FROM SIMULATION TO AUTONOMOUS MANUFACTURING

Siemens and NVIDIA are advancing industrial manufacturing, unveiling new AI solutions at Siemens’ Electronics Factory in Erlangen, Germany, as part of their partnership to develop AI-driven, autonomous factories.

The applications combine artificial intelligence (AI) with digital twins to accelerate production ramp-up and enable more adaptive production planning. After the companies announced at CES in Las Vegas in January 2026 that they would build the world’s first fully AI-powered manufacturing sites, teams have been co-developing and testing applications in live production at Erlangen.

Serving as a living laboratory for industrial AI, the factory provides a blueprint for scaling these capabilities across industries. Siemens and NVIDIA aim to make AI the operating system of manufacturing, transforming how products are designed, manufactured, and delivered.

“The historic opportunity for Germany and Europe lies in bringing artificial intelligence out of the data centers and into the factories – and applying it on an industrial scale,” says Cedrik Neike, member of the Managing Board of Siemens AG and President Digital Industries.

“With an annual productivity increase of seven percent, Erlangen is one of the most advanced manufacturing plants in the world,” Neike adds, highlighting the facility’s role as a global meeting place for industrial innovation.

ACCELERATING PRODUCTION PREPARATION

Developed in less than ten months, the first new AI offerings combine NVIDIA’s AI, simulation, and accelerated computing technologies with Siemens’ industrial software, automation, and manufacturing expertise. Testing the applications in a live production environment has enabled both companies to address practical manufacturing requirements.

For new printed circuit board (PCB) assemblies, which are central to the drives and frequency converters manufactured at Erlangen, virtual production preparation can reduce engineering effort by up to 85 percent and cut time-to-market by up to 40 percent.

Previously, preparing quality inspections could take several weeks, as teams needed physical prototypes to train vision systems and manually configure inspection equipment. AI now generates photorealistic representations of PCB assemblies from their digital twins, letting engineers train vision systems and prepare inspections before physical prototypes are available.

This approach speeds production preparation while reducing reliance on physical prototypes during development.

MORE ADAPTIVE PRODUCTION PLANNING

AI is also changing how production is planned at Erlangen, where teams must balance capacity, material availability, delivery dates, and production-line requirements.

An AI agent now supports planners by automatically generating different production scenarios when new orders arrive. It evaluates each option against defined key performance indicators (KPIs), helping teams understand potential outcomes before deciding.

The system then validates the proposals using a digital twin of the entire production facility before implementation. This end-to-end, agent-based approach can enable cost savings of up to 20 percent while allowing manufacturing operations to respond more flexibly to new orders, material shortages, and changing customer requirements.

NVIDIA Cosmos world models generate realistic training data for quality inspection, while the NVIDIA Factory Operations Blueprint supports AI agents in creating production plans. NVIDIA Omniverse libraries allow teams to test those plans virtually using real factory data.

As Rev Lebaredian, Vice President, Physical AI Simulation at NVIDIA, explains: “Factories need to handle change as well as they handle repetition. AI and simulation make that possible.”

A BLUEPRINT FOR INDUSTRIAL AI

Established in 1971, the Siemens Electronics Factory in Erlangen employs approximately 1,000 people and manufactures power electronics and automation technology for industry and infrastructure, including machine tools, battery production, and process and discrete manufacturing.

More than 100 AI algorithms are already active across the facility’s production, logistics, quality inspection, and maintenance operations. After more than a decade of developing and deploying digital manufacturing technologies during live operations, the site is now set for further expansion through 2030, supported by a €500 million Siemens investment.

With further applications planned in the coming months, the collaboration with NVIDIA positions Erlangen as a blueprint for bringing AI into industrial environments at scale.

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Why Hisense Received the Dubai Chamber ESG Label

Hisense Middle East has been awarded the Dubai Chamber Environmental, Social and Governance (ESG) Label, recognising its efforts to integrate responsible business practices into its operations in the United Arab Emirates (UAE).

Presented by the Dubai Chamber’s Centre for Responsible Business, the label recognises organisations demonstrating strong ESG performance and a commitment to continuous improvement.

For Hisense, the recognition reflects its approach to aligning local operations with global sustainability objectives, encompassing environmental management, corporate governance and social responsibility.

The UAE is an important regional market for the electronics manufacturer, which operates in more than 180 countries.

How Sustainable Manufacturing Supports Hisense’s ESG Strategy

Hisense’s wider sustainability strategy includes initiatives to reduce the environmental impact of its manufacturing activities and improve operational efficiency.

Globally, the company is expanding green factories, adopting low-carbon technologies and manufacturing standards, and developing zero-carbon manufacturing facilities.

It is also pursuing emissions reduction programmes and operational improvements intended to support long-term business resilience.

These initiatives provide the broader context for Hisense’s sustainability commitments in the UAE, where the company is working to incorporate ESG principles into its regional business practices.

The announcement does not disclose specific emissions reductions or quantified environmental improvements achieved by its UAE operations.

Why Corporate Governance and Social Responsibility Matter

The Dubai Chamber ESG Label also recognises Hisense’s approach to the social and governance aspects of sustainability.

Beyond environmental performance, the company emphasises ethical business conduct, employee wellbeing and responsible corporate practices.

Jason Ou, President of Hisense Middle East and Africa (MEA) and India, said: “We are proud to receive the Dubai Chamber ESG Label, which reflects our commitment to operating responsibly and creating long-term value in the UAE. This recognition reinforces our belief that sustainable business practices and innovation go hand in hand, and we remain focused on making a positive impact for our customers, partners, employees and the communities we serve.”

Hisense’s approach reflects its stated commitment to incorporating environmental and social considerations into business operations rather than treating sustainability solely as a manufacturing issue.

The Role of Innovation in Hisense’s Sustainability Strategy

Hisense is also supporting regional innovation through its headquarters and research and development (R&D) capabilities in Dubai.

These operations help the company develop products and solutions in response to changing market requirements while supporting its wider business strategy.

The Dubai Chamber ESG Label provides independent recognition of Hisense’s regional approach to responsible business practices.

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The latest figures from the Office for National Statistics (ONS) paint a mixed picture for UK manufacturing. While manufacturing output rose by 1.2 per cent in August 2026, driven partly by growth in pharmaceutical production, the sector recorded just 0.1 per cent growth over the three months to August. With the wider production sector contracting by 0.2 per cent over the same period, questions remain about the strength of the UK’s industrial recovery.

The Path to Sustained Recovery

The latest Office for National Statistics (ONS) Index of Production figures are encouraging, with manufacturing output increasing by 1.2 percent in August. But I think we need to look beyond the headline to understand what’s really happening across the sector. In the three months to August, output grew by just 0.1 percent, so we’re still some way from seeing a sustained recovery.

For me, the bigger story is that UK manufacturing isn’t experiencing the same conditions across the board. Some sectors are finding opportunities to grow, while others continue to face significant challenges. The pressures around operating costs, margins, capacity, and unpredictable demand haven’t gone away. While a positive month is welcome, it doesn’t necessarily translate into greater confidence or stability for individual manufacturers.

Prepare for Continued Uncertainty

While the manufacturing sector remains resilient, recovery is still fragile, and businesses need to be prepared for continued uncertainty. They must focus on what they can control rather than waiting for economic conditions to improve. That starts with having a much clearer understanding of what’s happening across their business. Where are they making money? Where are costs increasing? Are they using their capacity effectively? And how quickly can they respond when customer demand changes?

These might sound like fairly basic questions, but getting accurate answers isn’t always straightforward, particularly when information sits across different systems or departments.

A Selective Approach to Investment

Manufacturers also need to take a more selective approach to investment and start with the business problem they’re trying to solve. Technology needs to deliver something tangible, whether that’s reducing waste, improving productivity, protecting margins, or helping people make better decisions.

Ultimately, manufacturers can’t remove uncertainty from the market, but they can put themselves in a much stronger position to deal with it.

That is where the focus needs to be right now.

The post Opinion: Why UK Manufacturing’s Recovery Remains Fragile Despite Rising Output appeared first on EME Outlook Magazine.

TARGETING THE HEALTHY LONGEVITY MARKET  

Nestlé is expanding its nutritional supplement portfolio with the launch of Solgar Prime, a new premium range aimed at helping people maintain their physical health and well-being through midlife and beyond. 

The launch reinforces healthy longevity as a strategic growth platform for the company, as demand grows for proactive nutrition solutions that support healthier ageing.  

By 2040, nearly half of the global population will be over 40, whilst the healthy longevity and proactive nutrition segments are expected to achieve double-digit growth through 2030. 

“Healthy longevity is one of the most dynamic growth areas in consumer health. As people live longer and seek to live healthier lives, they are increasingly looking for ways to maintain their strength, vitality, and mobility over time,” said Serena Aboutboul, Head of the Nutrition & Health Strategic Business Unit at Nestlé.  

SCIENCE-BASED SUPPORT FOR AGEING WELL  

Solgar Prime comprises nutritional products developed to address specific aspects of healthy ageing, including muscle strength, energy, and hair health. 

The range features Vitality Creatine Complex, a daily powder formulated to support muscle strength, energy, mobility, and bone and cartilage health. According to studies cited by Nestlé, creatine supplementation can help increase lean muscle mass and muscular strength, both of which typically decline with age. 

Also included is Hair Growth Complex, which contains biotin and zinc and is scientifically proven to support thicker, fuller hair. 

BUILDING ON SOLGAR’S HERITAGE  

The new range builds on nearly 80 years of Solgar’s expertise in premium nutritional supplements. The brand is currently available in 65 countries worldwide. 

Solgar Prime is scheduled to launch in the US and Europe later this year, with expansion into Asia planned for 2027, extending Nestlé’s presence in the healthy longevity market. 

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UK Businesses Face Growing Capacity Pressures

UK businesses are facing a potential capacity crunch as rising demand outpaces their ability to expand operations, according to a new report commissioned by DHL Supply Chain.

The research, involving 200 senior decision-makers across advanced manufacturing, life sciences, energy and infrastructure, and data centres, found that 78 per cent expect demand to exceed available capacity within two years.

While 72 per cent anticipate continued demand growth, only one in ten respondents are very confident their organisation can expand capacity quickly enough to capture future opportunities.

The findings highlight a growing challenge for supply chain leaders, with capacity constraints extending beyond warehouse space and production facilities to include workforce availability, infrastructure, technology and operational capabilities.

Investment Growth Constrained by Skills and Infrastructure

Despite concerns about future capacity, businesses are continuing to invest in expansion.

The research found that 58 per cent plan to increase capital investment, with organisations also exploring automation and technology to improve operational efficiency.

However, infrastructure limitations, workforce shortages and lengthy project lead times are restricting how quickly additional capacity can become available.

Mark Patterson, Chief Customer Officer, DHL Supply Chain UK and Ireland, said: “The evidence shows that businesses are investing and expanding to prepare for growth. Yet most expect demand to outstrip the capacity they can add and are concerned they won’t be able to capitalise on it.”

The report suggests that investment alone may not be sufficient to overcome structural constraints, particularly where expansion depends on external infrastructure, planning processes or access to skilled workers.

Capacity Challenges Vary Across UK Growth Sectors

The research identified different operational barriers across the four sectors surveyed.

Advanced manufacturing: Skills shortages were the most significant reported challenge, affecting 48 per cent of respondents.

Energy and infrastructure: Planning and regulatory delays were particularly prominent, cited by 34 per cent.

Data centres: Technology and IT infrastructure constraints were reported by 50 per cent of businesses.

Life sciences: Technology limitations affected 42 per cent, while 40 per cent identified skills shortages.

These findings demonstrate how capacity challenges differ across industries, creating a need for sector-specific approaches to supply chain planning and operational resilience.

Supply Chain Collaboration Critical to Future Growth

With businesses facing constraints that cannot always be resolved through additional investment, DHL highlights the importance of improving existing capacity and strengthening supply chain collaboration.

Greater operational visibility, flexible capacity and earlier access to demand information could help organisations respond more effectively to changing market conditions.

“While the projection may look concerning, with the right support, there are some practical steps businesses can take to optimise the capacity they have and respond more effectively to demand changes,” Patterson said.

He also emphasised the need for cooperation between businesses, policymakers and industry stakeholders.

“No organisation can address structural constraints alone. Closer collaboration across businesses, supply chains, government and industry will be essential if the UK is to convert expected demand into sustainable growth.”

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Bosch Expands Investment in German Startups

Bosch has announced a €100 million venture capital initiative aimed at strengthening Germany’s technology startup ecosystem and supporting its long-term growth strategy.

The new Spark fund, managed by Bosch Ventures, will launch on 1 January 2027 and focus primarily on seed and early-stage deep-tech businesses.

The programme will invest across Germany, including Baden-Württemberg, while also providing follow-on financing for successful portfolio companies.

The investment forms part of Bosch’s wider strategy to gain access to emerging technologies, develop new business models and strengthen collaboration between startups and established industrial businesses.

“Germany’s startup landscape is not only attractive from a technological standpoint, but it also holds great potential for our growth areas,” said Christian Fischer, Chairman of the Board of Management of Robert Bosch GmbH.

“Through financing, collaborations, and partnerships, we want to gain greater access to new business models and disruptive technologies that have the potential to transform entire markets. At the same time, our Spark fund also strengthens the German innovation ecosystem.”

Investment Targets AI, Automation and Electrification

The Spark fund will prioritise businesses developing technologies relevant to Bosch’s existing operations and future growth opportunities.

Key investment areas include artificial intelligence (AI), automation, electrification and medical technology.

Bosch Ventures has invested in more than 100 startups worldwide since its establishment in 2007 and currently maintains approximately 70 active investments.

Its existing German portfolio includes Dresden-based Ferroelectric Memory, which develops memory solutions; Berlin-based Qdrant, a vector database company; and Munich-based digital mobility specialist 4screen.

Bosch Ventures launched its sixth global investment fund in 2025, with the company having committed more than €1 billion in venture capital across its funds since inception.

“The new Spark fund complements Bosch Ventures’ global investment platforms by offering a standalone financing offering for startups in Germany,” said Ingo Ramesohl, Managing Director of Robert Bosch Venture Capital GmbH.

Partnerships Aim to Accelerate Innovation

Alongside financial investment, Bosch is seeking to strengthen cooperation between emerging technology businesses and its established industrial operations.

Through its Open Bosch programme, launched in 2018, startups can connect with Bosch business units to explore opportunities as suppliers, customers or technology partners.

The programme has already established several hundred startup partnerships, with more than a quarter involving German companies.

“When startups and established companies pool their strengths, solutions are developed more quickly, thus increasing the efficiency of innovation,” Ramesohl said.

“Our Spark fund is designed to promote this sort of collaboration so that promising technologies from German startups can keep pace with the rest of the world.”

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McDonald’s Unveils Growth Strategy

McDonald’s has outlined its McDonald’s > NEXT strategy, introducing new targets designed to increase customer visits, improve restaurant efficiency and strengthen its position in the global food and beverage market.

Building on its Accelerating the Arches strategy, launched in 2020, the initiative aims to make McDonald’s the first choice for more customers, more often.

The company serves more than 70 million customers daily and operates over 46,000 restaurants worldwide. It also has nearly 220 million active loyalty members across 70 markets, providing a substantial platform for personalised customer engagement.

“McDonald’s has the unmatched scale, customer insights, brand loyalty, and operational capabilities to not only adapt to the next wave of change in our industry, but to turn it into an advantage,” said Chris Kempczinski, Chairman and Chief Executive Officer of McDonald’s.

What Are the Four Pillars of McDonald’s > NEXT?

The strategy focuses on four areas designed to improve the customer experience while increasing operational productivity.

• Menu > NEXT: Improving food quality, consistency and innovation to encourage customers to choose McDonald’s more frequently.
• Consumer > NEXT: Using customer insights, loyalty programmes and personalisation to strengthen relationships and encourage repeat visits.
• Restaurant > NEXT: Simplifying operations, modernising restaurant design and introducing generative artificial intelligence (AI) through its ArchIQ technology platform.
• People > NEXT: Supporting employees in delivering more consistent customer service and hospitality.

McDonald’s is also launching Make It Golden, a multi-year programme designed to improve food quality and hospitality across its restaurant network.

The initiative will bring together employees and franchisees around a shared approach to improving customer experiences.

Categories Targeted for Growth

A central element of the strategy is expanding McDonald’s presence in key food and beverage categories.

By 2030, the company is targeting market share gains of 1.5 percentage points in both chicken and beverages, while maintaining its leadership position in beef.

These ambitions reflect McDonald’s focus on increasing customer preference through menu development, improved execution and greater personalisation.

The company also aims to strengthen customer loyalty by using its technology platforms and customer data to identify opportunities and introduce successful innovations across its global restaurant network.

AI and Restaurant Modernisation to Improve Efficiency

Technology investment will play a significant role in the strategy, particularly through the deployment of AI-enabled ArchIQ systems and simplified restaurant operations.

McDonald’s is targeting approximately 250 basis points of gross restaurant-level efficiency improvements across its US and International Operated Markets as the strategy is implemented.

This could generate approximately USD$100,000 in annual cash flow benefits for the average US restaurant, with most of the savings expected to improve restaurant profitability over time.

To support implementation, McDonald’s plans to provide approximately USD$8.5 billion in financial support to franchisees through 2036, including approximately USD$5 billion by 2030.

This support will combine rent relief and capital investment to help accelerate restaurant modernisation, technology deployment and operational improvements.

McDonald’s estimates that franchisees could achieve a payback period of approximately four years following this support.

What Does McDonald’s > NEXT Mean for Customers?

For customers, the strategy is intended to deliver improvements in food quality, ordering experiences, personalisation and service consistency.

For franchisees, the focus is on reducing operational complexity, improving productivity and strengthening restaurant economics.

McDonald’s is also targeting an operating margin in the low-to-mid 50 per cent range by 2030, supported by stronger sales performance and efficiency improvements.

While individual markets will determine how they implement the strategy, McDonald’s intends to combine globally developed technology and operational systems with local customer insights.

The company expects the combined approach to increase customer visits, strengthen restaurant profitability and create further opportunities for investment in its global business.

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A CONNECTED APPROACH TO SMARTER SUPPLY CHAINS

Balloon One, the technology partner helping businesses optimise increasingly complex global supply chains, has announced a formal partnership with Slimstock, a global leader in AI-driven supply chain planning.

The partnership will give customers access to an integrated offering that brings together Balloon One’s future-proof Enterprise Resource Planning (ERP) and Warehouse Management System (WMS) solutions with Slimstock’s advanced forecasting and planning capabilities.

By connecting operational systems with forward-looking insights, the companies aim to help customers improve visibility, make better-informed decisions, and scale their operations more effectively.

A PARTNERSHIP BUILT ON COLLABORATION

Balloon One and Slimstock have worked closely for more than two years, starting by sharing expertise and collaborating at joint industry events. This established relationship has now developed into a formal partnership, creating an open network across both businesses.

Through this collaborative approach, customers can access the technology and expertise most relevant to their operational requirements, helping them address specific supply chain challenges with a more integrated set of solutions.

BRIDGING THE GAP BETWEEN PLANNING AND EXECUTION

Slimstock’s Slim4 platform naturally complements Balloon One’s ERP and WMS offering.

Balloon One’s systems capture and manage the operational data generated across a customer’s business, whilst Slim4 uses that information to support more accurate forecasting and supply chain planning.

Bringing these capabilities together gives customers access to richer, more reliable insights, enabling them to translate operational data into actionable demand, inventory, and supply chain strategies.

About Balloon One

Balloon One is a leading provider of end-to-end, customised cloud-based warehouse management and supply chain solutions that bring control, clarity, and efficiency to customers. Balloon One saves customers time and money by providing real-time visibility and helping them stay in control, whilst improving performance with faster, more accurate fulfilment.

About Slimstock

Slimstock is a global leader in supply chain planning, helping organisations plan smarter and operate with confidence in complex, fast-changing markets. With deep expertise in Sales & Operations Planning (S&OP), demand forecasting, and inventory optimisation, Slimstock enables businesses to align operational decisions with strategic objectives. Trusted by organisations worldwide, Slimstock helps teams shift from reactive to proactive planning and achieve better business outcomes.

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Manual Procurement Tasks Cost Businesses Millions

Businesses are losing an estimated £1.14 million annually to manual procurement activities that could be automated, according to a new report from procurement technology provider Ivalua.

The report, From Manual Drain to Strategic Gain: How AI Unlocks Procurement’s Hidden $1.5M, found that procurement teams spend approximately 18 per cent of their working time on manual tasks that could be handled by AI.

The research, conducted by Sapio Research in March 2026, surveyed 1,000 procurement decision-makers and chief information officers (CIOs) across the UK, US, Germany and France.

Although 86 per cent of organisations are deploying, piloting or considering AI in procurement, only 34 per cent have successfully moved the technology into production.

“The cost of waiting is becoming harder to ignore,” said Paul Zammit, AI GTM Lead at Ivalua.

“Organisations that have taken AI into production are already seeing returns, while those stuck in pilot mode are paying twice: millions spent on manual work, and strategic ground conceded to faster-moving competitors.”

AI Adoption Delivers Procurement Returns

The findings suggest that organisations successfully implementing AI are beginning to realise measurable operational and commercial benefits.

Among AI adopters, 69 per cent reported achieving a return on investment, while 72 per cent said the technology had increased the time procurement teams could dedicate to strategic activities and supplier relationship management.

For procurement leaders, automating repetitive work could create opportunities to redirect resources towards supplier collaboration, risk management and commercial decision-making.

However, the research highlights a significant gap between organisations exploring AI and those successfully integrating it into everyday procurement operations.

Fragmented Procurement Data Slows AI Deployment

Data quality and accessibility have emerged as major obstacles to wider AI adoption.

Almost half of organisations surveyed (45 per cent) reported storing procurement information across four or more separate systems.

Meanwhile, 50 per cent acknowledged that their data was not sufficiently reliable to support meaningful AI-driven insights.

Disconnected systems can limit the information available to AI tools, reducing their ability to provide accurate analysis and support procurement decisions.

The findings also suggest procurement is struggling to keep pace with AI adoption elsewhere in the business, with 51 per cent of procurement leaders believing their function is falling behind other departments.

Procurement Leaders Urged to Strengthen Data Foundations

Ivalua argues that organisations must address fragmented data and disconnected procurement systems to realise the potential benefits of AI.

“The organisations seeing the greatest gains aren’t simply those investing in AI, but those putting the right data foundations in place to make it useful,” Zammit said.

“Connect the data, automate the manual work, and the $1.5 million currently lost each year becomes an investment in supplier relationships, risk management and commercial strategy.”

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Siemens and Galp Advance Renewable Hydrogen Production

Siemens has announced a collaboration with Portuguese energy company Galp Energia to digitalise GalpH2Park, a major renewable hydrogen production facility in Sines, Portugal.

The 100-megawatt (MW) plant, expected to begin operations by the end of 2026, will be among Europe’s largest renewable hydrogen facilities.

Once operational, it is designed to produce up to 15,000 tonnes of renewable hydrogen annually, with the potential to reduce greenhouse gas emissions by approximately 110,000 tonnes of carbon dioxide (CO₂) equivalent per year.

Siemens will deploy its hydrogen software portfolio to improve plant efficiency, optimise energy procurement and support data-driven operational decisions.

Digital Twin Technology Targets Energy Savings

Central to the project is Siemens’ Hydrogen Performance Suite (HPS), which uses a physics-based digital twin to monitor and optimise hydrogen production.

The technology combines process modelling, data analytics and real-time visualisation to provide operators with detailed insights into plant performance.

By integrating live operational data with external information from electricity markets and grid operators, the system will support more efficient production scheduling and energy purchasing.

Siemens estimates that the technology could deliver energy savings of up to 15 per cent, potentially improving the cost competitiveness of renewable hydrogen production.

Axel Lorenz, Executive Vice President Automation Process Industries at Siemens, said: “GalpH2Park is a lighthouse for Europe’s energy transition.”

“We are convinced that digital innovation is the key to making renewable hydrogen economically viable and accelerating the decarbonization of industry. Siemens is turning this ambition into industrial reality – at scale.”

Supporting Industrial Decarbonisation

GalpH2Park will use renewable electricity sourced through long-term supply agreements and Galp’s own renewable generation capacity.

The facility’s projected annual emissions reduction of approximately 110,000 tonnes of CO₂ equivalent relates to Scope 1 emissions.

The project forms part of efforts to expand renewable hydrogen production and support Portugal’s and Europe’s decarbonisation objectives.

Hydrogen production is energy-intensive, making electricity consumption and procurement important factors in operational costs and environmental performance.

Siemens’ digital technology is intended to help address these challenges by improving visibility across plant operations and enabling more responsive energy management.

Digitalisation Supports the Hydrogen Energy Transition

The collaboration demonstrates how industrial software and automation can support the development of large-scale renewable hydrogen infrastructure.

Siemens’ hydrogen technology portfolio includes monitoring and control systems, industrial automation, digital twins, electrical distribution and drive technologies.

By combining these capabilities with real-time operational data, the company aims to improve the efficiency and commercial viability of hydrogen production.

With GalpH2Park scheduled to begin operations at the end of 2026, the project will provide an industrial-scale application of digital twin technology in renewable hydrogen production.

The partnership highlights the growing role of digitalisation in reducing energy consumption, managing operating costs and supporting the transition towards lower-carbon industrial processes.

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Moy Group (Moy), the trusted partner for high-performance roofing that protects mission-critical facilities across the globe, has begun an exciting new chapter by naming Kelly Phillips as its new CEO.  

Phillips has been promoted to CEO from her prior role as Chief Growth Officer, and current CEO Cathal Quinn will continue to serve the company as Chairman.  

Moy has become a trusted roofing partner to some of the world’s leading blue-chip companies, from hyperscale data centre operators to pharmaceutical manufacturers, all of which rely on dependable and resilient waterproof roofing solutions.  

At the heart of Moy’s success has always been its end-to-end approach, providing specialist advice, system design and specification, supply, installation support, and technical assurance.  

This ensures critical facilities are protected to the highest standards throughout the lifecycle of the building, helping safeguard the continued delivery of mission-critical infrastructure services. 

“Kelly is an extraordinary leader whose impact on Moy has been immense since she joined us. She is deeply connected to our clients, people, and partners, understands our markets, and has played a central role in shaping the growth strategy,” said Cathal Quinn.   

A GROWING PRESENCE 

Founded in 1979, Moy has grown its footprint from its roots in Ireland to an international presence in 19 countries across EMEA and North America. 

Moy provides high-performance, end-to-end roofing and waterproofing systems designed to meet the standards of critical infrastructure projects. Each solution is designed to deliver long-term watertight protection, exceptional durability, and reliable performance under demanding conditions.  

As Moy enters its next phase, the group plans to build on its presence across 19 countries by developing an increasingly global proposition, growing alongside its clients, whilst building the organisational capability required to support complex critical infrastructure projects at scale. 

Phillips added, “Many of our clients are scaling their operations internationally, and our ambition is to continue growing alongside them. That means expanding Moy’s geographic reach and strengthening the expertise and capabilities that allow us to advise, design, and deliver end-to-end roofing solutions consistently across global markets.  

“We will also continue to evolve our solutions in line with the changing requirements of data centres and other critical infrastructure”  

ABOUT MOY 

Founded in 1979, Moy is an international specialist in end-to-end roofing solutions for mission-critical infrastructure. Working with clients and their project teams from the early stages of a project, Moy provides specialist advice, system design and specification, supply, installation support, and technical assurance. 

Today, Moy operates across 19 countries, supporting leading organisations across data centres, pharmaceuticals and other critical infrastructure sectors. Its solutions-led approach combines technical expertise with long-term client relationships to help protect some of the world’s most valuable and operationally critical assets.

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The Rise of Dynamic Tariffs

Trade tariffs on goods entering the US are changing so often that it seems we are witnessing something similar to the dynamic pricing of concert tickets.

Since the expansion of free trade during the 19th century, we’ve been on a historical journey that has seen tariffs reduced or removed. Today, however, things look very different.

Since January 2025, US tariff policy has changed more than 50 times. These changes have been justified for a range of reasons, from tackling fentanyl imports and stopping Russian oil sales to protecting America’s domestic manufacturing sector.

However, the growing internationalisation and politicisation of retaliatory tariffs is a cause for concern.

Civic Duties?

One of the first things to understand is why the US is tinkering with established trading norms.

There appear to be three reasons. Firstly, to capture duty revenues that were historically exempted; secondly, to use richer data to screen for admissibility and intellectual property (IP) and consumer protection violations; and finally, to disrupt narcotics smuggling that US Customs and Border Protection argues is concentrated in the low-data, low-scrutiny postal channel.

Detractors would suggest it is the administration appealing to its voter base, which believes globalisation is hurting them.

Beyond all this, it could be that the President is simply trying to raise revenue without seeking the express permission of Congress. From one perspective, if you see tariffs as a mechanism for raising revenue, they have worked.

Throughout 2025 and until 20th February 2026, when the Supreme Court ruled that the International Emergency Economic Powers Act (IEEPA) does not give the President authority to impose tariffs, the US government generated a further USD$165 billion.

To date, approximately USD$100 billion has been refunded to importers of record, but the point has been made: tariffs can, at least in the short term, fill the coffers.

The Era of Dynamic Tariffs

What we have learnt from the past 18 months is that the White House will impose tariffs for myriad reasons, often with little or no warning. This makes forecasting, planning, and trading very difficult for exporters.

So, what do we mean by ‘dynamic tariffs’?

Simply that tariffs are now being deployed in a way that resembles the dynamic pricing of concert tickets or the dynamic content we have seen in recent years.

It is not simply a matter of higher tariffs. It is an environment in which tariff rates, exemptions, eligibility, customs procedures, and the policy rationale behind them change rapidly.

Ultimately, these changes, which include requirements for enhanced datasets, force businesses to treat tariffs as a variable operating cost rather than a fixed feature of trade. The result is that the costs associated with paperwork and administration will only increase.

This expansion in complexity is by no means confined to the US. It is growing in popularity in other parts of the world, too.

As of September, the British government announced and legislated the removal of the £135 Low Value Imports (LVI) customs duty relief. Additionally, the European Union (EU) has abolished its €150 customs duty exemption for low-value goods imported from outside its borders and introduced a €3 customs duty for these consignments.

As a result, exporters can expect higher costs, more compliance and data requirements, and greater uncertainty. This means businesses need to be more conservative in their planning and prepared to change course quickly.

What Can Businesses Do?

Frequently, the bigger an organisation is, the less able it is to respond to rapidly changing circumstances.

This may be due to a desire to protect what it has, an unwillingness to take risks, or simply because the systems and processes that dictate how things get done have become entrenched as the business has grown.

Well-established legacy systems require more effort to change, but smaller, more nimble companies can often respond more quickly, even if only because there are fewer links in the chain of command.

In short, the smaller, more agile company may be your best bet when conditions are so volatile.

Adapting to a New Trading Environment

The relatively stable post-war trading conditions are changing rapidly. That shift may create new challenges, but it does not make international trade unworkable.

Large organisations can often struggle to respond quickly to changing circumstances, whereas smaller businesses may be better placed to adapt. Exporters should therefore consider looking beyond established players and exploring more agile partners and service providers.

Yes, exports of goods to the US may have already declined sharply, and further changes are almost guaranteed.

However, by working with the right partners, seeking specialist advice, and accepting that processes may need to change more regularly, companies can remain competitive even in the face of dynamic tariffs.

The post Opinion: How Dynamic Tariffs Are Reshaping Global Trade appeared first on EME Outlook Magazine.

Women Face Greater Exposure to AI in Manufacturing

Women working in UK manufacturing are disproportionately exposed to generative artificial intelligence (AI), according to a new report commissioned by home appliance manufacturer Beko.

The study, The Default Setting: Women, AI and the Future of Work in UK Manufacturing, found that 41.1 per cent of women’s manufacturing employment is in occupations exposed to generative AI, compared with 23.6 per cent of men’s.

Although women account for 27.8 per cent of the manufacturing workforce, they represent 63.4 per cent of employees in the most AI-exposed occupations.

These roles are predominantly administrative, sales and customer service positions rather than production-line jobs.

Authored by Zoi Roupakia, Founder and Director of Noetic AI, the report combines a survey of 890 UK manufacturing professionals with employment and occupational AI exposure data.

AI Bias Raises Concerns Over Pay and Recruitment

The research found that women are more likely than men to believe AI bias could negatively affect employee wellbeing, pay and career opportunities.

Some 41.1 per cent of women identified employee wellbeing as a concern, compared with 28.7 per cent of men. Meanwhile, 33.3 per cent of women expressed concerns about pay and job opportunities, against 22.9 per cent of men.

Women were also less likely to trust AI-driven decisions, at 32.1 per cent compared with 42.9 per cent of men.

Despite these concerns, 58 per cent of respondents were unaware of measures their employers were taking to address AI bias, while 87 per cent of both women and men wanted greater transparency in AI systems.

Roupakia emphasised that the findings do not demonstrate that AI is replacing women’s jobs in manufacturing.

“Adoption still remains at an early stage, so the decisions that will determine whether AI widens or narrows opportunities for women are being made now, in how employers introduce the technology, redesign work and govern these systems,” she said.

Manufacturers Urged to Adopt Responsible AI Policies

The report recommends that manufacturers introduce stronger AI governance, employee training and monitoring processes to prevent existing inequalities being reproduced through automated decision-making.

It also highlights the importance of retaining human oversight of AI-supported recruitment, promotion and workplace decisions.

Teresa Arbuckle, Regional Managing Director of Beko UK & Ireland, said: “AI, used in partnership with human expertise and decision making, presents a significant opportunity to help manufacturing businesses become more efficient and productive. But this should not be at the cost of greater representation.”

Beko is using the findings to strengthen its responsible AI and people policies, including risk assessments, workforce training and greater involvement of women in technology-related decisions.

Balancing Manufacturing Productivity and Workforce Inclusion

The research found that better organisational preparedness was associated with greater trust in AI-driven decisions, although it did not eliminate concerns about pay and career opportunities.

This suggests that training alone may be insufficient to address the potential workforce implications of AI adoption.

The report calls for manufacturers, technology providers and policymakers to consider how AI systems affect different employee groups as the technology becomes more widely embedded in business operations.

The post Beko Research Highlights Gender Divide in Manufacturing AI Adoption appeared first on EME Outlook Magazine.

Global Manufacturing Demand Strengthens

Global manufacturers increased purchases of raw materials, commodities and components in September 2026, signalling stronger industrial activity heading into the fourth quarter.

The latest GEP Global Supply Chain Volatility Index, produced by GEP and S&P Global, found that purchasing growth reached its highest level since May and approached its 2026 peak.

The index draws on monthly purchasing managers’ surveys covering approximately 27,000 businesses across more than 40 countries.

Demand strengthened across North America, Asia and Europe, with particularly strong purchasing activity in the US, Germany, Taiwan and South Korea.

However, the recovery in demand coincided with renewed supply chain pressures, including material shortages and higher transportation costs.

Material Shortages and Logistics Costs Increase

The report found that shortages of critical manufacturing inputs increased for the first time since May, particularly affecting oil and oil-based products.

Transportation costs also rose as global oil prices increased, marking the first monthly rise in average global logistics prices since April.

John Piatek, Vice President, GEP Consulting, said: “Manufacturers are buying more because demand is strengthening, but they’re doing so at a time when shortages and transportation costs are starting to rise again.”

“For companies, that means the priority shifts from simply protecting inventory to securing supply and controlling costs. If demand continues to build through the fourth quarter, businesses that wait will face tighter availability and higher input costs.”

Regional Supply Chain Performance Diverges

The September index revealed contrasting conditions across major manufacturing regions.

• Asia: The index increased to 1.49 from 1.24, reaching a three-month high as stronger factory demand coincided with tighter supply conditions.
• North America: The index rose to 1.13 from 0.87, its highest level since June, supported by stronger US manufacturing activity.
• Europe: The index declined to 0.66 from 1.27, indicating the lowest level of supply chain disruption since March.
• UK: The index fell to 0.59 from 1.10 as manufacturers reduced stockpiling activity, easing pressure on supply chains.

Although purchasing increased across the three major regions, the figures suggest supply constraints were becoming more pronounced in Asia and North America while easing in Europe.

Manufacturers Reduce Inventory Stockpiling

The report also identified a continued decline in manufacturers building additional inventory buffers.

Stockpiling activity has fallen since reaching a peak in June, although inventory accumulation remains historically elevated.

According to GEP, this suggests procurement managers continue to hold additional materials as protection against inflation and potential supply shortages.

Meanwhile, reports of production backlogs caused by labour shortages declined in September, indicating that workforce capacity was becoming less of a constraint on global supply chains.

Procurement Leaders Face Renewed Cost Pressures

The latest findings highlight the challenges facing procurement teams as industrial demand strengthens alongside rising input and logistics costs.

With supply shortages returning and energy-related pressures increasing, manufacturers face renewed decisions over sourcing strategies, inventory levels and supplier availability.

The index measures supply chain capacity pressures, with readings above zero indicating that capacity is being stretched.

Despite regional differences, September’s results point to stronger manufacturing demand entering the final quarter of 2026, alongside growing risks to material availability and procurement costs.

The next GEP Global Supply Chain Volatility Index is scheduled for 11 November 2026.

For more insight into the opportunities and challenges surrounding artificial intelligence (AI) in supply chain management, read Why the Biggest Supply Chain AI Prize May Be the Wrong Place to Start in Supply Chain Outlook.

In this feature from ‘The Thought Leader’ editorial series, James Larmer, Global AI and Supply Chain Transformation Leader at GEP explores why businesses may achieve greater value by focusing on practical, achievable AI applications rather than pursuing the most ambitious opportunities first.

The post GEP: Global Manufacturing Demand Rises as Supply Chain Pressures Intensify appeared first on EME Outlook Magazine.

Southern Water Targets Leakage Amid Growing Drought Pressures

Southern Water has announced plans to deploy technology developed by UK-based Lightsonic to identify and reduce leaks across its drinking water network.

The initiative will use existing telecommunications fibre optic infrastructure operated by Openreach to monitor water pipelines, helping maintenance teams locate leaks more quickly and reduce water losses.

The deployment comes amid increasing pressure on water resources across England, with almost three-quarters of the country experiencing drought conditions at the time of the announcement, according to figures cited from the Environment Agency and Defra.

Southern England is among the country’s most water-stressed regions, creating challenges for utilities seeking to maintain reliable supplies while adapting to changing climate conditions.

It is believed approximately 2.6 billion litres of water are lost through leakage across England’s water network every day.

Ageing infrastructure adds to the challenge, with 60 per cent of water mains in England more than 45 years old and 13 per cent exceeding 100 years.

Fibre Optic Technology Enables Continuous Leak Detection

Lightsonic’s technology converts existing telecommunications fibre optic cables running alongside water pipes into acoustic sensors.

These sensors detect sound and vibration associated with leaks, enabling water companies to identify potential problems and determine their locations.

By using Openreach’s existing fibre network, the technology can provide continuous monitoring without requiring utilities to install a separate network of sensors.

Lightsonic said its technology has already helped save more than four million litres of water per day across 650 kilometres of the UK’s water network.

The company also claims its approach enables maintenance technicians to identify four times as many leaks while spending fewer hours in the field.

Its system can categorise leaks according to severity, allowing utilities to prioritise repairs and direct maintenance resources towards the most significant losses.

Southern Water Seeks to Strengthen Drought Resilience

Southern Water selected Lightsonic following its initial work with Affinity Water and Openreach, which demonstrated the technology’s potential to reduce leakage.

The utility intends to use the system to support its leakage reduction programme and help meet Ofwat’s 2030 targets.

Reducing losses is also expected to support Southern Water’s wider drought resilience strategy by protecting available supplies and easing pressure on reservoirs and water abstraction.

Wayne Novelli, Leakage and Network Strategy Manager at Southern Water, said: “We’ve reduced leakage across our network for three consecutive years and continue to invest in innovative techniques and technologies to find and fix leaks even more effectively.

“We’ve been impressed by the leakage reduction metrics and proven success of Lightsonic’s technology and are looking forward to working with the team as we head into winter – when colder conditions can result in more leaks – to trial a new way of detecting and tackling them.”

Southern Water supplies drinking water to 2.7 million customers and provides wastewater services to 4.8 million customers across Kent, Sussex, Hampshire and the Isle of Wight.

Openreach Infrastructure Supports Water Conservation

The partnership demonstrates how existing telecommunications infrastructure can be used to support environmental monitoring and resource conservation.

Rather than building a dedicated sensor network, Lightsonic uses fibre optic cables already installed alongside water infrastructure.

Tommy Langnes, CEO of Lightsonic, said: “Ageing infrastructure, leaking networks and mounting climate pressure are converging, causing major water stress.

“By utilising existing fibre optic infrastructure, we have a solution that can be quickly and effectively scaled across the UK to help utility companies get a handle on leaks, secure supply and generate savings that can be reinvested to upgrade our aging network. The industry needs a quick and comprehensive response and that is what we offer.”

Trevor Linney, Director of Network Technology at Openreach, said: “The results of our existing pilots with Lightsonic show that our new full fibre infrastructure can deliver value far beyond broadband – and could prove to be a real game changer in solving real-world challenges like water conservation.

“Combining Lightsonic’s technology with the reach of Openreach’s Full Fibre network makes continuous utility monitoring genuinely scalable, without the cost and disruption of building a separate sensor network.”

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