ISO 10218:2025 is the updated industrial robot safety standard and will become mandatory for CE-marked products under the new European Machinery Regulation. The legal transition is expected around 2027, although weakness in European manufacturing demand and potential cost pressures on SMEs may push full implementation beyond this timeline. Unlike Europe’s binding CE framework, the equivalent US standard update is voluntary, though effective compliance remains commercially necessary.

Established global vendors are largely prepared, while mid-sized and emerging suppliers show notable gaps in their readiness. Once adopted, the new standard is expected to strengthen established vendors’ competitive position and increase market access risks for those suppliers that are less well prepared.

A regulatory transition is already underway

The regulatory picture is shifting in a clear direction. In Europe, the current legislative instrument, Machinery Directive 2006/42/EC, will be superseded by Machinery Regulation EU 2023/1230 on 20 January 2027. However, the timing of one critical supporting step remains uncertain: the formal listing of ISO 10218:2025 in the Official Journal of the European Union (OJEU). This is a prerequisite for the standard to obtain full legal effect under the new regulation. Once this process is complete, ISO 10218:2025 will become a mandatory requirement for market access in Europe.

Historically, when the 2011 edition of ISO 10218 was introduced, the harmonisation process and OJEU listing took more than a year to complete. If a similar timeline is followed, the 2025 revision sits close to the 2027 regulatory transition deadline, with the process still ongoing as of mid-2026.

In the US, the A3 Association and the American National Standards Institute (ANSI) jointly released the updated safety standard R15.06-2025 in September 2025, aligning it with the international ISO standards. However, unlike the European framework, ANSI standards are voluntary consensus standards and do not represent legally binding market access requirements.

A market under pressure

The European robotics market is currently operating in a relatively subdued demand environment. The market experienced contraction from 2023 to 2025, constrained by a slowdown in the overall manufacturing industry, particularly the automotive sector. Industrial end-users have adopted a cautious investment approach and face ongoing cost pressures, particularly among small and mid-sized enterprises (SMEs).

In the near-term, the safety standard update requires additional investment from robot vendors to achieve compliance. However, suppliers that absorb this transition effectively will be better positioned to serve an increasingly safety-conscious European customer base, particularly as demand recovers.

In the US market, the new safety standard is comparatively more flexible as a voluntary industry framework. However, major customers and system integrators often require ANSI/RIA compliance in procurement specifications, and regulatory bodies such as OSHA (Occupational Safety and Health Administration) may use it as a reference benchmark in enforcement. In practice, failure to follow these standards can still result in heavy penalties if an accident occurs, and, as a result, compliance is realistically necessary for vendors targeting the US market.

Although the US robotics market has shown signs of recovery since the second half of 2025, external pressures, particularly geopolitical tensions and high oil prices, continue to weigh on the pace of improvement. Within this environment, regulatory alignment and compliance efforts represent one of several operational considerations for market participants.

Preparedness varies sharply across suppliers

Our interviews with robot manufacturers reveal a clear divergence in readiness for the new safety standard:

• Established global vendors, including the major international players and leading collaborative robot brands, are well aware of the upcoming changes and broadly claim to be prepared for the new standard.
• Mid-sized and emerging suppliers show significant awareness gaps. Even some manufacturers based in Europe appear less prepared, with limited visibility into the specific requirements of ISO 10218:2025.
• Emerging Asian suppliers, particularly those from China entering or looking to expand in the European market, are notably less prepared. For many of these, compliance requirements and associated R&D costs represent a significant and underestimated barrier.

Uneven readiness will lead to new competitive dynamics

If ISO 10218:2025 is formally adopted in Europe ahead of the 2027 deadline, the compliance dynamic is likely to reinforce the market position of established global players, which have the resources and institutional knowledge to manage the transition. For newer Asian entrants, it creates a meaningful headwind at a time when many are investing heavily in European market expansion.

That said, broader weakness in European manufacturing demand and potential cost pressures on SMEs may push full legal transition beyond 2027.

In the US, the robotics market remains dominated by established suppliers such as Fanuc. The new safety standard is likely to add incremental pressure for emerging players, alongside existing challenges such as tariffs and geopolitical uncertainty, but it is not the sole determining factor. Overall, the standard update is expected to favour better-prepared, established vendors and further strengthen their market positions.

In our view, the direction of travel is clear. ISO 10218:2025 reflects improved safety requirements that are in the long-term interest of the industry and robot end-users. In Europe, it remains uncertain whether full legal transition will be completed by 2027, given subdued market conditions. However, once implementation occurs, suppliers that are well prepared will be positioned to benefit, while underprepared companies may face market access disruption. As a result, robot manufacturers and system integrators of all sizes should treat preparation as a strategic priority rather than a compliance afterthought.

The UK’s productivity challenge is well documented, and relatively low robot adoption is widely cited as a contributing factor. According to the International Federation of Robotics (IFR), the UK sits consistently below leading manufacturing economies in robot density rankings, particularly when compared with countries such as Germany, Singapore and South Korea.

For high-volume, low-mix manufacturers, the business case for automation is straightforward. For specialist, low-volume, high-mix producers, it has been historically more difficult to make the numbers work. Set-up times, programming complexity and integration costs combined with the sheer variety of components moving through a facility can make traditional automation feel prohibitively rigid and expensive.

The result is a persistent gap, with many highly capable UK manufacturers effectively excluded from the automation advances adopted by larger manufacturers years ago. Cobots do not solve every part of that problem, but they do change the equation significantly. Faster to deploy and designed for flexibility rather than fixed-function operation, cobots offer a more accessible entry point for manufacturers that have not previously found one.

Automation that works alongside people

At Pailton Engineering, that shift is already underway. Following a successful trial period, the company recently installed a FAIRINO FR10 cobot in its induction hardening ball pin cell, a considered move that reflects a broader programme of modernisation taking place across the facility.

The FR10 is purpose-built for exactly this kind of environment. It also offers a level of precision brings genuine consistency to tasks that previously relied on sustained manual effort, while the cobot’s collaborative design means it works cohesively alongside the team rather than in isolation from it.

This approach speaks to a broader philosophy at Pailton Engineering around automation. Rather than a wholesale transformation of the production line, the cobot represents a deliberate first step of proving the concept, building confidence internally and establishing a foundation for what comes next.

The learning curve

Taking that first step inevitably surfaces challenges that no amount of planning can fully anticipate. For Pailton Engineering, integrating the FR10 into a live production environment has been as instructive as the efficiency gains it has delivered. The process forces a business to examine its own operations with fresh eyes, identifying where bottlenecks sit, where variability creeps in and where the case for machine precision is the strongest.

For many manufacturers, the hesitation around automation isn’t purely financial. The prospect of introducing robotics into a facility where skilled and experienced people work raises questions that don’t always have straightforward answers.

Transparency is critical during this stage of adoption. Businesses should involve their team throughout the process while keeping the message simple and consistent: automation exists to make workers’ lives better, not make them redundant.

In a sector where skilled engineers are difficult to recruit and retain, this approach is as much a business strategy as it is good HR practice. Automation that your workforce believes in is automation that genuinely works.

What the industry needs now

With technology advancing and barriers to entry lowering, the business case for incremental automation is stronger than ever. However, it remains uneven across much of UK manufacturing. It requires more manufacturers sharing practical examples of what adoption looks like on the ground, alongside a clearer understanding of how automation can be introduced in stages rather than as a single transformation programme.

The tools are already available and the economic case is increasingly clear. The challenge is not technological capability, but having the confidence to begin.

Across the UK, manufacturers face increasing pressure. Skills shortages, rising operational costs, global competition and ever-higher customer expectations are forcing businesses to rethink how they operate. Yet for many organisations, the challenge is not recognising the need for automation- it is knowing where to begin.

This is where Total Automated Solutions has established itself as a recognised thought leader in automation, controls and industrial transformation.

The Yorkshire-based engineering specialist has built its reputation on delivering practical, commercially focused automation solutions that bridge the gap between ambition and implementation. Rather than simply supplying technology, the company works alongside manufacturers to develop intelligent strategies that unlock long-term operational performance.

At the heart of its philosophy is a simple belief: automation should serve business objectives, not the other way around.

More than automation

While robotics often captures the headlines, Total Automated Solutions views automation as a much broader discipline. The company’s expertise spans industrial control systems, robotics, machine safety, variable speed drives, motion control, digital manufacturing, energy optimisation and integrated engineering solutions.

This holistic approach allows customers to address multiple operational challenges through a single strategic partner. “Manufacturers are increasingly looking for integrated solutions rather than standalone products,” explains Rob Iwanuschak, Managing Director at Total Automated Solutions. “The most successful projects are those that combine controls, safety, automation and operational insight into one cohesive system.”

From upgrading ageing control infrastructure to deploying collaborative robots and fully integrated production cells, the company helps organisations modernise with confidence.

The rise of intelligent manufacturing

The conversation around Industry 4.0 has matured significantly over the past decade. What was once considered future technology is now becoming an operational necessity. Manufacturers are increasingly seeking greater visibility of their processes, more efficient use of resources and improved production agility. Intelligent automation provides the foundation for achieving these objectives.

Total Automated Solutions has become a trusted advisor in helping businesses navigate this transition. By combining advanced control technologies with real-world engineering experience, the company enables manufacturers to improve productivity, reduce waste, enhance quality and strengthen operational resilience.

Importantly, these improvements are not reserved for large multinational corporations.

Many of the company’s projects involve small and medium-sized manufacturers looking to achieve meaningful gains through carefully targeted automation investments.

The TAS.1 Portal provides customers with a powerful digital window into their operations, delivering real-time visibility of system performance, operational status and key asset data. Accessible securely from any location, the platform enables engineering teams and managers to make faster, better- informed decisions while supporting predictive maintenance and continuous improvement.

More than a monitoring tool, TAS.1 transforms data into operational intelligence, helping businesses maximise uptime, efficiency and long-term performance.

Making robotics accessible

One of the most significant developments in recent years has been the democratisation of robotics. Advances in robotic technology have dramatically reduced barriers to entry, making automation more accessible than ever before.

“Recognising that many businesses remain cautious about making significant capital investments, Here at Total Automated Solutions we have pioneered practical proof-of-concept programmes and robot hire initiatives that allow manufacturers to evaluate automation within their own production environments,” highlights Kevin Chapman, Commercial Director.

This evidence-based approach removes uncertainty from investment decisions.

Instead of relying on theoretical calculations, customers can see measurable performance improvements, quantify return on investment and build confidence throughout their organisation. The result is a more informed, strategic route to automation adoption.

Investing in people

While technology continues to evolve, Total Automated Solutions believes that people remain the most important component of every successful engineering business. Nowhere is this commitment more visible than through the company’s investment in apprenticeships and workforce development.

“At a time when many sectors face acute skills shortages, the robust plan at Total Automated Solutions is in actively helping to develop the next generation of engineers,” maintains Ben Woolveridge, Operations Director.

Its apprenticeship programme provides young professionals with hands-on experience across automation, controls, electrical engineering and industrial technologies, supported by experienced engineers who pass on decades of industry knowledge.

The approach reflects a long-term commitment to strengthening the UK’s engineering capability. For apprentices, the opportunity extends far beyond technical training. They gain exposure to real customer projects, emerging technologies and practical problem-solving in demanding industrial environments. For customers, this investment ensures access to a future workforce equipped with the skills required to support increasingly sophisticated manufacturing systems.

Supporting those who serve

Investment in people extends beyond apprenticeships and technical training. Total Automated Solutions is proud to be a signatory of the Armed Forces Covenant, demonstrating its commitment to supporting serving personnel, reservists, veterans and military families. This commitment was further recognised through the company’s achievement of the Defence Employer Recognition Scheme (ERS) Silver Award.

The values developed through military service – leadership, discipline, adaptability and teamwork – are qualities that align naturally with the demands of modern engineering and manufacturing environments.

The business actively supports employees who serve as reservists, recognising the valuable skills and experiences they bring back into the workplace. It also provides opportunities for veterans and service leavers seeking to transition their technical expertise into civilian engineering careers.

For Total Automated Solutions, supporting the Armed Forces community is not simply a corporate responsibility initiative. It reflects a broader belief that organisations thrive when they invest in people from diverse backgrounds and create pathways for talent to succeed.

Combined with its apprenticeship programmes and ongoing professional development initiatives, this commitment helps ensure the company continues to build a highly skilled workforce capable of supporting the evolving needs of British industry.

Safety, sustainability and long-term value

Modern manufacturing success is measured by more than output alone. Businesses are increasingly focused on sustainability, employee wellbeing and operational resilience. Total Automated Solutions integrates these priorities into every project.

Whether improving energy efficiency through advanced drive technologies, reducing manual handling risks through robotics, or enhancing machine safety through modern control systems, the company takes a long-term view of industrial performance.

This approach aligns productivity improvements with broader business objectives, helping customers create workplaces that are safer, more sustainable and more attractive to future talent.

Shaping the next chapter of manufacturing

As UK industry enters a new phase of digital transformation, manufacturers are seeking partners capable of providing more than technical expertise.

They are looking for organisations that understand commercial realities, anticipate future challenges and help navigate an increasingly complex technological landscape.

Through its expertise in automation, controls, robotics and workforce development, Total Automated Solutions has established itself as one of those partners. Its success is built not simply on the technologies it deploys, but on its ability to help manufacturers see what is possible – and then deliver it.

In an industry defined by constant change, that combination of innovation, engineering excellence and human investment is what truly sets leaders apart. And it is why Total Automated Solutions continues to play an increasingly important role in shaping the future of British manufacturing.

Across sectors including food and beverage, e-commerce and consumer goods, end-of-line automation is becoming one of the most demanding areas of modern production engineering.

Automation engineers are now being asked to design systems capable of handling growing SKU variation, changing packaging materials, labour shortages and tighter production footprints, all while maintaining Overall Equipment Effectiveness (OEE).

Manufacturers are also under increasing pressure to improve productivity while managing labour shortages, sustainability targets and growing production complexity, accelerating demand for more flexible and scalable automation systems.

“Manufacturers are no longer looking purely at throughput,” explains Andrew Yates, Managing Director at Endoline Automation. “They need systems that can adapt to changing production requirements, integrate effectively with existing infrastructure and support long-term operational resilience.”

Production variability is now becoming the operational norm. Manufacturers are processing shorter production runs, more frequent changeovers and greater packaging diversity than ever before. In high-mix production environments, flexibility has become one of the primary performance metrics.

Modern random case sealing systems, for example, are increasingly expected to identify and respond dynamically to changing case dimensions without manual intervention. The ability to accommodate varying case sizes in real time has become critical in environments where stopping lines for manual adjustment is no longer commercially viable.

At the same time, sustainability targets and lightweighting initiatives are creating new engineering challenges around packaging materials themselves. Even small inconsistencies in board grade, flute structure or recycled content can influence how effectively materials perform during case erecting, sealing and conveying processes.

As a result, packaging automation is becoming far more dependent on controlled handling dynamics. In modern case erecting systems, opposing vacuum handling arrangements are increasingly being used to distribute opening forces more evenly across the structure of the case, helping to improve repeatability when processing heavier corrugated formats or less consistent recycled materials.

“What appears to be a straightforward packaging process often involves highly complex engineering considerations around material handling, force distribution and repeatability,” adds Andrew.

Manufacturers are also increasingly prioritising scalable and modular automation strategies rather than complete line replacement projects. The ability to integrate effectively with existing upstream and downstream equipment, while supporting future expansion, has become a major engineering consideration.

Modern packaging machinery is no longer viewed purely as a standalone mechanical asset. Increasingly, manufacturers expect end-of-line systems to contribute to wider operational efficiency through real-time performance monitoring, diagnostics, line coordination and integration across connected production environments.

“One of the biggest integration challenges manufacturers faces is ensuring new automation can communicate effectively with existing equipment and production infrastructure,” concludes Andrew. “Flexibility and scalability are becoming just as important as mechanical performance.”

This is also driving greater focus on machine accessibility, reduced cabling complexity and integration flexibility to simplify commissioning, maintenance and long-term operational support.

Ultimately, end-of-line automation is no longer simply about speed or output. It is becoming a far more sophisticated systems engineering discipline, where flexibility, maintainability, integration and long-term operational resilience are all critical to manufacturing performance.

Today, the focus is on connecting systems, processes and people to create greater visibility and support better decision making. Digital transformation is not about replacing everything. It is about investing in the right areas to improve operational performance.

By combining automation with technologies such as IoT, AI and real-time data monitoring, manufacturers can gain a clearer understanding of production performance, identify inefficiencies and respond more effectively to changing demands.

Connected factories are helping manufacturers improve quality, reduce bottlenecks, support sustainability objectives and make more informed decisions across the business. From production tracking and inventory management to quality control and forecasting, digital transformation is creating opportunities to improve performance at every stage of the manufacturing process.

In its latest blog, Innomech explores what digital transformation means in practice and why moving beyond traditional automation is becoming increasingly important for manufacturers looking to remain competitive.

“Interact Analysis expects the industrial robot market here to see steady growth over the next five years, driven by reshoring initiatives and policies like tariffs, which are forcing robot makers to rethink their manufacturing strategies.

“FANUC isn’t alone in this shift. Just last year, Yaskawa attracted attention by announcing plans for US-based production for robots and motion control components. As the largest robot supplier in the U.S. by market share, FANUC’s push toward local production aligns naturally with its market leadership and customer proximity strategy.

“That said, questions remain about the depth of localisation. It is possible that the new facility will primarily support assembly instead of full-scale manufacturing. Given that FANUC produces its core motion control components in Japan, and with limited domestic supply of key parts such as precision gearboxes in the U.S., it is likely that critical components will continue to be imported, with final robot assembly conducted locally.”

For more than 200 years, manufacturing has been built upon the single principle of control. It delivered scale, efficiency, and global supply chains, but it was designed for a predictable world.

Today, as Europe’s manufacturers face energy uncertainty, labour shortages, and mounting sustainability pressures, a new industrial model is emerging: one that replaces rigid control with flexible coexistence – providing a framework in which people, machines, and the planet work together, through autonomy and collaboration, towards a shared purpose.

The limits of control

Since the Industrial Revolution, manufacturers have been working on gaining ever greater control – over their machines, processes, resources, and manpower.

The introduction of the steam engine in the late 1700s allowed factories to run machinery at a predictable, steady speed for the first time, for example, while the moving assembly line established control over the flow and pace of production. Control has powered mass production and enabled global supply chains, but it is reaching its limits.

To control a parameter, we first need to predict it. Yet, as Ikuo Tateishi, president of the Human Renaissance Institute and grandson of OMRON’s founder, Kazuma Tateishi, highlighted at Osaka Expo 2025, today’s world is anything but predictable.

Towards coexistence

As a society, we face climate volatility, energy insecurity, demographic contraction, and geopolitical fragmentation. In Europe, energy costs are high, labour is scarce, and global is competition is intense.

In this landscape, success will depend not on harnessing control to accelerate scale or speed, but on our ability to combine technology, human values, and collaboration into a more resilient model of progress. The key is replacing the pursuit of control with adaptive, co-created networks that connect people, machines and the planet.

More than 50 years ago, Kazuma Tateishi predicted that society would evolve from a focus on efficiency and optimisation, to autonomous systems that can self-organise and learn. He foresaw a so-called ‘natural society’ where humans, technology and nature coexist in balance.

We now see his theory unfolding in factories around the world. Machines that sense, decide and adapt in real time, production systems that respond dynamically to variation, and factories that share operational data to improve energy and material efficiency have all become realities.

This machine autonomy is not about removing people, but amplifying their intent. Moving from control to coexistence means enabling technology that listens, collaborates, and creates space for human creativity and purpose.

Six shifts toward a coexistence economy

Moving from control to coexistence requires a fundamental rethink of how manufacturing is designed and run. The path ahead is not a single innovation, but a connected transformation across technology, culture and collaboration.

Europe’s manufacturing future depends on six key shifts. The first is from isolated efficiency to systemic resilience – moving beyond pure productivity to systems that can adapt, predict disruption, and remain stable in volatile conditions. Manufacturers also need to move from competition to co-creation, collaborating across industries, governments and research to solve shared challenges and accelerate innovation for the greater good.

In addition, we must move from linear production to circular design, replacing take-make-dispose models with systems that reduce waste, recover materials and regenerate energy. At the same time, we must also shift from central control to distributed intelligence, enabling autonomous, connected systems that learn locally but improve globally, thereby increasing agility and resilience across the system.

As automation advances, the focus must expand from efficiency to transparency, building trust through explainable, ethical, and accountable systems that people can understand and oversee. Finally, predictability must give way to adaptability, with flexible organisations and technologies that can respond quickly to change without sacrificing stability.

Together, these six key shifts define a manufacturing model where people, technology, and the environment coexist to create sustainable, resilient value.

A realistic path forward

Every industrial revolution has been an upgrade of our collective operating system, and the upcoming step change is no exception. Yet moving from control to coexistence will not be easy.

While success will rely on industry, technology and society evolving together, the political and economic climate in many regions already favours protectionism over collaboration. Together, we must highlight our shared purpose and build an understanding of the mutual benefits of coexistence.

There are also legitimate concerns around job displacement, data security and ethical AI, all of which must be addressed sympathetically and with transparency. We need to share the message that coexistence is not about replacing people with machines, but reconnecting technology to purpose.

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Speaking on the first day of ‘The Future of Precision Engineering’ event – held at FANUC’s Coventry headquarters on 27-29 January 2026 to showcase the latest advances in injection moulding, robotics and CNC manufacturing – Andy stated: “In the plastics sector, we are seeing a shift towards the use of bio-based and recyclable materials, and a focus on sustainable manufacturing solutions. It’s no longer just ‘good to be green’ – it’s now a business necessity.

“Against a backdrop of rising operational costs, regulatory changes, supply chain challenges and an ongoing skills shortage, every penny counts. The use of automation and AI to effect cost-saving measures such as energy efficiency, increased productivity and better use of human employees is essential if UK manufacturers are to remain competitive in both the domestic and global markets.”

AI and connectivity, plus European ROBOSHOT premiere

FANUC UK’s three-day Open House event brought together leading figures in the worlds of automation, plastics and wider manufacturing to discuss the biggest topics affecting companies right now. While Day 1 focused on sustainability, Day 2 is addressed AI and connectivity, with Day 3 shining a light on education and training. Morning presentations and lively panel debates were followed each day by the opening of a packed exhibition area featuring over 30 of FANUC’s partners (including Hi-Tec, Piovan, Mold Masters, Ultrapolymers and Solinatra), delivering live automation demo cells and exciting exhibitor presentations.

The event also showcased the best of FANUC’s own robotic and automation solutions, including 6-axis robots, automated drilling machines and injection moulding machines. The highlight is the European debut of FANUC’s newest addition to the ROBOSHOT range – the 350-tonne S350C all-electric machine, bringing faster mould times and AI-assisted energy-saving functions.

BPF survey results revealed

Following Andy’s Armstrong’s keynote presentation on Day 1, the British Plastics Federation’s Member Services Director, Stephen Hunt, took to the floor to deliver the main findings from the January 2026 Business Conditions Survey. Hot off the press, Stephen revealed an improving picture for the plastics industry compared to the previous three surveys, stating: “The decline we’ve seen over the last 18 months is definitely slowing.”

Stephen also revealed that sustainability is becoming increasingly important to BPF member companies. A total of 64% of respondents confirmed that they have an ESG policy in place, with a further 21% actively working on one; while 36% already have a net zero strategy, and 31% are actively creating one.

Stephen was followed by an enlightening panel discussion featuring Jamie Riley from Robinson PLC, FANUC’s Sam Carr, Tom Reardon of Bloom-in-Box, and Solinatra’s Stephen Rundle. Sharing practical tips for incorporating sustainability into every part of the manufacturing process, and revealing the energy and cost-saving benefits that smart automation solutions can bring, they engaged in lively interactions with many attendees who were keen to share their own experiences and challenges.

Andy Armstrong adds: “Whether you’re looking to reduce cycle times, cut your energy consumption, increase your supply chain resilience, upskill your workforce or utilise AI and automation to increase your productivity, it will all be on offer this week at FANUC. We’re excited to share our technology, insights and experience with you to help drive a strong, smarter and more sustainable future for UK manufacturing.”

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As the saying goes, if you’re not moving forwards – you’re going backwards. And in a world of increasing global competition, unpredictable costs, and mounting pressure on labour and sustainability, the UK’s manufacturing sector can no longer afford to delay the adoption of robotics and automation. That’s the message from Mike Wilson, one of the UK’s leading authorities on automation, who brings over four decades of experience into his role at the MTC.

At Packaging Innovations & Empack 2026, taking place 11-12 of February at NEC Birmingham, Mike will lead the Automation in Action session. The panel will spotlight how robotics, AI and connected systems are revolutionising packaging operations. But for all the promise, he says, the UK still lags far behind its international peers.

“The truth is, not much has changed in the last 12 months in terms of actual robot adoption numbers,” Mike says. “But what is changing is the mindset. For the first time in decades, the government is signalling that manufacturing matters again.”

Culture, confidence, and the fear of complexity

The UK’s historical hesitance to automate isn’t purely down to cost, Mike argues. It’s rooted in a deeper cultural mindset: a “make do and mend” philosophy that undervalues capital investment. SMEs, which make up the vast majority of UK manufacturers, are often cautious and risk averse.

“Many businesses still have this outdated perception that robots are only for big automotive plants,” says Mike. “They think it’s too expensive, too complicated, or not suitable for what they do. But the reality is the opposite – systems are more affordable and easier to use than ever before.”

That fear is often compounded by gaps in practical knowledge. “Most SME business leaders have never been taught how to buy automation. They don’t know how to write a specification, assess suppliers, or build a business case,” he explains. “We don’t teach that in apprenticeships or business school, and if you’re unfamiliar with the tech and the salesperson across the table knows far more than you do, it’s understandable why people hesitate.”

The solution, he believes, lies in independent, trusted support – organisations like the MTC who aren’t selling systems but offering impartial guidance, helping businesses start small, upskill gradually, and grow their confidence.

The people problem: Demographics and attraction

Another ticking clock is the workforce. “The average age in UK manufacturing is now over 50,” says Mike. “In 10 years, many of those people will have retired. And the next generation doesn’t want to do the same jobs their parents did – not unless there’s exciting and engaging tech involved.”

It’s easy to see this demographic shift as a threat, but savvy businesses also recognise it as an opportunity. “Younger people are digital natives. They’ve grown up with tech and they expect to use it at work. If we want to attract them into manufacturing, we have to build the kind of workplaces they want to be part of – automated, digital, connected,” says Mike.

Automation, when done right, doesn’t replace jobs, it redefines them. From factory line programming to process monitoring, a new category of roles is emerging that blends operational oversight with digital skills. This also opens the door to a more diverse workforce.

“Historically, engineering has been male dominated. But the skillsets needed in future – analytical thinking, digital fluency, system control – are completely gender neutral. There’s no reason women shouldn’t be leading this shift too.”

Don’t automate the bottleneck

When companies finally decide to automate, Mike has a word of warning: start smart. “One of the major mistakes we see businesses make is trying to automate the hardest job first; the biggest bottleneck. But there’s a learning curve. If it’s your biggest headache now, chances are it’ll be your biggest headache in automation too.”

Instead, he advises starting with simple, repetitive tasks that free up skilled people to focus on more valuable work. Palletising, line loading, transferring – these are ideal starting points. “A robot might not be faster than a person, but it’s consistent. It doesn’t stop for lunch or lose focus at 3pm. That stability is where the gains come from.”

AI, embedded intelligence, and what’s next

AI is already making its way into automation systems. Not in the form of humanoid robots, but as embedded intelligence that improves robot performance, simplifies programming, and enables predictive maintenance. “AI’s already here. It just doesn’t wear a badge,” Mike says. “And while some of the hype – especially around humanoids – will settle down, AI will absolutely continue to play a growing role in packaging and manufacturing.”

By enhancing flexibility, improving diagnostics, and lowering the barrier to entry, AI will make automation more accessible to more businesses – but that also means strategy is critical.

“Think about your end goal. Where do you want to be in five or ten years? Build your automation roadmap around that, including the training and investment you’ll need. Don’t bolt it on as an afterthought.”

Packaging’s productivity challenge

For the packaging industry, the opportunity is especially clear. Fast-moving, high-volume, and labour-intensive by nature, packaging operations are ideal candidates for automation. And yet, the sector still faces the same barriers: skills gaps, investment fears, and cultural resistance.

“If we haven’t started to change by 2030, we’re in trouble,” Mike says. “Productivity is the route to competitiveness – it lets you pay better wages, attract talent, and justify investment. Automation is the lever that unlocks all of that.”

Mike will be chairing ‘Automation in Action: Robotics as the engine for packaging agility’ at Packaging Innovations & Empack 2026, 11-12 February at NEC Birmingham. Bringing together key voices sharing insight and perspective on today’s hottest packaging and manufacturing topics, it’s set to be an unmissable edition of the show.

Giedrė Rajuncė, CEO and co-founder of GREÏ, an AI-powered process intelligence platform for large physical sites

As industrial AI moves from hype to infrastructure, five trends are emerging that will define real operational impact in 2026, revealing why success will depend on process redesign, domain-specific intelligence, and frontline trust.

The adoption of AI in industrial contexts is still recent, with limited pilot implementations and proofs of concept despite high expectations. As AI systems move from experimentation to practical application, leaders are under pressure to demonstrate value beyond technical capabilities.

“AI will stop behaving like a side project and started behaving as infrastructure,” says Giedrė Rajuncė, CEO and co-founder of GREÏ, an AI-powered process intelligence platform for large physical sites. “But the uncomfortable truth is that most organisations are still applying AI to broken processes. In 2026, success will come from redesigning operations first, then using AI as a force multiplier.”

According to Rajuncė, leaders preparing for the next phase of AI-driven operations must start by fixing the fundamentals – simplifying workflows before introducing automation and treating AI as a co-worker rather than a replacement. This also means investing in strong data foundations, security, and governance, while favouring interoperable platforms over fragmented tool stacks.

In this context, several AI and deep-tech trends stand out as genuinely transformative for industrial operations in 2026.

1. Agentic AI systems replace dashboards with action

One of the biggest shifts in 2026 will be the rise of agentic AI systems, which autonomously execute workflows across operations. “One example that illustrates the potential of these agents is an on-site accident scenario. Rather than alerting a manager, an AI agent can initiate a work order, contact the relevant vendor, check parts availability, and coordinate scheduling, handling the operational response with minimal human involvement,” explained Rajuncė.

However, these capabilities also expose weak foundations. Gartner predicts that 40% of agentic AI projects will fail by 2027 because they are misapplied and lack a singular business issue to address. In practice, this means agentic AI amplifies both strengths and inefficiencies, forcing leaders to confront operational reality faster than ever before.

2. Physical AI and industrial robotics move to orchestration

AI is rapidly moving from software into the physical world through intelligent robotics. The World Economic Forum identifies three systems that will increasingly coexist: rule-based robotics for predictable tasks, training-based robotics for variable environments, and context-based robotics for unpredictable conditions. This shift is already delivering measurable results, with AI-orchestrated fulfilment centres achieving faster delivery times and more skilled operational roles.

While specialised systems drive current gains, humanoid robots are expected to scale rapidly over the next decade, with projections of 13 million units by 2035, as organisations begin orchestrating physical AI across machines, people, and processes in real time.

3. Domain-specific AI models overtake generic generative AI

While generic large language models continue to dominate headlines, their limitations in industrial environments are becoming increasingly clear. Lacking context about specific facilities, equipment, and safety constraints, generic models risk producing inaccurate or even dangerous outputs. By contrast, domain-specific language models tailored for manufacturing, logistics, and construction are proving far more effective. Some estimates predict that by 2028, more than half of enterprise GenAI deployments will rely on such specialized models.

“Generic GenAI is overhyped for industrial use,” says Rajuncė. “A model that doesn’t understand your HVAC system, wiring, asset history, or safety thresholds is a liability. In physical environments, context isn’t a nice-to-have; it’s the difference between insight and risk. That’s why domain-specific models are overtaking generic ones in serious industrial deployments.”

4. Multimodal AI unlocks real-time operational intelligence

By 2026, multimodal AI systems capable of processing text, images, video, sound, and sensor data simultaneously will become mainstream. For industrial operations, this enables entirely new forms of situational awareness.

For example, in manufacturing, vision systems can correlate visual defects with vibration patterns, acoustic signals, and thermal data. In construction and logistics, drone footage can be analysed alongside equipment telematics and structural sensor inputs. The result is significantly higher accuracy and faster response times than any single data source can provide.

5. Predictive maintenance and frontline usability become decisive

Predictive maintenance continues to deliver some of the clearest returns in industrial AI, with organizations reporting maintenance cost reductions of up to 40% by shifting from time‑based preventive models to data‑driven prediction. At the same time, frontline usability is emerging as a critical differentiator. World Economic Forum research shows that AI initiatives fail when frontline workers are treated as passive users rather than active knowledge contributors.

“If an AI system can’t explain why it’s recommending an action, trust disappears,” says Rajuncė. “Frontline teams want clarity. If an AI agent suggests shutting down a machine or flagging a safety issue, people need to see the reasoning behind that decision.”