Future of Manufacturing - Q1 2022

Q1 2022 | A promotional supplement distributed on behalf of Mediaplanet, which takes sole responsibility for its content

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Future of Manufacturing

Steel Power, taken by Simon Hulme at Sheffield Forgemasters in Sheffield. Shortlisted in the Professional Manufacturing Process category of the EEF Photography Competition 2018.

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“We need to take advantage of this opportunity to promote sustainability.”

Stephen Phipson, Chief Executive, Make UK

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“The truth is, robotics, 3D printing and additive manufacturing now characterise manufacturing.”

James Selka, CEO, Manufacturing Technologies Association (MTA)

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IN THIS ISSUE

“The pandemic has prompted many small manufacturers to retool, change ways of working and rethink their product ranges.”

Martin McTague National Vice-Chair, Federation of Small Businesses

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How will green skills help us reach the UK’s net zero target?

The manufacturing sector has a critical role to play in meeting net zero, with analysis estimating that over 1.2 million green jobs could exist in the green economy.

“The use of data is shaping an organisation’s approach to its suppliers and customers.”

Duncan Brock Group Director, Chartered Institute of Procurement and Supply (CIPS)

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“We must ensure that engineering is a career choice that attracts the next generation.”

Dr Hilary Leevers Chief Executive Officer, EngineeringUK

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hilst the long-term 2050 goal still seems far away, what we do in this next decade will determine whether we will be successful in achieving this target. The 2030s will be ‘the defining decade’ and to achieve what is needed in 2030, we need to take significant action in the next five years.

Turning threat into opportunity will be a key to achieving net zero in the manufacturing industry. Understanding and equipping our business with the green skills needed to complete our transition to a digital and green future will be fundamental to this.

Equipping workforce with green skills Our evidence shows manufacturers have made a stellar effort to expand upon the digital and green skills within the sector. Manufacturers have shown an acute awareness of green skills, with almost two-thirds (62%) identifying and equipping their workforce with the skills they need to manufacture sustainably, and 70% training employees within the last 12 months to improve digital skills, but we need to do more.

We have an acute shortage of engineers who have experience in designing new products for the circular economy and of course, this includes new process technology expertise for the recycling of products and replacing carbon based materials with new alternatives. Innovation will need to be systemic in these process technologies as well as in new product development.

Turning threat into opportunity will be a key to achieving net zero in the manufacturing industry. sustainable manufacturing. The adoption and diffusion of new technologies, which are progressing, can support manufacturers to explore different ways of reaching their own net zero targets.

Effective leadership and management skills are also key to the green transition, and this is why it is no surprise to see that almost six in 10 manufacturers require management skills in order to manufacture goods and products more sustainably.

Addressing green skills gap It is crucial that the Government, education, training providers and manufacturers make a collaborative effort to address the green skills gap we face. Collectively, we need to take advantage of this opportunity to promote sustainability, we must prioritise education and skills policies for our longterm economic growth.

Innovative skills in high demand The Green Jobs Taskforce highlighted project management, change management and leadership, education management and communication skills as vital non-STEM green skills required. This mirrors Make UK findings which showed 72% of manufacturers ranked innovation skills as the most needed additional skill to achieve

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WRITTEN BY Stephen Phipson Chief Executive, Make UK

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Leveraging digital transformation to prepare for net zero Under pressure to become more sustainable, it’s time for UK manufacturers to look at how technology can support their sustainability practices, while still providing high quality reasonably priced goods.

T WRITTEN BY Rob Sinfield VP Manufacturing, Sage

he one key target manufacturing must achieve is to be net zero by 2050; but reaching this goal will be a significant challenge. At Sage, our global research identified 91% of SMEs believed there will be barriers preventing them from prioritising and making the changes required to meet these demands.

The challenges faced by manufacturers and other businesses vary significantly and in complexity.

However, there are three major categories that are shared:

Supporting sustainability efforts Many manufacturers are committed to embedding green and sustainable policies across their businesses. Yet achieving these targets will require significant changes to their manufacturing practices and business systems. Such changes can be difficult to implement and are often hindered by the lack of technical and green skills within the UK workforce.

In October 2021, we worked together with Make UK to understand the current state of green and digital skills within the manufacturing sector. In the report, ‘Unlocking the Skills Needed for a Digital and Green Future’, we found that although UK manufacturers have already started to develop green and digital skills, almost four in 10 manufacturers haven’t yet identified the necessary green skills to manufacture goods and products in a more sustainable way.

1. The cost of change First is the cost associated with making changes, which can impact profitability and business continuity. These costs can be aligned to procurement of resources, supply chain, distribution, workforce and other fluctuating market influences.

Therefore, it’s not simply a question of cashflow, it is the Management and unknown financial risk often associated with change. technological innovation

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Utilising digital transformation At Sage, our Sustainability and Society Strategy is built with the view and aspiration to help our customers become sustainable. are recognised as core 2. Digital and green skills gap We believe digital transformation To overcome the skills gap, skills needed to support the can help manufacturers unlock manufacturing needs access to their potential and in turn become manufacturing of goods in digital and green skills within more sustainable and meet the their workforce. Management goal to be net zero by 2050. a more sustainable way. and technological innovation are Our mission is to support recognised as core skills needed UK manufacturers through to support the manufacturing of goods in a more the use and continued development of the right sustainable way. However, the identified technical technologies. Such technologies can deliver businessnature of ‘green skills’ has led to a significant skills critical benefits, such as data analytics, automated gap in the UK. production lines, supply-chain insight reducing costs, provenance and traceability, improved supplier 3. Implementation time and customer relationships, and improved business Time is a precious commodity and businesses management; All of which aid and enhance a are always challenged to implement changes, sustainable business performance. improve efficiencies and enhance productivity, Now is the time for British manufacturers to while maintaining current production. Releasing maximise the support and technology available to the already limited skilled workforce to focus their help drive sustainability as a core value. time on implementing environmental changes, is perceived as time taken away from their day jobs, which circles back to the financial cost implications of becoming green.

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New technology spearheading manufacturing growth In the third decade of the 21st century, new and exciting technologies are emerging that are shaping the future of manufacturing and the people who work within it. Technology is generating new opportunities and UK manufacturers need to capitalise on this.

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ames Selka, CEO of the Manufacturing Technologies Association (MTA) is proud to champion the cause of advanced manufacturing and the many benefits it offers both to the industry, and the wider economy.

“These new technologies are a far cry from the old metal-bashing techniques, which so many still misguidedly associate with the industry,” he says.

WRITTEN BY James Selka DL CEO , Manufacturing Technologies Association

New technologies are driving productivity “The truth is, robotics, 3D printing and additive manufacturing, the internet of things, cloud computing, big data, augmented reality, artificial intelligence and cybersecurity now characterise manufacturing and their use is becoming more widespread.”

Selka says the impetus seen in the manufacturing sector of late is directly attributable to these new technologies, for the productivity improvements they deliver and for the opportunities they create, particularly in decarbonisation and the delivery of a net zero industry.

Aiming for net zero through decarbonisation in manufacturing “Decarbonisation is likely to be one of the major growth factors for the manufacturing sector in the next few decades; the Climate Change Committee believes the UK’s commitment to net zero by 2050 alone could cost an additional 1-2% of GDP,” he says.

Led by the manufacturing sector, decarbonisation offers a major opportunity for the UK economy, not only in terms of higher output, but in terms of raising long-term productivity and creating sustainable long-term growth and jobs.

Bringing forward investment decisions to capitalise on these incentives will be crucial in determining how quickly UK industry recovers from the stagnating effects of the pandemic.

Manufacturing exhibition offers incentives for investment Hundreds of exhibitors from across the manufacturing arena will attend the MTA’s MACH 2022 exhibition, taking place at Birmingham’s NEC next month (April). Manufacturers looking to invest in the new technologies are being urged to take advantage of the financial incentives currently available, principally the Super Deduction initiative announced by the Chancellor last year.

“Bringing forward investment decisions to capitalise on these incentives will be crucial in determining how quickly UK industry recovers from the stagnating effects of the pandemic,” says Selka.

High on the agenda will also be the development of the skills necessary to capitalise on new opportunities, as will the capabilities of the unique network of firms comprising the UK manufacturing supply chain and their ability to deliver change.

13- 17th June 2022 Amplifying the power, resilience and innovation of tech 04

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How technology is helping automotive manufacturers achieve sustainable goals Automating processes with AI In one example, the company supported a digital production platform for Volkswagen (VW), which has 12 brands operating over more than 120 sites, 1500 suppliers and 200 million parts a day entering its factories to make 11 million cars a year.

“We helped VW tackle that very complex operation with the digital production platform, with analytics in the cloud to help them achieve efficiency, quality and sustainability,” says Felton.

During production, Volkswagen Group brands apply 25 different labels that contain country-specific safety, usability and specification data with over 2,000 variants.

To automate this process, VW brand Porsche developed a solution using the services, which saw a manual label inspection programme replaced with an AI-driven programme to conduct the process automatically and with greater speed and accuracy.

A digital transformation in car production is supporting manufacturers as they transit towards sustainable manufacturing.

INTERVIEW WITH Richard Felton Senior Practice Manager for Automotive, Amazon Web Services WRITTEN BY Mark Nicholls

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ar manufacturers face a range of challenges globally as they strive to move towards sustainable manufacturing. Central to this is ensuring production processes remain as clean and efficient as possible while maintaining product quality and reducing wastage. Digital transformation is underpinning this as cloud-based technology such as artificial intelligence (AI) and machine learning (ML) play pivotal roles.

Accuracy and timeliness One area where ML is supporting car manufacturers is in reducing production line interruptions.

Automotive industry specialist Richard Felton explains that ML systems can help avoid unplanned maintenance by analysing data to improve predictive maintenance schedules.

“If you avoid unnecessary maintenance, you reduce costs, increase productivity, and do not have unplanned downtime,” he says.

“ML not only handles the sheer scale, breadth and accuracy of the data, but also the timeliness.”

The technology can also help manufacturers navigate current global component shortages.

“Manufacturers are using ML to anticipate shortages and how to handle those shortages in components more efficiently,” he adds.

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Efficient component inspections Additionally, ML supports component quality inspections using data from camera inspections to check assembly processes and sequences in terms of complexity, speed and accuracy.

“The machine learning can spot anomalies that human operators might miss across millions of data points,” he adds.

This digital transformation is supported by companies such as Amazon Web Services (AWS), which as a cloud service provider, enables customers to access and manage data, scale globally and make data driven decisions in real-time using AI, ML and other advanced services.

AWS services help with sustainability, digital manufacturing and supply chains and improves the overall equipment effectiveness by capturing, analysing and visualising plant floor data. The services brings all this together as a holistic solution to support the automotive industry.

Felton, who is the Senior Practice Manager, AWS for Automotive, says the platform has purpose-built capabilities, drawing on expertise from across the automotive industry and offers the “broadest partner ecosystem of any cloud specifically for automotive customers to help them transform their businesses.”

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We helped VW tackle that very complex operation with the digital production platform, with analytics in the cloud to help them achieve efficiency, quality and sustainability.

Providing integrated solutions Manufacturers are increasingly looking for integrated solutions that combine manufacturing systems with those operated by their supply chain partners to reduce transport costs and lead to more sustainable ways to move millions of parts. In this instance, the digital platform configures route optimisation and ensures correct demand forecast to reduce component waste.

With a trend towards electric vehicles driven by sustainability goals and emissions regulations, computer aided engineering can support durability, crash protection, safer use of batteries and thermal modelling of advance cooling systems.

The services can help customers predict and understand battery health, capacity and failures, range and weather conditions impacting battery performance.

The company also works with Rivian Automotive on high-performance computing for design engineering for crashworthiness, aerodynamics and durability. “There is a significant time and cost saving by doing simulation in the cloud as it gives access to a scale that you do not have on present systems; you have almost limitless capacity to do simulations,” says Felton.

Find out more at aws.amazon.com

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Small manufacturers need to be resilient in the face of challenges Small manufacturers have not had an easy couple of years. The COVID pandemic has prompted many small manufacturers to retool, change ways of working and rethink their product ranges.

T WRITTEN BY Martin McTague National Chair, Federation of Small Businesses

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he ever-changing climate is a challenge for manufacturers, but the added impact from the pandemic has forced these businesses to adapt in order to survive.

Investing in self-sufficiency Energy price spikes have provided a sharp illustration of the potential benefits of microgeneration, where businesses invest in producing their own energy; 18% of small businesses have already taken steps in Challenges facing manufacturers this direction. We were pleased that our campaign Extra regulations around imports and exports and was successful in excluding ‘green’ improvements to supply chain issues have been a major challenge business premises from business rates valuations. for manufacturers, impacting supplies of materials With manufacturing tending to be energy-intensive and components. Longer delivery and requiring reliable energy times forced small manufacturers supplies, there is clearly more the to keep a close watch on input and Government can do to encourage inventory levels, with many having small firms to become energyto increase their warehousing independent, while also helping us The pandemic has capacity. move towards a net zero economy.

Inflation is hitting manufacturers We are recommending the added new challenges to especially hard. While 78% of introduction of a ‘Help to Green’ underlying issues, while small businesses told us the cost of initiative, modelled on the small firms in manufacturing Government’s ‘Help to Grow’ running their business in the last quarter of 2021 was higher than in scheme, to spur progress in this and beyond will be vital to the same period the previous year, area. for small manufacturers that figure our economic recovery. was 89%, with 27% reporting a Embracing the challenge “significant” increase. Inputs were cited by 84% It is often in smaller businesses that innovation and of small manufacturers as contributing to the rise creativity are given free rein, driving growth and in business costs, with fuel and utilities also playing improving productivity. The pandemic has added a large role. new challenges to underlying issues, while small Late payment is especially damaging to small firms in manufacturing and beyond will be vital to manufacturers, whose businesses are threatened if our economic recovery. Resilience and adaptability they are unable to pay for the inputs needed to keep will be key, with big opportunities open to those small making products. This is an area where government manufacturers with a clear vision for the future. action would be especially welcome, with greater board accountability and enforced sanctions for persistent offenders.

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How investment in energy technology can unlock new revenue streams On-site energy generation can help reduce carbon emissions and offer new income streams to businesses.

Should manufacturing plants produce more power than they need for a given period, they can sell the energy back to the grid.

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he ongoing high cost of wholesale energy is causing a major headache for those operating in the manufacturing sector. In fact, it has left many in the industry questioning how they will manage these costs.

For some manufacturers, making a short-term cut to investment in sustainability measures to manage these expenses might seem like the right decision - but it’s a risky choice that could leave some worse off in the future.

Expectations around sustainability are growing. Centrica Business Solutions’ report ‘Why wait to pursue net zero?’, found that 49% of manufacturers are choosing to work with supply chain partners that can demonstrate they are making significant strides towards hitting net zero. Add to this growing pressure from funders and investors who are increasingly focused on businesses showing how they are cutting their carbon footprints. Those that do not make progress in improving their environmental credentials could face challenges accessing affordable finance in the future.

Of course, there is no way of predicting what might happen to energy prices in the future; however, failing to invest in improving sustainability practices now could lead to challenges later down the line.

Opportunity knocks Energy-intensive businesses and manufacturers are presented with challenges and opportunities when it comes to energy.

With so many areas for energy wastage to be trimmed, small changes to improve energy efficiency across a site can deliver noteworthy results in reducing energy costs and moving

a manufacturer closer to net zero. A simple solution, such as using energy insights sensors, means manufacturers can monitor essential equipment and use the data to manage asset performance.

Investment in more advanced energy technology can help accelerate the reduction of emissions, bolster energy-stability and unlock new revenue streams. Solar panels can produce emissions-free energy to power the business, with any excess being stored in batteries ready to be deployed when the sun isn’t shining.

We have seen the return on investment for solar projects reduced by a third in recent months, largely because of higher energy prices, for one client we were predicting annual energy savings of £43,000 six months ago, which has risen to £78,000 today.

This not only helps to reduce carbon emissions but the energy stored in the battery enhances a site’s security of supply.

WRITTEN BY Greg McKenna Managing Director, Centrica Business Solutions

Powering the bottom line The use of small-scale energy generation also represents a financial opportunity for businesses. Should manufacturing plants produce more power than they need for a given period, they can sell the energy back to the grid. Those that optimise their operations to ‘load shift’ – moving peak periods of activity that have high energy demands to a time when energy costs are lower – can help unlock further savings.

Our ‘Why wait to pursue net zero?’ report also found that around half of manufacturers are utilising energy technology to create new revenue streams – but it’s not universally adopted. While there may not be a single silver-bullet technology, manufacturers that take charge of their energy supply and generate it on-site put themselves on a faster route to turning a cost into a commodity.

Refocusing on sustainability Around the world, governments and businesses have been accelerating net zero targets. Further still, increasing regulation, such as the Taskforce on Climate-Related Financial Disclosures (TCFD) requirements coming in this April, will mean many larger firms are going to have to report on their energy use and any risks that the climate crisis could bring.

Not only does modern energy technology bring a range of shortterm benefits, it is also critical for future-proofing organisations in the long term – building resilience and sharpening competitive edges.

Those that invest now will benefit from it for longer by reducing costs and decarbonising quicker. The time to act is now.

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Big data is defined by large volumes of data that an organisation has, in increasing volumes, complexity, speed and variety.

The use of data is a crucial element in supply chain management Technology is fast becoming an integral part of an organisation’s procurement and supply management strategy. In particular, the use of data is shaping an organisation’s approach to its suppliers and customers.

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ig data is defined by large volumes of data that an organisation has, in increasing volumes, complexity, speed and variety; a rich vein of insights many businesses still struggle to use efficiently and effectively.

In our research, which focussed on digitalisation in supply chains and the key technologies organisations were implementing, big data was described as the ‘new oil’ in terms of its importance and usefulness to an organisation.

The value of big data Of the companies surveyed, 24% had implemented a focus on big data over the last three years as a way of being able to give early warning signs of disruption in supply or a pathway to new products and services.

For the manufacturing sector, as well as sources of intelligence in internal business processes, other sources of data can be highly beneficial in supporting horizon scanning efforts as businesses look for the next potential threat or opportunity.

The S&P Global/CIPS Purchasing Managers’ Index in manufacturing (formerly IHS Markit), is a monthly snapshot of inflationary costs, employment and availability of supplies in the sector. It not only tracks official government data closely and accurately, but also offers early insight into what supply chain managers are saying is happening ‘on the ground’.

WRITTEN BY Duncan Brock Group Director, Chartered Institute of Procurement and Supply

Managing external disruption In February, as the threat of the Omicron COVID-19 variant receded in the UK and government lockdowns were no longer in place, orders and output in the sector grew at a quicker pace and the sector expanded more quickly than economists predicted.

Supply chain disruption also eased, though still remained at historically high levels, as average lead times lengthened for a thirty-second consecutive month. These respected datasets can guide supply chain managers into looking at alternative sources or increase their forward buying strategies to beat supply blockages in the coming months.

As inflationary charges also soared in February and at survey records, businesses were looking at filling up their warehouses with parts that may increase in cost still further in response to what this data was indicating.

Using data stores for future planning Whether statistics and data are like precious nuggets of gold or the new oil, each organisation should start looking at their data stores and what other insights can tell them about their business now and in the future.

Businesses need to find the right sources of information for them and use these insights regularly to give them a competitive edge in the marketplace.

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Why it is important for companies to shed short-term COVID strategies Business leaders are being urged to switch focus to longer-term planning following the disruptions of the COVID pandemic.

O INTERVIEW WITH Les Brookes CEO, Oliver Wight EAME

WRITTEN BY Mark Nicholls

Paid for by Oliver Wight EAME

ver the last two years, major firms have concentrated Future constraints on the short-term outlook as COVID-19 impacted The focus should also fall on issues such as distribution supply chains, working patterns, manufacturing patterns, acquiring warehousing space and capital processes and manpower resources. expenditure, where he says leadership must have a plan Industry expert Les Brookes explains: “Many organisations to make the necessary investments ahead of demand.

- for good reason - have been drawn into the short-term However, he also points to ‘positives’ emerging from the due to the volatility that the pandemic created, whether pandemic with a clearer understanding of how to manage that was due to needing to take out capacity to cope with in the short term and cope with volatility. the downturn, or the opposite extreme of Brookes, who is CEO at business increasing capacity to cope with demand. management consultants Oliver Wight “However, there comes a point, where EAME, says: “People need to understand refocusing on the medium-to-longer-term what they did and capture that in a of 24-36 months becomes critical to steering repeatable process so for the future, People need to understand big organisations in the right direction for they have a process they can go to when the future as we come out of this period volatility increases.” what they did and capture of volatility.” that in a repeatable process Integrated business planning so for the future, they have New challenges As an organisation, Oliver Wight engages a process they can go to The elongation of supply chains, varying with companies to analyse and define lead times and the need to re-evaluate what the future could look like in terms when volatility increases. manufacturing capacity, underline the of business management and help them need to look further into the future to meet transform via the integrated business these challenges. planning concept.

Using the analogy of a large ocean liner, where a captain “That is the radar that allows people at leadership level starts to turn well in advance as it takes time for big vessels to to focus on the critical decisions and the points across the change direction, he warns that business leaders also need to horizon that those decisions need to be made.” He says change course now to understand potential future challenges. the shift to the longer-term vision will mean a change for “They need an integrated view of the future portfolio and leadership and emphasises on the importance of coaching to look at that from an integrated end-to-end supply chain personnel in new ways of working. standpoint,” he says.

Find out more at oliverwighteame.com

Helping companies make the digital switch Digital transformation can enable companies to operate more efficiently and attract and retain the best talent.

A INTERVIEW WITH Adrian Park Vice President, Pre-sales EMIA, Hexagon WRITTEN BY Mark Nicholls

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broad range of challenges and considerations need to be taken into account as companies undergo digital transformation.

Factors such as bringing together information from diverse locations, cybersecurity, sustainability and compliance are key issues that need to be addressed.

Technical specialist Adrian Park warns that companies that are slow to make the transition could also miss out on recruiting and retaining talented staff.

Improving operational efficiency Companies can have poor operational efficiency because data is retained in multiple isolated silos around the organisation with information that is not consistent and may be outdated, leading to delays in fulfilling tasks.

“People have to be able to show demonstrable compliance of what the regulatory authorities require,” adds Park, “that requires them to have a lot more digitisation than they have had in the past.”

Plugging the knowledge drain Digital data readily available is also important when modifying and extending facilities, while the ‘knowledge drain’ from a company as older employees retire is also a risk.

“When people leave, the knowledge can go with them,” he says. “But the new generation of people coming in are used to having all the information at their fingertips.

“If a company wants to attract and retain the best talent, then that information has to be available to the people who are going to use it; they will not tolerate the old ways of working and going through mounds of documentation.”

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Building a digital twin Park, an Industry Consultant with technology company Hexagon PPM, says building a “digital twin” or digital counterpart of physical objects or processes, is a prime solution for companies and manufacturers making the digital transition.

“By consolidating information from these multiple isolated information silos and validating that information into a digital twin, makes it available anytime, anywhere and more accessible,” he says.

“It helps people access more information and make decisions faster, reduces risk and enables people to work safer and in a more efficient way.”

Utilising visual tools From there, other information – such as maintenance, sensor or reliability information – can be pulled out from other systems when needed and displayed on role-based dashboards.

A 3D model offers an intuitive and contextual way of looking at information and is a powerful visual tool to interpret information.

Customers also want sustainability; digitisation facilitates that by making best use of scarce resources, enabling remote working and cutting carbon footprint with fewer journeys.

Additionally, cybersecurity is critical and is factored in to protect data, systems and information.

Find out more at hexagonppm.com/

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How we can achieve full equality, diversity and inclusion in engineering We need to examine the barriers that are still preventing women from taking up engineering roles as well as increasing representation of different groups across the sector.

T WRITTEN BY Dr Hilary Leevers Chief Executive Officer, EngineeringUK

he latest data analysed by EngineeringUK shows an increase in women working in engineering roles of almost 370,000 in 2021 compared with 2010.

While this growth is to be celebrated, women still only make up 16.5% of the workforce. The low rate of increase, of just six percentage points since 2010, is problematic, as well as the huge underrepresentation of women.

Representation needed for progress Our latest report finds differences by industry and sector, with women making up only 12.5% of those working in engineering jobs (core or related) within the engineering sector, compared to 24.4% outside of the sector. Forthcoming analyses examine the participation of people from Black, Asian and ethnic minority backgrounds as well as those from different socio-economic backgrounds and people with disabilities.

The engineering and technology workforce will be critical to addressing the UK’s greatest challenges including levelling-up, revitalising the economy and meeting net zero. It is going to be incredibly tough to meet these ambitions unless we have the most creative and effective workforce, which requires representation from all sorts of people for a true breadth of diversity of thought and experience. We also need the sheer numbers that equality would bring. For instance, if women participated in engineering at the same rate as they do in other roles, this would swell the current workforce by 1.8 million.

The engineering and technology workforce will be critical to addressing the UK’s greatest challenges including levelling-up, revitalising the economy and meeting net zero.

Understanding barriers to sector We hope our analyses stimulate more exploration of how we can pick up the pace of change. We need to learn why women are more likely to work in engineering outside of the engineering sector than in it and how

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some areas are attracting women faster than others.

We must ensure that engineering is a career choice that attracts the next generation, retains those working in engineering and that we respond to the needs of women who have left engineering and actively bring them back.

Committing to common goals Sharing insights and working collaboratively will be vital. The Tomorrow’s Engineers Code, which EngineeringUK manages on behalf of the community, aims to do just

that. Signatories of the Code, such as Make UK, commit to working towards the common goals of increasing the diversity and number of young people entering engineering. Organisations are supported to improve through free resources on the Tomorrow’s Engineers website I am optimistic that by learning and working together, we can quicken the pace of change to achieve the diverse and insightful workforce needed for the UK to thrive.

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If women participated in engineering at the same rate as they do in other roles, this would swell the current workforce by 1.8 million. ~Dr Hilary Leevers, Chief Executive Officer, EngineeringUK

Godwin Pumps water tower, taken by Jason Clark at Quenington in Fairford, shortlisted in the Amateur category of the EEF Photography Competition 2017.

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