, now the UK’s largest supplier of low-voltage motors, noted for its round-theclock support and wide technical range. Sulzer was acknowledged for its work in shaping technical training through a framework aligned with recognised standards. The Rising Star Award went to Dominic Harvey of Sulzer Services, praised for his contribution to major projects and his enthusiasm for outreach. Innomotics secured the Diversity in Engineering Award for initiatives designed to embed inclusion throughout the organisation. Sustainable Organisation of the Year went to WEG, whose global programme of efficient technologies and community projects continues to set a strong environmental benchmark. Reflecting on the evening, Thomas Marks, Director General at the AEMT, said: “In this our 80th Anniversary year, the awards evening proved to be another remarkable success and once again provided an excellent forum through which to celebrate the excellent work being undertaken by the electromechanical service and repair sector.” He added: “I very much look forward to building on that success for the 2026 awards programme, and to providing another superb platform for promoting business and professional excellence.” AEMT announces 2025 Award winners New Policy Centre launches to champion SME voices in UK manufacturing and engineering A new independent Policy Centre has been established to give the UK’s vast network of small and medium-sized enterprises (SMEs) in manufacturing and engineering a unified, influential voice in the corridors of power. More than 325,000 SMEs, in the engineering and manufacturing sectors, often supply chain businesses, are the backbone of the UK economy, driving innovation, job creation, and growth. Yet their experiences and insights have too often been overlooked in national policy discussions. The Policy Centre for Supply Chain and SME’s, Powered by Enginuity, the former Sector Skills Council,has been created to change that acting as a convener of industry leaders, sector bodies, policymakers, and government, ensuring that the realities facing British SMEs are not just heard, but drive meaningful change at the very highest level. The Centre’s mission is to engage SMEs directly, to unify and amplify their voices as an independent arbiter that brings together industry, industry bodies, policy organisations and government to collaborate on the skills and policy priorities that drive growth and support a thriving and resilient supply chain. The Policy Centre will work as a constructive ally and critical friend to the UK Government, supporting efforts to future-proof British manufacturing and engineering. By advocating for policies and skills development that reflect the real-world needs of SMEs, the Centre says it aims to help create a thriving, resilient industrial base that underpins the UK’s growth ambitions. Through advocacy, campaigns, and direct engagement, SMEs will have new opportunities to influence decision-makers and see their input translated into tangible outcomes. The Centre will also provide clear guidance to help businesses navigate policy changes and contribute to evidence-led dialogue. Ann Watson, CEO of Enginuity commented: “By gathering robust data, conducting research, and fostering honest dialogue, the Policy Centre will provide evidence-based recommendations to shape policies that strengthen SMEs and reinforce the UK supply chain. We are here to do what’s right for SME’s and the supply chain-giving them a platform and the influence they deserve. “Our approach is collaborative and impact driven. We believe that by bringing together industry, sector networks, membership organisations, and large employers, we can align priorities, amplify influence, and tackle the sector’s most pressing challenges together.” Mike Reader, Labour MP for Northampton South, commented: “Congratulations to Enginuity for setting up the Policy Centre – it’s a big step forward, and I’m proud to be part of that journey with you. “I’m so pleased to see the Policy Centre is being launched to give SME’s a voice in how we develop the skills agenda and opportunities within our industry. Quite often SME’s don’t have that seat at the top table, the Policy Centre is going to provide that route to engage with government and make sure that the policies and outcomes delivered meet the broad SME needs.”
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10 | Plant & Works Engineering www.pwemag.co.uk Annual Buyers’ Guide 2026 Insight A new collaboration between Trimble and Engineers Without Borders (EWB) is taking shape in Eastern Uganda, where digital tools and local engineering expertise are coming together to solve one of the region’s most persistent challenges: how to unlock funding for essential infrastructure. The initiative aims to create detailed civil engineering masterplans, data driven blueprints that can convince funding authorities and donors to invest in roads, water systems and other public works. It is a partnership grounded not in corporate strategy, but in opportunity and alignment. Digital mapping transforms infrastructure planning in Uganda A collaboration between Trimble and Engineers Without Borders is changing how rural communities in Uganda plan essential infrastructure. Through GIS mapping, drone surveys and shared data systems, engineers and students are developing the evidence based masterplans required to secure investment and build long term technical capability. Aaron Blutstein spoke to Trimble’s Sumele Adelana and Engineers Without Borders’ (EWB) Katie Cresswell-Maynard to find out more. “In truth, the collaboration has come together due to several factors aligning at the same time as opposed to any deep, strategic plan,” Sumele Adelana from Trimble explained. “Trimble in Europe was introduced to the leaders of Engineers Without Borders International, and it was highlighted that Trimble products and software were being used already by members of the Engineers Without Borders community. The Uganda project was an opportunity to formalise that and for Trimble to assist from a monetary, advisory and product provision perspective.” Only later did the team realise that the Trimble Foundation had already been working with Engineers Without Borders USA. That existing relationship helped to cement the new international collaboration and give it immediate direction. From data to design At the centre of the Uganda project is the use of Trimble’s technology to collect and validate the kind of spatial data that underpins modern infrastructure planning. Engineers are using Geographic Information Systems (GIS) to gather and interpret environmental, topographic and infrastructural data.
Insight Annual Buyers’ Guide 2026 www.pwemag.co.uk Plant & Works Engineering | 11 Adelana explained: “Planners use Trimble’s GIS (Geographic Information Systems) solutions to collect, organise, and visualise spatial data, such as terrain, existing infrastructure, and environmental conditions. This holistic view allows for better site selection, risk assessment (e.g., flood zones, seismic activity), and design optimisation, reducing costly surprises and rework. By turning complex data into easy-to-understand maps and visualisations, GIS helps project teams explain proposals to communities, gather feedback, and gain public support.” Drone mapping is another critical element. Equipped with sensors such as LiDAR and highresolution cameras, Trimble’s drones can rapidly capture detailed imagery and topographic data from areas that are difficult or dangerous to reach. “They make it possible to survey bridges, riverbanks or tunnel roofs without endangering workers or requiring extensive scaffolding,” Adelana said. The data collected through GIS and drones feeds into Trimble’s cloud-based analytics platform, a shared workspace where 3D models, plans and documentation can be reviewed in real time. Adelana added: “Trimble’s data analytics tools, by bringing all project data, including 3D models, drawings, and documentation, into a cloud based common data environment ensure all stakeholders (engineers, contractors, clients) are working from a single, reliable source of truth. This transparency improves communication, reduces rework, and streamlines the entire project lifecycle.” Capacity before construction The Uganda collaboration is designed not only to produce infrastructure plans, but also to strengthen local capability. Engineers Without Borders East Africa is leading efforts to involve student engineers and local professionals throughout the project’s lifecycle. “Local student engineers, mostly members of Engineers Without Borders East Africa, will be using the Trimble technology and gaining the training and experience needed to build these infrastructure masterplans,” Adelana said. “The knowledge and experience they gain can then be expanded to other villages and regions.” To make that happen, Trimble is assembling a task force of volunteer experts who will provide training and mentoring support. “Various business units of Trimble are providing both hardware and software, and the support for their use will be delivered as it would to any customer. A steering committee is meeting to decide exactly how that support will be delivered,” Adelana explained. Universities and technical institutions are also central to the model. According to Engineers Without Borders’ Katie Cresswell-Maynard: “Local technical education centres such as the engineering departments of universities are signing up to partner with the project, securing top level buy in from Deans and Heads of Department. This results in curriculum enhancements and real hands on experience for the students who will be part of the project delivery teams.” These students will not simply be observers. They will collect and analyse data, design masterplans and work alongside mentors from Trimble and EWB to validate their designs. Local government departments are also engaged to ensure that the plans align with policy priorities and regional development strategies. “All parties are working together to produce the required outcome,” Cresswell-Maynard said. She continued: “Through the engagement of multiple stakeholders the impacts will be sustained. All of this knowledge and experience stays locally after the initial 18 month project finishes, allowing generations of Ugandans to benefit.” Defining success Unlike many development projects, success here has a clear and measurable first step. “In the first instance, the master plans need to be created and delivered to the local stakeholders that hold the infrastructure budgets,” Adelana explained. “They need to be accepted. Once the budget has been released, the plans can then be implemented and the infrastructure built.” This approach responds directly to one of Uganda’s most persistent bottlenecks. “The frustrating thing in Uganda is that there are funds available to deliver the infrastructure that villages need to prosper,” Adelana said. “However, quite rightly, those authorities that hold the funds need to be convinced that a desire to deliver, for example, clean drinking water and drainage for a village are supported by the robust civil engineering and budgeting documentation so that they can become reality. This has been a challenge which the collaboration is tackling head on.” For Cresswell-Maynard, unlocking those funds represents not just a project milestone but a systems level change. “Up to 70% of people in Eastern Uganda lack access to the basics needed to thrive, and much of this is down to inadequate infrastructure,” she said. “Funds are available, but they’re not accessible because parishes lack the data, tools, and engineering capacity needed to deliver convincing masterplans. This project gives them the tools, data, and local skills to get projects underway.” Education as legacy For Engineers Without Borders, the Uganda initiative is also a continuation of a broader shift in its mission, from delivering one off projects to enabling long term, locally led engineering capacity. “The history of EWB shows that the way we work changes over time,” Cresswell-Maynard reflected. “We have moved from our origins of assisting in small, local engineering projects to focusing on the education of engineers on a global scale, aimed at producing the engineers of the future who put global responsibility at the heart of their thinking.” “This project maybe takes that one stage further,” she added. “The student engineers in Uganda already think in this way, and therefore this project is the practical side of that. It is where the rubber meets the road and that is why its outcome is so important for us.” EWB East Africa is currently engaging with local universities to recruit and train youth enumerators and engineers for data collection and analysis. “Through these partnerships, the most appropriate and motivated students are being selected to form project teams,” CresswellMaynard highlighted. “A brilliant part of the partnership with Trimble is that these students will have access to Trimble’s experts who can provide them with technical training on use of their software and hardware for application on the project, and who can also mentor them, guiding them to reflect on their future career.” Looking ahead The project is still in its early stages, but both organisations are already considering how it might inform future work. “It’s just a matter of weeks since the project began,” Adelana said. “It’s a bit early for lessons learned, but the prospect of Trimble and Engineers Without Borders International working together on similar projects in other regions is certainly one being explored.” EWB plans to measure the project’s outcomes in several ways, Cresswell-Maynard said, including the number of Ugandan members involved, the skills gained, and how those skills are applied elsewhere. She added: “We will learn a huge amount… Should this be a template for further projects in other areas of Uganda or around the world will become clearer over time.” While framed in practical engineering terms, the partnership reflects broader development priorities, including those within the UN Sustainable Development Goals such as clean water, resilient infrastructure and partnerships for progress. Ultimately, the Uganda collaboration shows how a technology company and a humanitarian engineering organisation can work together to translate data into durable change. By combining technical precision with local participation, Trimble and Engineers Without Borders are developing not only infrastructure plans, but also the next generation of engineers who will deliver them.
12 | Plant & Works Engineering www.pwemag.co.uk Annual Buyers’ Guide 2026 Special Focus Renowned for its uniquely British character and long-standing reputation as a hub for domestic manufacturing excellence, Southern Manufacturing & Electronics has consistently drawn engineers, designers, procurement specialists, and innovators from across the UK. That strong national audience is bolstered by a growing international presence, as global exhibitors and visitors continue to view the event as a gateway to building sovereign UK supply chains and forging new collaborative partnerships. At the heart of the event is the country’s largest dedicated electronics trade show, bringing together the full breadth of the supply chain in one concentrated and highly accessible format. Visitors can expect to see everything from components, PCBs and semiconductors to test and measurement solutions, embedded systems, design services and next-generation production equipment. For engineers seeking fresh ideas or procurement teams searching for new suppliers, the show remains an unparalleled source of innovation, commercial connections and technical know-how. This comprehensive offering has long made Southern Manufacturing & Electronics the “goto” event for anyone looking to keep pace with fast-moving sectors. With the 2026 edition approaching full capacity, and only a handful of stands still available, exhibitors are securing their places at record speed, underscoring the event’s ongoing value as the UK’s most important marketplace for manufacturing and electronics technology. Competitions and new features for 2026 A crowd favourite is making a return: the Global Electronics Association’s Soldering Competition, which consistently draws large audiences and enthusiastic participants. For 2026, the organisers are introducing a brand-new feature - Countdown to Southern Manufacturing & Electronics 2026 Southern Manufacturing & Electronics returns to Farnborough International Exhibition Centre from February 3–5, 2026, marking a major milestone - its 28th year as the South of England’s leading annual showcase for manufacturing and electronics innovation. As the first major industry gathering of the year, the show is set to once again anchor the UK engineering calendar with its trademark mix of heritage, technology, and hands-on expertise. PWE takes a closer look.
Special Focus Annual Buyers’ Guide 2026 www.pwemag.co.uk Plant & Works Engineering | 13 the Wire Harness Competition - which is expected to become another major visitor attraction. These interactive elements provide a welcome blend of skills showcase, friendly competition, and live technical theatre, giving the event an additional layer of energy and engagement. A stronger seminar programme Education continues to be a central pillar of the show, and the 2026 edition will once again feature two CPD-accredited seminar theatres: one focused on Manufacturing and the other on Electronics. Sessions will run throughout all three days and will explore practical approaches to tackling some of the sector’s most urgent challenges—from improving productivity and streamlining production workflows to strengthening digital capability in factories of all sizes. Experts will discuss how manufacturers can better integrate digital tools and systems, enhance operational efficiency, and unlock new opportunities for growth within increasingly competitive markets. For attendees seeking actionable strategies rather than high-level theory, the programme is likely to be a major draw. Ɵ ħĦĦĦĦĶ ĨĮ Ǒ īīĦĶ ĨĦĨĬ Ɵ ƨ Ǒ Ǒ Ǖ īīĦ ǒ ǒ Ǒ Ǡ Ǖ ǚ ǒ Ɵ ǒ ǒ ǒ Ǖ ǒ ǒ ƨ ǎ Ǒ ƨ Ǖ Ǒ Ǒ Ǖ Ǒ Ǖ ǒ Ǖ Ǒ ǚ ǒ Ǒ LjǏ ƠǕ ĶĪĪ ƮĦƯĨĦ ĩħįĬ ĪĪħĪ The 2026 event marks the second edition under the ownership of Easyfairs. While the show will preserve its much-loved foundations, Easyfairs says its involvement promises an enhanced experience built around smart tools, intuitive digital technologies, and a broader industry reach. Visitors and exhibitors will benefit from access to the Easyfairs event app and smart badge technology, enabling seamless information exchange and streamlined networking. These features are designed to maximise return on time and investment—an increasingly important factor as companies seek to make every business conversation count. Beyond technology, Easyfairs’ extensive international network promises to bring fresh insight, curated content and new connections to the show floor, offering attendees a more enriched professional experience. A community with heritage and momentum Reflecting on the event’s legacy and the opportunities ahead, Simon Farnfield, Event Director at Easyfairs UK & Global, describes Southern Manufacturing & Electronics as “the beating heart of the UK’s engineering calendar for nearly three decades.” He emphasises Easyfairs’ commitment to preserving the heritage and community spirit of the show while adding new layers of value through smart, visitorfocused tools and technologies. Registration now open Visitor registration for Southern Manufacturing & Electronics 2026 is now officially open (https://www.southern-manufacturingelectronics.com), with attendance once again free of charge. As the UK manufacturing and electronics sectors continue to evolve at speed, the 2026 edition promises to deliver a timely, content-rich and opportunity-packed start to the year - making it an essential date for every engineer, designer, manufacturer, or procurement professional planning ahead. For registration and further information please visit: https://www.southernmanufacturing-electronics.com
Maintenance Matters Focus on: Plant & Asset Management 14 | Plant & Works Engineering www.pwemag.co.uk Annual Buyers’ Guide 2026 Structured asset data - the quiet catalyst reshaping maintenance performance Manufacturing has never been a gentle environment for assets. Heat, vibration, dust, load cycles and production pressures all conspire to shorten lifespans and complicate planning. Yet most engineering and maintenance teams are still working without the depth of information they need. One recent report found that almost one third of firms in Europe still rely on spreadsheets, and more than 40% depend on paper-based checklists. It places teams on the back foot, reacting to issues rather than influencing performance. Digitalisation is often discussed in grand terms, but the truth is more grounded. Structured asset data does not need to be complicated to be transformative. Once you collect reliable information on the condition, criticality and lifecycle of equipment, you unlock a level of operational clarity that no reactive or time-based maintenance regime can compete with. For organisations under pressure to improve uptime, reduce risk and control cost, this shift is essential. The pyramid model of asset management provides a helpful way to think about it. It starts with strategy, builds through maintenance methodology, and peaks with continuous management. Each layer requires good data to stand up, yet most organisations try to build the upper layers on foundations that are not stable. Structured asset data strengthens each stage of this pyramid, and creating a dependable dataset is becoming the most practical route to better reliability and reduced cost. Building the strategic base Every engineering leader wants the same thing: fewer failures, fewer surprises, more predictable performance and a better handle on cost. The challenge is knowing which actions will make the greatest impact. Without structured data, strategy falls back on instinct, familiarity or historic expectations. That makes it difficult to balance cost, risk and operational performance in a consistent way. The base of the asset management pyramid asks a simple question: what are we trying to achieve and what do the assets need to deliver? A production line running three shifts a day has a very different risk appetite to a lightly used administrative building. A heat-intensive process plant will wear components at a pace that bears little resemblance to manufacturer guidance. During the strategic phase, the aim is to understand the real operating context. This includes failure modes, environmental conditions, business priorities, compliance requirements and resource constraints. Doing this well requires a reliable dataset. It gives you clarity on which assets drive your cost base, which create the most disruption when they fail, and which represent realistic opportunities for improvement. By bringing performance, cost and risk into one view, leaders can set maintenance strategies that support wider business aims, whether that is carbon reduction, productivity, safety, compliance or a mix of all four. Structured data helps to test assumptions and exposes areas where longheld practices may no longer serve the organisation. Turning strategy into maintenance plans Once the strategy is set, the next layer of the pyramid focuses on implementation. This is where structured asset data becomes a practical benefit to engineers on the ground. Over the past year, I’ve worked with a national utilities company to help them move from a time-based approach towards predictive, riskled maintenance. The team surveyed 28,500 assets, generating more than 280,000 data points. Each asset was assessed for condition, criticality, lifecycle stage and performance. The data was then verified, cleaned and analysed to build a complete picture of the estate. With a unified dataset, our customer could see where maintenance effort was misaligned with risk. Some assets received scheduled checks far more often than their operational importance justified. Others were critical to resilience but lacked clear lifecycle information or had outdated profiles that underestimated their likelihood of failure. By adopting a risk-based methodology, the utilities company reduced the time required for planned maintenance by 35 per cent. That time was redirected to tasks that actually influenced performance, such as root cause investigations, targeted inspections and improvement works. This proves an important point. Digitalisation is not about collecting data for the sake of it. It is about creating a dataset that gives you the Matt Kent, Director at engineering at EMCOR UK, explores how structured asset data strengthens each stage of the asset management pyramid, and why creating a dependable dataset is becoming the most practical route to better reliability and reduced cost. Matt Kent, Director at engineering at EMCOR UK
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