NEWS | FEATURES | PRODUCTS | CASE STUDIES www.pwemag.co.uk @PWEmagazine1 Three ways lift trucks can boost warehouse productivity Inside this issue: 10 > Modernising legacy control systems 12 > Why shop-floor data still falls short 20 > The evolving role of air and gas technologies page 32 @plant-&-works-engineering PWE Plant & Works Engineering Since 1981 February/March 2026 | Issue 4917
AWARD PROGRAMME PARTNERS: The BPMA’s Pump Industry Awards Dinner has become the highlight of the pump industry’s social calendar, celebrating the industry’s best and brightest with the added bonus of excellent networking opportunities and great entertainment. This year’s event will take place on Thursday 19th March at the Hilton at St. George’s Park - the training ground for all 28 English national football teams - which is recognised the World over as the Home of English Football. Sporting excellence is synonymous with this venue, and in March it will once again become the location for heralding engineering excellence across the pump sector. And in keeping with the overwhelming success of previous years, the evening will once again feature some wonderful after dinner entertainment, as well as excellent musical accompaniment into the small hours. So, whether it’s taking a table to host customers or booking a few seats for you, your team and partners it’s a fantastic opportunity to enjoy a wonderful evening of celebration, great food, fantastic live entertainment and networking with your peers. Just visit the website www.pumpindustryawards.com and complete the simple online booking form to secure your places at this must-attend event. After Dinner Entertainment will be provided by the one and only Steve Davis OBE Steve is best known for dominating professional snooker during the 1980s, when he reached eight World Snooker Championship finals in nine years, won six world titles, and held the world number one ranking for seven consecutive seasons. Since then, his TV punditry has become legendary, and he can also add DJ, electronic musician and author to his long list of credits. Steve’s likeable nature coupled with his dry sense of humour and catalogue of hilarious anecdotes make him an excellent choice for any corporate function and we look forward to welcoming him to the 2026 Pump Industry Awards. Ensure you join the celebration - book your places today! www.pumpindustryawards.com Organised by on behalf of Hilton at St. George’s Park, Burton upon Trent THURSDAY 19TH MARCH 2026 PUMP INDUSTRY AWARDS 2026 Recognising and Rewarding Excellence THE TIMINGS 18.30: Drinks Reception 19.15: Call Through to Dinner, Welcome & Introduction 19.45: Gala Awards Dinner 21.30: 2026 Awards Ceremony 22.15: Charity ‘Wheel of Fortune’ Fundraiser in support of WaterAid 22.30: After-party with Live Entertainment & Networking 00.30: The Survivors’ Breakfast - a challenge to all! JOIN US TO CELEBRATE!
The reality of 2026 is that the skills gap will not close quickly. What is changing is how employers respond to it. Why maintenance skills matter in 2026 Although 2026 has only just begun, it is likely to become clearer over the course of the next 12 months that skills shortages in maintenance and plant engineering are a fixed constraint on UK manufacturing performance. For many sites, the challenge is not demand for output but the availability of people with the capability to keep increasingly complex assets running safely, efficiently and consistently. Employers continue to compete for a relatively small pool of experienced engineers while asset complexity increases. Plants are more automated, more connected and more reliant on software-driven systems, yet many maintenance roles are still defined narrowly around single disciplines. In practice, today’s plant engineer is expected to diagnose mechanical faults, Editor’s Comment ‘ ’ understand control systems, work safely around robotics and interpret data from condition monitoring tools. Recruitment models have not always kept pace with that reality. In response, many employers are shifting focus away from short-term hiring and towards capability building. Apprenticeships remain central, but the emphasis is changing. Rather than treating apprenticeships as an entry-level solution only, manufacturers are increasingly using them to upskill existing employees, convert operators into maintainers, and formalise skills that have previously been learned informally. The growing flexibility in apprenticeship delivery is helping, particularly where programmes can be aligned more closely to site-specific assets and maintenance strategies. Retention is also becoming a more technical issue. High overtime levels, inconsistent shift patterns and reactive maintenance cultures contribute directly to attrition. Employers that are stabilising their workforce tend to be those investing in better planning, clearer competency frameworks and more predictable workloads. Preventive and condition-based maintenance are not only reliability tools, they are also workforce management tools that reduce fatigue and unplanned callouts. Digital competence will increasingly define employability in maintenance roles. This does not mean every engineer needs to be a data scientist, but familiarity with diagnostics, connectivity and basic cyber awareness is becoming essential. Employers that provide structured exposure to these areas, rather than assuming skills will be acquired organically, are better placed to close gaps internally. The reality of 2026 is that the skills gap will not close quickly. What is changing is how employers respond to it. Fewer organisations are waiting for the perfect candidate, and more are designing roles around the people they can realistically attract and develop, shifting away from role-by-role recruitment towards long-term capability planning. This challenge will not be solved by a single initiative or policy change but addressed incrementally by employers that treat maintenance capability as a long-term operational asset, planned, measured and invested in with the same discipline as plant and equipment. February/March 2026 www.pwemag.co.uk Plant & Works Engineering | 03
Produced by and operated by NEW VENUE TO BE ANNOUNCED SHORTLY www.aemtawards.com Supplier of the Year Sponsored by Winner: TEC ELECTRIC MOTORS Contribution to Skills and Training Sponsored by Winner: SULZER Rising Star Award Sponsored by Winner: Dominic Harvey - SULZER SERVICES Diversity in Engineering Sponsored by Winner: INNOMOTICS Sustainable Organisation of the Year Sponsored by Winner: WEG Service Centre of the Year Sponsored by Winner: IPS NEWCASTLE Product of the Year Sponsored by Winner: HIDROSTAL: SuperBetsy IPS Project of the Year Sponsored by Winner: REWINDS & J. WINDSOR & SONS: Replacement Axles for a 129-year-old Steam Engine Recognising and Rewarding Excellence in Electro-Mechanical Engineering If you or your company have a success that deserves industry wide recognition, these awards provide the perfect platform to get your accomplishments acknowledged, rewarded and celebrated. Following the success of last year’s presentation ceremony, the 2026 Gala Awards Evening will again be held in mid-November, but this year at an amazing new venue. The precise details are currently still under wraps, and will be formally released shortly; so keep an eye out for this exciting announcement! Now is the perfect time to start considering which products, projects, initiatives and team members you will nominate. With a little ambition, you could soon be joining our prestigious list of AEMT Award Winners. Online entry forms will be available at www.aemtawards.com from May through August. You may submit multiple entries across the full range of award categories. Those selected as 2026 Finalists by our independent Judging Panel will benefit from valuable publicity in the lead-up to the Gala Awards Ceremony at the end of the year. So, what have you got to lose? AWARDS CELEBRATE YOUR ACHIEVEMENTS • YOUR TEAM • YOUR BUSINESS • YOUR INDUSTRY NOMINATIONS OPEN IN MAY 2026 2025 AWARD WINNERS
February/March 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 2026, 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 12 37 20 32 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 MAINTENANCE MATTERS - INCORPORATING PROBLEM SOLVER 12 Focus on: Smart Maintenance/ Condition Monitoring UK manufacturers face growing pressure to turn shop-floor data into measurable value, yet legacy systems, brownfield sites and fragmented architectures continue to hold progress back. Aaron Blutstein spoke with Tony Coghlan of Turck Banner and Jonathan Parr and Daniel Winter of Accenture UK about what is beginning to change, and what remains stubbornly unresolved. PROCESS, CONTROLS, & PLANT 20 Focus on: Compressed Air/ Pumps & Valves Chris Hyde, Business Line Manager for Air and Gas Applications at Atlas Copco Compressors UK, discusses with PWE how on-site generation, digitalisation, and emerging applications such as hydrogen and carbon capture are reshaping the industrial landscape. ENERGY & ENVIRONMENTAL MANAGEMENT 26 Focus on: Boilers, Burners & Controls/ HVAC PWE looks at the common causes of gas analyser unreliability and the operational risks associated with poor measurement.. HANDLING & SAFETY MATTERS 32 Focus on: Handling & Storage PWE looks at three ways operations can boost productivity, streamline workflows and increase storage capacity through technology-enabled lift truck solutions.. SPECIAL FOCUS SKILLS & TRAINING/AUTOMATION 36 PRODUCTS & SERVICES DIRECTORY 42
News 6 | Plant & Works Engineering www.pwemag.co.uk February/March 2026 Britain’s engineering and manufacturing leaders are cautiously optimistic about the year ahead, with a new survey showing strong expectations that the forthcoming Industrial Strategy and sector-specific plans will help drive growth in 2026. This confidence is accompanied by increasingly urgent warnings about escalating business costs, particularly employment and energy, which many manufacturers now believe are approaching a critical point that could push investment abroad. The Make UK 2026 Senior Executive Survey, produced with PwC UK, reports that 57% of manufacturers expect a long-term Industrial Strategy and sector plans to have the biggest impact on growth this year. Almost two thirds say they are preparing to bring forward investment in response. The strongest investment priorities are new product development, with four in five companies planning to increase spending, followed by digital technologies, AI and automation at 76%. More than half expect to expand their product ranges and 42% intend to enter new export markets. The push into AI is also linked to commercial strategy, with over a third citing increased marketing activity as a key growth opportunity. Although a majority still consider the UK a competitive place to manufacture, sentiment is shifting. Twenty six per cent now view the UK as uncompetitive, and international perceptions are evenly balanced, with 39% of non-UK businesses seeing the UK as an unattractive investment location compared with 41% who view it favourably. Cost pressures dominate the challenges reported by manufacturers. Almost nine in ten expect employment costs to rise, 79% anticipate increases in material and input costs and two thirds foresee higher business rates. These pressures are influencing strategic decisions. Around 60% of companies say they would have cut or cancelled investment had business tax increases been introduced in the latest Budget, and 57% say they would have shifted investment overseas under those conditions. Make UK warns that domestic employment and energy costs are now threatening to reach a tipping point, despite global cost pressures playing a role. The organisation is calling for the Government to accelerate delivery of the Industrial Strategy, bring forward the planned business energy support scheme and extend it to as many companies as possible. It also wants greater stability and clarity around future employment regulation, particularly given the impact of increased National Insurance contributions and the Employment Reform Bill on recruitment and long-term planning. Industrial Strategy expected to lift UK Manufacturing Combilift has celebrated a major manufacturing milestone by transforming its 100,000th forklift into a powerful force for good, raising and donating €100,000 to the United Nations International Children’s Emergency Fund to support children in crisis worldwide. To mark the production of its 100,000th forklift, Combilift launched its largest-ever worldwide competition, offering the exclusive 100,000th “Golden Prize” multidirectional Combi-CBE. All proceeds raised were donated to UNICEF Ireland’s Children’s Emergency Fund. The campaign generated €56,500 in ticket sales, and at a cheque presentation ceremony, Combilift announced it had topped up the total contribution to an impressive €100,000, underlining the company’s longstanding commitment to corporate social responsibility. Speaking at the handover, Combilift CEO and Co-Founder Martin McVicar said: “This campaign was designed not only to celebrate a major manufacturing achievement for Combilift, but also to make a meaningful difference beyond the factory floor. By supporting UNICEF, we are supporting one of the world’s most effective humanitarian organisations and helping children who need it most.” The cheque was formally presented by Martin McVicar to Owen Buckley, UNICEF Ireland’s Head of Corporate Partnerships, Combilift’s 100,000th forklift raises €100,000 for global children’s charity DigiKey renews platinum level sponsorship of WE United DigiKey, the global distribution leader of electronic components and automation products, has recently announced it has renewed its annual Platinum Level sponsorship of WE United, formerly Women in Electronics (WE). WE United is a community of leaders at all stages of their careers dedicated to expanding opportunities for women in the fast-paced electronics industry. “DigiKey is excited to continue investing in WE United, a vital partner in our efforts to accelerate progress for women in electronics and technology globally,” said Linda Johnson, executive partner, transformation and development at DigiKey. “Through this partnership, we aim to foster awareness, education and collaboration that help create a stronger, more forward-thinking industry.” WE United is a 501(c)3 public charity that provides leadership development, mentorship, networking, thought-leadership events and resources to advance gender parity in the electronics industry and adjacent technology markets. “We are excited to partner with DigiKey as WE United moves forward with its continued focus on gender parity as a critical leadership topic, as well as bringing men and women together to be a part of advancing systemic change together,” said Jackie Mattox, founder & CEO of WE United. DigiKey launched a WE United chapter in Northern Minnesota in 2018 and helped start the German chapter in Munich in 2024. Both chapters are open to all DigiKey employees and anyone in the local communities who desires access to experts, tools, resources and support to empower and develop women leaders.
News February/March 2026 www.pwemag.co.uk Plant & Works Engineering | 07 In a world where the UK domestic political agenda is dominated on a daily basis by what seems an endless stream of crises, policymakers appear to have forgotten the age old adage of ‘it’s the economy stupid’. And if there is one ticking timebomb that is acting as an anchor on the potential for economic growth, it is the rising tide of ill health and absence due to stress, depression and anxiety. In this context, workplace wellbeing is becoming a critical enabler of organisational performance. Robust wellbeing systems support not only the attraction and retention of talent, but also engagement, productivity, and long-term workforce sustainability. Manufacturing remains one of the most critical pillars of the UK economy. It supports millions of jobs, anchors regional economies, drives exports, and underpins national productivity and innovation. Yet, the sector is operating in an environment of sustained pressure. Businesses face ongoing cost challenges, economic uncertainty, and political instability, alongside geopolitical tensions and global trade volatility that continue to reshape markets and supply chains. During Covid manufacturing was one of the sectors facing the highest levels of duress, having to manage the competing issues of operating in order to maintain vitally needed products and supplies whilst doing so in a safe and secure manner. New research - commissioned by Make UK and conducted anonymously and independently with senior decision makers and shopfloor employees across the manufacturing sector - reveals a sector that has built strong foundations but now needs to turn those foundations into something tangible, consistent and felt by its people. In particular, there is a clear, almost shocking divergence between the attention given to physical issues and risks such as handling and substances, compared to wellbeing related issues. Most striking among the findings, is a clear perception gap between leaders and the shopfloor. Leaders believe they are taking proactive steps on health and safety, yet many employees experience something different on the ground. This divergence reflects a communication and visibility challenge. This perception gap presents a clear opportunity for the sector. Manufacturers have activity in place - policies, procedures, risk assessments and training - but these are not consistently understood or experienced. Wellbeing policies exist, but many employees do not know what they include. Risk assessments are carried out, but not everyone sees the implementation. Training is common for physical health, but less so for psychological health. The result is a system that looks robust on paper but doesn’t always translate into clarity or confidence on the ground. The human impact is real. Many employees report mixed or worsening wellbeing, and they are clear about the consequences: lower morale, reduced productivity, and increased absence. Crucially, they believe that better wellbeing support would improve their performance and attendance. The appetite for change is real and shared across the workforce. While there are practical steps employers can take there are overarching principles for any organisation wishing to improve its wellbeing performance and that involves a culture of buy in across the business from top to bottom. This is essential if companies are to remove the ‘Culture of Fear’ that the ‘Keep Britain Working’ (taskforce??) refers to. Companies should ensure wellbeing is felt as a business priority and that employees are aware of what support is available to them with leadership visible on the issue. Policies must be communicated consistently, be visible and felt on the ground, not hidden away in documents. And, wellbeing must be given the same priority and, treated with the same rigour as, physical safety with consistent training on promoting mental health. The Make UK research shows a sector that has already done much of the hard work. The findings offer a powerful mandate for action. Wellbeing is not a “nice to have” or an addon, it is a strategic advantage. All the evidence from companies who make it a business priority is that it improves morale, strengthens loyalty, and helps manufacturers attract and retain the talent they need for the future. The opportunity now is for more organisations to follow this path. By MAKE UK chief executive, Stephen Phipson MAKE uk - the manufacturers’ organisation monthly news comment and Michaela Plunkett, Business Development Manager, in Monaghan. Owen Buckley welcomed the donation, saying: “As we enter the winter season, our priority is ensuring children affected by war and natural disasters have access to warm clothing, safe shelter and continued education. This generous contribution from Combilift will help UNICEF respond quickly to urgent needs.” The winning ticket was purchased by Kareen Farrell, who travelled to Combilift’s headquarters in Monaghan to receive the one-of-a-kind 100,000th Combi-CBE “Golden Forklift.” Reacting to her win, Kareen Farrell said: “I was absolutely delighted when I heard I had won, as I’m never lucky. My dad shared the competition details and bought a ticket to support UNICEF because it’s a children’s charity that helps children all over the world, so winning the forklift was an incredible bonus.” The Golden Forklift was first unveiled at the IMHX Exhibition in the UK before embarking on a European trade show tour, attracting strong international interest and reflecting Combilift’s global customer base and shared commitment to positive social impact. UNICEF does not endorse any company, brand, product or service. For more information, please visit: https://combilift.com/win-a-truck/
News 08 | Plant & Works Engineering www.pwemag.co.uk February/March 2026 MTC has announced the inaugural cohort of its Automation and Robotics Technology Accelerator (AURA) Programme – a new initiative designed to help companies commercialise their robotic solutions more quickly, strengthening the UK’s advanced manufacturing sector. The pilot scheme provides up to £200,000 of world-class technical support, enabling automation and robotics companies to scale-up production of their solutions and overcome the final barriers to commercialisation. The first cohort brings together three businesses which will work closely with MTC experts to mature their products, optimise manufacturing processes and prepare for commercial success. They are: Carapace Slate – Develops modular, automated manufacturing systems for localised production of ultra-low-carbon building materials. This approach reduces transportation emissions, enables circular use of regional waste materials and supports the construction sector in meeting sustainability targets while lowering cost and labour intensity. Innvotek Ltd – Engineers cutting-edge robotic systems designed for inspection and maintenance in the most extreme environments. From offshore wind to critical maritime and energy assets, their multifunctional technologies deliver safety, minimise risk to human lives and dramatically reduces downtime, enhancing operational efficiency and resilience. E-Nano Ltd – Combines robotics and AI to optimise sports and agricultural land management. Its intelligent systems reduce water and chemical use, improve surface performance and create high-value UK jobs in robotics and data science. The AURA programme draws directly on MTC’s proven capability in derisking advanced automation, supporting SMEs, and nurturing early stage technology development. Mike Wilson, Chief Automation Officer at the Manufacturing Technology Centre commented: “AURA is about backing developments in robotics with high potential for commercialisation. At MTC, our role is to guide companies as they develop their products, improve their processes and get ready for the market. By helping businesses take these steps, we’re boosting wider efforts in championing robotics and automation to improve productivity, resilience and long-term growth for UK industry.” MTC drives automation and robotics scale-up with new accelerator programme Smart Manufacturing Week returns to Birmingham’s NEC Smart Manufacturing Week (SMW) returns to the NEC Birmingham on 34 June 2026. Bringing together a portfolio of events including Smart Factory Expo, Maintec, Drives & Controls and Design + Engineering Expo, Manufacturing Digitalisation Summit and The Manufacturer Top 100 Awards, SMW promises to be a focal point for innovation, insight and industry collaboration. Building on 2025, which the organiser says welcomed more than 13,500 visitors alongside 450+ exhibitors and over 200 speakers, Smart Manufacturing Week 2026 is set to be bigger and more ambitious. With increased international participation expected, the event will deliver an expanded showcase of technologies, ideas and expertise shaping the future of manufacturing. Visitor registration is now open (https://www.smartmanufacturingweek.com). SMW 2026 will feature a strong lineup of leading global exhibitors, including Beckhoff, Solutions PT, Epicor, Ericsson, Produtech, FANUC, Sage and many more. Alongside many other major industry players, the exhibition floor will provide a comprehensive view of the technologies driving manufacturing forward. New for 2026 is Factory of the Future, a fully immersive, walk-through demonstrator bringing connected, intelligent and sustainable manufacturing to life. Visitors will be able to see live, hands-on demonstrations showcasing Industry 4.0 technologies including robotics, AI, digital twins and predictive maintenance working together to make transformation tangible and bridge the gap between ambition and implementation. Another dynamic new feature for 2026 is Fight Fest, a competitive element located within the Drives & Controls Expo. Taking place on the Accu Bots stand, this high-energy robot fighting competition is aligned with automation and robotics, a core event theme.
SKA Advertorial February/March 2026 www.pwemag.co.uk Plant & Works Engineering | 9 Plant engineers rarely struggle to find a depalletiser. However, selecting a top depalletiser manufacturer that delivers sustained uptime and life cycle value remains a challenge. Many suppliers can meet basic throughput targets, yet performance gaps surface once real pallet variability and integration constraints emerge. The manufacturers that stand out combine application-driven engineering and long-term service models that protect overall equipment effectiveness (OEE) beyond commissioning. These capabilities reduce risk and shorten recovery time when disruptions occur. The Baseline Expectations for Depalletiser Manufacturers Consistent throughput at specification must hold across SKU changes and varying shift conditions. Repeatable layer handling should protect products while maintaining stable stacks at speed. Safe access for clearing jams, performing maintenance and executing changeovers supports uptime and operator confidence. Features That Set the Top Depalletiser Manufacturers Apart The following four features highlight what separates the best depalletiser manufacturers from suppliers that only meet baseline specifications. 1. Application Engineering That Starts With Stack Physics A top depalletiser manufacturer begins with pallet pattern analysis and load stability modelling instead of relying on generic configurations. It applies proven methods for tough packs, including lightweight materials and high-friction films. 2. Robust, Modular Mechanical Design Rigid frames support repeatable pick-and-place behaviour under full load and sustained operating speeds. Modular infeed and outfeed configurations adapt to footprint constraints and future line evolution. Tooling allows quick access and predictable wear part replacement. 3. Controls and Integration Expertise A top depalletiser manufacturer aligns programmable logic controller (PLC) and 4 Features That Distinguish a Top Depalletiser Manufacturer From the Competition human-machine interface (HMI) structure with established plant standards and the broader automation ecosystem. It delivers clean interfaces to conveyors and pallet handling systems while supporting recipe management for format changes and downstream accumulation logic. 4. Safety and Compliance Engineered Into the Workflow Safety design should support fast recovery without encouraging unsafe workarounds. A proper guarding strategy and smart access points allow safe intervention during jams and changeovers. Risk assessment support and validation readiness simplify compliance and reduce delays during commissioning. Who Are the Best Depalletiser Manufacturers Around the World? The following manufacturers stand out for their ability to deliver reliable depalletising solutions across diverse industries and operating conditions. Ska Fabricating offers manual, semiautomatic and fully automatic configurations to support various container types and production rates. Its automatic systems handle pallets weighing up to 4,000 pounds. It uses electrically driven lift and sweep mechanisms with integrated PLC and HMI controls to deliver repeatable unloading and clear diagnostics. Brenton focuses on robotic depalletisers for flexibility and high-mix packaging environments. Its depalletising systems use robotic arms with configurable end-of-arm tooling to support fast changeovers and minimal manual intervention. Brenton highlights thousands of robotic installations across packaging lines, which underscores its depth in robotic integration and controls expertise. Krones designs depalletisers for highthroughput beverage and packaging environments where precision and reliability are critical. Its container sweep-off options handle various glass and can formats, while advanced configurations can depalletise two pallets in parallel to increase line capacity. Comparing Depalletiser Manufacturers The table below compares the top depalletiser manufacturers. It provides plant engineers with a quick reference to align equipment capabilities with line requirements and long-term automation goals. Choosing the Right Depalletiser Partner A top depalletiser manufacturer stands out through strong application engineering and dependable long-term support. Engineering teams must evaluate providers carefully to reduce commissioning risk and protect OEE over the equipment life cycle. The right partner turns depalletising into a stable, predictable link in the production line rather than a recurring source of disruption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https://skafabricating.com/ https://www.brentonengineering.com/ https://www.krones.com/en/index.php
10 | Plant & Works Engineering www.pwemag.co.uk February/March 2026 Insight Across much of UK industry, some of the most important digital systems are also the least visible. Human machine interface and SCADA platforms sit quietly behind production lines, utilities, energy networks and infrastructure, doing exactly what they were designed to do year after year. Once commissioned, they are expected to keep running with minimal disruption, often for decades. That longevity has long been one of industrial automation’s defining strengths. It is also increasingly one of its most complex challenges. Many of these systems were implemented at a time when industrial connectivity was limited, cloud computing was not part of architectural thinking, and artificial intelligence had no practical role in operational environments. Yet they continue to operate at the core of facilities now under pressure to become more efficient, Modernising legacy control systems 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. more connected and more resilient. The result is a growing tension between operational stability and the expectations of modern digital strategy. From her vantage point working closely with UK industrial customers, Susan Roche sees this tension clearly. As General Manager of SolutionsPT, she points to the UK’s large installed base of legacy HMI and SCADA systems built on Wonderware InTouch. Many of these systems were deployed ten to fifteen years ago and in many cases much earlier. According to Roche, their continued reliability is precisely what has allowed them to remain in place as expectations around analytics, connectivity and cybersecurity have evolved around them. She is careful to stress that this is not a story of failure or neglect. In her assessment, the challenge is one of misalignment rather than obsolescence. These platforms were designed for a very different industrial context. As the industry now expects systems to support data reuse, integration with analytics platforms and modern security practices, the gap between original design intent and current expectations has become more visible. This understanding shapes Roche’s view of how modernisation needs to occur. For suppliers and customers alike, replacing working systems wholesale is rarely realistic. Facilities with long asset lifecycles, regulatory obligations and limited tolerance for downtime have little appetite for disruptive change. What is needed instead is a way to evolve established systems without undermining the stability on which operations depend. InTouch 2026 For AVEVA, that philosophy is reflected in the development of InTouch 2026. Rather than introducing a new product or architecture, InTouch
Insight February/March 2026 www.pwemag.co.uk Plant & Works Engineering | 11 2026 is the latest long-term release of AVEVA’s established InTouch HMI, created specifically to support organisations with large numbers of existing deployments. Roche describes it as a continuation rather than a reinvention. In practical terms, InTouch 2026 allows customers to upgrade from older versions without rewriting applications or replacing underlying architectures. Existing graphics, scripts and configurations are preserved, while the platform itself is updated to align with modern Windows environments, extended support lifecycles and contemporary cybersecurity expectations. At the same time, it is designed to work alongside other elements of AVEVA’s portfolio, enabling real time operational data to be reused by data historians, analytics tools and cloud connected services. Its purpose is to allow systems that already work to participate in modern digital strategies with minimal disruption. According to Roche, this kind of continuity is often the deciding factor between progress and inertia. Without a low friction path forward, organisations may choose to do nothing at all. With one, they can begin to modernise at a pace that reflects both technical and organisational readiness. That readiness is increasingly driven from the top of organisations. Artificial intelligence has moved well beyond experimental projects and is now firmly on boardroom agendas. Even traditionally cautious sectors face pressure to understand what data they generate and how it might be used to improve performance, reliability and efficiency. In this environment, Roche argues, HMI and SCADA systems take on renewed importance, not just as operator interfaces but as the point at which operational data is created and contextualised. Unlocking that value, however, rarely depends on software alone. It depends on how systems are connected, supported and maintained over time. This is where broader partner ecosystems play a decisive role. Global perspective From a global perspective, Sébastien Ory, EMEA Vice President for Partners and Channels at AVEVA, sees industrial digital transformation as increasingly shaped by long term collaboration rather than isolated technology decisions. Historically, he notes, strong partners were defined primarily by their automation and integration expertise. While those capabilities remain essential, expectations have expanded significantly. Today’s partners are expected to understand data architectures, cloud and edge computing, cybersecurity and, increasingly, the specific operational realities of different industries. Across Europe, the Middle East and Africa, AVEVA works with a broad partner community that reflects this shift, supporting customers whose challenges extend far beyond software deployment. SolutionsPT is one of those partners. It operates as AVEVA’s authorised distributor for the UK and Ireland and holds AVEVA Select Partner status. That formal relationship provides UK industrial customers with access to the full AVEVA software portfolio while allowing SolutionsPT to act independently in how it supports, trains and advises its customers. Founded in 1985, SolutionsPT has grown alongside the UK industrial automation market and has represented Wonderware, and later AVEVA, software since 1991. As the company celebrates its fortieth year, Roche points to long term customer relationships as central to its identity. Supporting more than a thousand organisations through ongoing contracts, SolutionsPT has built detailed knowledge of how industrial systems evolve over time and where modernisation efforts can falter. That experience informs its emphasis on incremental progress rather than radical replacement. Roche describes the company’s Upgrade to Innovate message as a practical response to the realities customers face. Initiatives such as Innovation Labs are intended to help organisations assess readiness, understand risk and align technical change with business priorities before major decisions are made. This measured approach reflects broader industry challenges. Disconnected applications and duplicated data remain major obstacles to scaling analytics and deploying artificial intelligence in a meaningful way. A shared data foundation allows operational data to be reused across operations, maintenance and engineering, improving insight quality and reducing unnecessary complexity. Achieving that outcome requires coordination across platforms, integration expertise and infrastructure choices, areas where experienced partners are essential. Cybersecurity Cybersecurity highlights the same pattern. While software suppliers continue to strengthen security by design, resilient operational technology environments depend equally on backup strategies, recovery planning, training and organisational awareness. Roche notes that many organisations are still early in this journey, often responding to regulatory pressure rather than long term operational planning. Cloud adoption introduces further trade-offs. The benefits of scalable analytics and connectivity are clear, but so are the risks of moving operational systems too far from the edge. Ory emphasises that the future is hybrid, with some workloads remaining close to real time operations while others benefit from cloud environments. Selecting the right balance requires both technical understanding and experience of industrial risk. Alongside these technical shifts, the role of people within industrial operations continues to evolve. Roche sees significant potential for better information to strengthen the role of operators rather than diminish it. When HMI and SCADA systems provide clearer context and actionable insight, decision making at the point of action improves. Realising that benefit, however, depends on organisational culture that values trust and accountability. Taken together, these developments point to a clear conclusion. For UK industry, modernising the installed base is not about discarding systems that work. It is about allowing them to evolve in line with new expectations around connectivity, intelligence and resilience. That process is strategic and cultural as much as it is technical. The long-standing partnership between AVEVA and SolutionsPT illustrates how this evolution can be managed in practice. By combining an evolutionary software roadmap, a broad partner ecosystem and decades of customer relationships, it shows that industrial transformation does not have to be disruptive to be effective. In a complex and changing industrial landscape, lasting value is created not through isolated technology decisions, but through sustained collaboration over time. For further information please visit: https://www.solutionspt.com https://www.aveva.com/en/ Susan Roche, General Manager of SolutionsPT Sébastien Ory, EMEA Vice President for Partners and Channels at AVEVA
Maintenance Matters Focus on: Smart Maintenance 12 | Plant & Works Engineering www.pwemag.co.uk February/March 2026 Digital transformation in UK manufacturing is no longer an abstract idea, yet it remains unevenly embedded in day-to-day operations. Many organisations can point to individual initiatives that promised better visibility or efficiency, but far fewer can demonstrate sustained improvement across sites or production lines. The difficulty lies less in access to technology than in translating fragmented data, ageing assets and limited investment headroom into decisions that consistently improve performance. Much of this challenge stems from the way manufacturing systems have evolved. Layered architectures separating sensors, control systems, supervisory platforms and enterprise applications remain technically sound, but they have also reinforced organisational and technical silos. Operational technology and information technology have historically developed in parallel, and although convergence has been discussed for years, delivering it in practice has often proved slow, disruptive and costly. There is growing acceptance that progress does not always require wholesale architectural change. Daniel Winter, Manufacturing & Supply Chain System Manager at Accenture UK, points to a shift towards more pragmatic data strategies, describing the value of “getting raw data from the shop floor straight to the cloud … without having to go through all that complexity”. Rather than removing control systems, this approach selectively bypasses parts of the traditional automation stack when the objective is to surface insight for higher-level systems, not to interfere with machine control. That distinction is particularly relevant in brownfield environments, which account for much of UK manufacturing capacity. Many plants rely on legacy equipment with limited connectivity, restricted access to source code or controllers never designed to feed modern analytics platforms. Winter characterises the opportunity as a retrofit challenge, noting the role of “overlaying additional hardware” to connect assets that are “obsolete or don’t even have the capability” to expose usable data. The appeal lies in improving visibility while leaving established production systems untouched. A similar emphasis on pragmatism underpins the position taken by Tony Coghlan, Managing Director at Turck Banner. He is clear that digitalisation should not default to replacing existing systems or rebuilding control architectures. “We are just not that hardware supplier,” he says, framing Turck Banner’s role around enabling outcomes rather than simply providing components. Central to that position is the ability to deliver “actionable data” while avoiding unnecessary complexity, particularly at a time when, as he observes, “people are really struggling to get capex approved”. Full lifecycle In practical terms, Coghlan describes a scope that extends well beyond device supply. Turck Banner positions its involvement across the full lifecycle of shop-floor data enablement, beginning with the selection of appropriate sensing and connectivity hardware from its industrial IoT portfolio, often working with equipment already installed. That is followed by early definition of requirements and system architecture through a Functional Design Specification, intended to establish clarity before technology is deployed. Deployment itself is treated as a critical phase rather than an afterthought, particularly in brownfield environments where installation, connectivity and software configuration must coexist with live production. The integration focus is deliberately aligned with standard industrial and enterprise interfaces rather than bespoke automation solutions. Coghlan points to the use of widely adopted protocols such as REST APIs, MQTT and OPC UA, alongside other established industrial communication standards, as a way of ensuring that operational data can be consumed by IT systems without introducing unnecessary complexity. The objective of this end-to-end approach is Why shop-floor data still falls short UK manufacturers face growing pressure to turn shop-floor data into measurable value, yet legacy systems, brownfield sites and fragmented architectures continue to hold progress back. Aaron Blutstein spoke with Tony Coghlan of Turck Banner and Jonathan Parr and Daniel Winter of Accenture UK about what is beginning to change, and what remains stubbornly unresolved.
14 | Plant & Works Engineering www.pwemag.co.uk February/March 2026 Maintenance Matters Focus on: Smart Maintenance to make shop-floor data usable beyond the machine or maintenance silo. Information is intended to flow into enterprise environments such as MES, CMMS, EAM and OEE platforms, as well as enterprise dashboards, where it can support production management, maintenance planning, asset performance analysis and utilisation decisions. The underlying argument is about reducing supplier fragmentation: limiting the need for manufacturers to assemble and manage multiple vendors to move data from sensors to enterprise consumption. This focus on integration highlights a common weakness in many Industry 4.0 programmes. Proof-of-concept projects often succeed in demonstrating that data can be captured but fail to show how it will be embedded in existing operational processes. Coghlan’s criticism is direct: data that cannot be acted upon adds little value. The opportunity lies in ensuring that information collected on the shop floor can trigger work orders within CMMS or EAM systems, inform production decisions through MES, or contribute meaningfully to OEE analysis, rather than remaining confined to isolated dashboards. Artificial intelligence has intensified attention on these fundamentals. While AI is widely promoted as transformational, its effectiveness in manufacturing depends entirely on the quality and context of the data it consumes. Jonathan Parr, who leads the Manufacturing Operations practice at Accenture UK, is explicit on this point, stating that manufacturers “need to have the availability of the data … to be able to plug AI into and be able to utilise that”. Without reliable, contextualised shopfloor data feeding enterprise systems, AI risks producing outputs that are mistrusted or operationally unsafe. Concerns around cyber security inevitably accompany greater connectivity, particularly as data moves closer to enterprise platforms. The discussion, however, is shifting away from fear and towards design discipline. Winter emphasises that principles such as encryption, network segregation and careful protocol selection must be treated as integral to system design rather than afterthoughts. In retrofit scenarios, parallel data-acquisition architectures can, when properly designed, limit exposure of legacy control systems while still enabling enterprise-level data flows. Skills shortages Skills shortages continue to shape what is practical. Many manufacturers are losing experienced engineers faster than they can replace them, taking decades of tacit knowledge with them. There is cautious optimism that better integration between shopfloor data and systems such as EAM and CMMS can help capture operational knowledge, standardise responses and support less experienced staff. However, this depends on disciplined data definition and deployment, not on technology alone. Levels of digital maturity across UK manufacturing remain highly variable. Some operations are heavily automated and already feeding data into MES and OEE frameworks, while others rely on manual processes with limited visibility. That disparity creates different development paths. Highly automated sites face the complexity of retrofitting legacy systems at scale, whereas less automated facilities may be able to progress more quickly by deploying modern sensing and connectivity technologies that are now cheaper and easier to integrate with enterprise systems. Taken together, these perspectives point towards a more grounded understanding of digital transformation. Rather than pursuing idealised architectures, manufacturers are increasingly focused on value, scalability and speed to insight. Winter’s emphasis on simplification and Parr’s focus on data readiness, alongside Coghlan’s insistence on actionable data and end-to-end responsibility, reflect a broader shift towards pragmatism. Lasting progress will depend not on digitising poor processes or accumulating data for its own sake, but on ensuring that shop-floor information can move reliably into MES, CMMS, EAM and OEE environments where it supports decisions that materially affect performance. For further information please visit: https://www.turckbanner.co.uk https://www.accenture.com
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