Reward businesses that train the next generation EDITOR’S COMMENT www.hpmag.co.uk HYDRAULICS & PNEUMATICS March 2026 3 If Britain is to shape that future rather than react to it, the partnership between government and industry must move beyond ambition and extend into practical support. ‘ ’ The Business Secretary, Peter Kyle, delivered a clear message to manufacturers at the Make UK annual conference: modernise, adopt advanced technologies and invest in people. It is hard to argue with that vision. Artificial intelligence, 3D printing and digitally integrated manufacturing models are rapidly redefining global industry. If Britain’s manufacturers are to remain competitive, they will indeed have to embrace new technologies and rethink how they produce, sell and service their products. But as Kyle rightly acknowledged, the machines themselves are only half the story. Arguably the most important line of the speech was the reminder that manufacturing prosperity cannot be automated. The sector depends on people: engineers, technicians, designers and operators capable of working with increasingly sophisticated systems. In that respect, the Government’s commitment of more than £1bn to sector specific skills packages is welcome. Strengthening links between industry, further education colleges and universities is exactly the kind of coordinated approach needed. However, the success of such programmes will depend not only on funding but on participation, particularly from SMEs that often struggle to take on trainees or apprentices due to cost, time and administrative burden. One question from the audience went directly to this issue: whether the Government should offer tax incentives or similar financial support to businesses that take on apprentices or give young people their first opportunity in industry. It is a practical suggestion that deserves serious consideration. Manufacturers frequently say they want to invest in skills, yet the immediate cost of training new entrants can be difficult to absorb, especially for smaller firms. Apprentices require supervision, mentoring and time before they become fully productive members of the workforce. Targeted tax relief or national insurance incentives for companies that hire and train apprentices could significantly lower that barrier. Kyle also spoke persuasively about the changing nature of manufacturing, particularly the shift from selling products to selling integrated solutions that combine hardware, software and service contracts. This “servitisation” model is already transforming sectors such as aerospace, where companies increasingly sell performance and maintenance rather than physical equipment alone. Yet this transition requires a workforce that blends engineering expertise with digital literacy, data analysis and systems integration. That workforce will not emerge automatically. It must be trained, nurtured and retained, and government policy will play an important role in supporting that process. The broader direction outlined by the Business Secretary is largely correct. The UK has strong research institutions, capable engineers and a long tradition of industrial innovation. But global competition in manufacturing is intensifying. Countries across Europe, North America and Asia are investing heavily in industrial policy, workforce development and technological transformation. If Britain is to shape that future rather than react to it, the partnership between government and industry must move beyond ambition and extend into practical support. Aaron Blutstein Editor
RkJQdWJsaXNoZXIy MjQ0NzM=