The UK’s modern Industrial Strategy, as outlined in its multi-phase approach, presents an ambitious framework for strengthening the country’s economic foundations. At its heart, the strategy aims to foster growth, competitiveness and innovation across diverse industries, through policy reforms, partnerships and detailed sector plans. For the manufacturing sector and its integration of automation, the strategy oers both opportunities and challenges that warrant close examination. The strategy’s phased development underlines a meticulous approach. Starting with an initial consultation in late 2024 – to which Gambica and its members submitted responses – the government engaged businesses of all sizes, trades unions and regional authorities, to shape the policy framework. The establishment of the Industrial Strategy Council and evidence reviews in subsequent months reect a commitment to informed decisionmaking and longterm impact assessment. The strategy culminates in sector-specic plans and a robust nalisation phase aligned with broader economic objectives, such as sustainability, regional equity, and economic security. Of relevance to UK manufacturing, are the advanced manufacturing, and digital & technologies, sector plans, supported by government-led task forces and roundtables. Initiatives to promote AI infrastructure, accelerate project planning and boost upskilling, address the needs of manufacturers embracing automation directly. Moreover, broader goals such as supply chain resilience and a pro-innovation regulatory environment align with manufacturing’s shift toward Industry 4.0. However, while the Industrial Strategy sets the stage for progress, its success for manufacturing hinges on several critical actions. First, manufacturers must actively engage with the strategy’s development and implementation. This includes contributing to consultations, participating in sector taskforces, and leveraging forums such as the Industrial Strategy Forum and Mission Groups. By aligning their objectives with government plans, manufacturers can ensure their voices are heard and their unique needs addressed. Getting involvement through trade associations such as Gambica is pivotal currently, because the close network and inuence we have within government is essential to ensure that the direct voice of our industry is heard by ocials. Equally important is investment in automation and digital transformation. As the strategy emphasises upskilling and proinnovation regulation, manufacturers must prioritise workforce training and adopt cutting-edge technologies. The government’s focus on AI infrastructure and life sciences underscores the potential for cross-industry collaborations, which manufacturers should explore to remain competitive globally. Nevertheless, some aspects of the strategy leave room for improvement. The consultation’s breadth is commendable, but its depth – especially regarding regional disparities and SME-specic challenges – may require further attention. The government must ensure that its plans deliver tangible benets for smaller manufacturers who often lack the resources of their larger counterparts.Simplied access to nancing, tailored guidance on automation adoption, and stronger regional support mechanisms could bridge this gap. Moreover, the strategy could benet from greater emphasis on environmental sustainability within manufacturing. While the broader goals touch on sustainability, a more explicit focus on green manufacturing practices would align with global trends and consumer preferences. The government should provide clearer incentives for manufacturers to transition to low-carbon technologies and circular economy models. From the perspective of manufacturers, the government’s role as a facilitator remains crucial. While the strategy addresses foundational barriers such as planning and infrastructure, manufacturers must advocate for continued dialogue and ongoing adjustments to the strategy. An agile approach that incorporates industry feedback in real time will ensure that the strategy evolves with technological advances and market dynamics. Additionally, manufacturers could push for stronger international trade agreements and export support. The government’s international engagement initiatives and trade strategy oer a foundation, but tailored measures for manufacturers – such as targeted export nancing and market access assistance – would further strengthen the sector’s global competitiveness. The UK’s Industrial Strategy provides a promising framework for fostering manufacturing innovation and automation. Manufacturers must seize the opportunity to shape and leverage these policies, while championing further government action to address gaps and enhance support. Through collaboration, adaptability and commitment to shared goals, the strategy can transform UK manufacturing into a global leader for the digital age. n * Gambica is the trade association for the automation, control, instrumentation and laboratory technology sectors in the UK. You can get in touch with Nikesh Mistry on 020 7642 8094 or nikesh.mistry@gambica.org.uk, or via the Gambica Web site: www.gambica.org.uk A strategy to drive manufacturing innovation? The government’s modern Industrial Strategy o ers both opportunities and challenges for UK manufacturers. Nikesh Mistry*, Gambica’s sector head for automation, outlines some of the key measures laid out in the strategy, and highlights some areas where, he believes, its scope could be expanded and improved. 44 May 2025 www.drivesncontrols.com
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