Few sectors have had to adapt so continually, and so quickly, in recent years. But what stands out now is not just the resilience itself, but the cost of maintaining it. Turning resilience into real momentum Make UK’s end-of-year assessment in its comment for PWE this month, captures the conflicting signals manufacturers have been wrestling with: genuine progress in confidence and order books, set against structural pressures that are becoming harder to absorb. Its point about resilience is well made. Few sectors have had to adapt so continually, and so quickly, in recent years. But what stands out now is not just the resilience itself, but the cost of maintaining it. Where I agree strongly with Make UK is on the emerging importance of industrial strategy. Early insights from the forthcoming Make UK–PwC Executive Survey for 2026 underline just how significant this is for senior leaders. If manufacturers see a long-term strategy as the most powerful influence on their growth prospects, that tells us two things: Editor’s Comment ‘ ’ first, that the appetite for investment is real; and second, that the absence of sustained policy direction has held the sector back more than we often acknowledge. The same survey also highlights a strong focus on expansion into new markets, digitalisation and AI, clear signs that ambition within the sector remains high. Make UK is also right to highlight that the UK remains fundamentally competitive. Despite the pressures, companies still see value in operating here. But that competitiveness can’t be taken for granted. The warning signs it flags, especially around energy and employment costs, are not theoretical. Many businesses are already modelling scenarios where investment is diverted or delayed because the cost base simply doesn’t stack up. This should concern us as much as the prospect of a trade dispute or external political volatility. On the call for government action, accelerating industrial strategy is essential, but so is making it coherent across departments. A strategy delivered in fragments risks failing before it begins. Likewise, bringing forward the business energy support scheme isn’t just desirable it is becoming a prerequisite for keeping capacity and capability in the UK. If the scheme isn’t broadened, we risk supporting only a thin slice of the sector while the rest faces mounting pressure. Building on Make UK’s reflections on resilience, I think there is also a wider point to consider. While manufacturers have repeatedly shown their ability to adapt, this should not become a substitute for a policy environment that enables long-term growth. Their resilience is a strength but it deserves to be matched by equally resilient policymaking. The question for 2026 is what it could achieve with the right foundations in place. As we move into the new year, the picture is neither wholly bright nor bleak. It is conditional. The optimism shown in Make UK’s final surveys of 2025 is genuine, and the willingness to invest in innovation is unmistakable. But unless the cost environment improves and industrial strategy moves from concept to delivery, that optimism may struggle to convert into tangible growth. The UK’s opportunity now is to match the determination of its manufacturers with equal determination in policymaking. If that happens, resilience can finally give way to renewed, sustainable momentum. Annual Buyers’ Guide 2026 www.pwemag.co.uk Plant & Works Engineering | 03
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