Atlas Copco’s new Common Control Platform helps address these challenges by providing a unified, future-ready architecture. The value of a single interface enables manufacturers to operate multiple Atlas Copco technologies through a single control environment. For automotive OEMs managing hundreds of tools across a line, this translates into measurable gains in productivity, quality, and operational agility.

Fully compliant with the EU Machinery Regulations 2023/1230 which come into force in 2027, the platform provides a modular security framework that streamlines approvals and certifications.

The Common Control Platform has been developed to integrate Atlas Copco’s 8000 series of automated joining solutions and all applications:

•     Self-pierce riveting
•     HyRev fastening
•     Adhesive dispensing, potting and bonding 
•     Robot guidance
•     Metrology solutions, including laser vision inspection and quality assurance.

Built on a secure standardised interface and a unified HMI, the platform differentiates each technology’s specific features whilst sharing core architecture, whether in high-volume automotive production or the precision-driven assembly of power electronics components.

By consolidating disparate systems into one interface, the platform provides lower CAPEX through common hardware, eliminates traditional silos and enables faster commissioning, lowers TCO via simplified maintenance, and reduces training requirements.

The platform directly addresses core production challenges by enabling faster line integration through a unified control system that accelerates the deployment of new tools and line modifications while reducing training requirements. It also improves uptime by providing centralised monitoring that supports predictive maintenance and faster fault identification, helping to minimise costly downtime.

In addition, the platform enhances operational consistency through standardised control logic delivered via a common motherboard, ensuring stability across production stations and supporting quality assurance in high-volume automotive manufacturing environments.

Unified HMI

Utilising a web-based Human Machine Interface (HMI), the Common Control Platform provides users with a consistent experience across Atlas Copco joining technologies. The HMI features light and dark modes, offers intuitive navigation and requires no installation.  

As a unified interface, the platform reduces training time and  minimises user errors. By providing familiar and streamlined interface, the platform empowers operators to work more efficiently and confidently.

Link to data driven services

A Common Data Model provides a unified data structure which enables seamless integration with MES systems, data lakes or customer applications.  Atlas Copco’s ACDC Unify solution offers a single access point, application programming interface (API) and a normalised data model for all controllers.  This results in reduced engineering effort by avoiding integration errors and ensuring consistent, high-quality production data.  

By standardising and structuring data at source, the solution also creates a future ready foundation for advanced analytics, including the integration of artificial intelligence and machine learning applications as part of the overall production environment.

Manufacturers benefit from simplified connectivity and the use of standard interfaces such as OPC UA and MQTT.  This solution provides a scalable foundation for traceability, monitoring and analytics, such as Atlas Copco’s ALTURE system.

Cybersecurity focus

Based on IEC 62443, the international series of standards for the cybersecurity of Industrial Automation and Control Systems (IACS), the platform provides a modular security framework that streamlines approvals and certifications:

• Complies with the EU Machinery Regulation 2023/1230 by 2027
• Supports the EU-wide NIS2 Directive (EU 2022/2555) for cybersecurity
• Supports the Cyber Resilience Act (CRA) and the Radio Equipment Directive (RED) through a secure-by-design approach and a standardised software stack.

Overall, the platform delivers secure communication protocols across devices, with centralised access control and user management to reduce the surface for cyber threats.

This approach aligns with the broader shift toward secure-by-design industrial automation, helping OEMs protect both production continuity and sensitive manufacturing data.

Atlas Copco equipment already demonstrates conformity with these directives through CE and UKCA compliance processes, ensuring alignment with essential health and safety requirements. 

www.atlascopco.com

However, companies which actually track those improvements consistently report more conservative gains than those operating on impression alone, suggesting that leadership confidence in AI is, for many organisations, running ahead of the evidence.

Measured productivity gains attributed to AI coding tools sit at around 20% on average across the firms that quantify them, with some teams reporting concrete wins such as project timelines halved and sprint output up 20% to 25% after adopting modern coding assistants. The report makes clear these are real gains worth pursuing. The challenge is that, in the absence of measurement, perceived gains tend to drift higher than the figures organisations would actually arrive at if they tracked them. This is likely because engineers feel much faster with AI than they truly are and may find that their mental burden is lower when using it. In reality, code rewrite rates can creep up and engineers can spend more time on reviews and rearchitecting poorly designed code, something which qualitative feedback and positive bias can obfuscate.

That gap matters because investment is already large and accelerating. 91% of businesses are now investing in AI tools within engineering, yet only 22% have a formal documented AI strategy and 83% are not tracking any metrics to quantify AI’s impact. Without that data, leaders cannot reliably tell which parts of the software development lifecycle AI is genuinely accelerating, where it is quietly creating rework, or which teams and use cases deserve more (or less) investment. The result is one of the largest line items in engineering budgets being managed on anecdote rather than evidence.

“AI is producing genuine productivity gains in UK engineering teams, the data on that is clear. But the gains people feel are often larger than the gains they would actually find if they measured them. The leaders who will get the most out of AI over the next 12 months are the ones who measure what is happening in their teams and then double down where the evidence is strongest, not the ones with the most tools or most extreme adoption,” said Mike Daniel, HI Technology & Innovation.

Why this matters now

AI is firmly established in UK software engineering. The question for technology leaders in 2026 is no longer whether to invest, but how to invest well. The report argues that strategy and measurement are what separate organisations that are already capturing AI’s gains from those that are spending without a clear picture of return. The companies which pair their AI investment with a written strategy and a small number of trustworthy productivity and quality metrics are best placed to direct AI where it delivers most, accelerate teams that are already winning with it, and avoid expanding it into areas where the evidence does not yet support it.

Key findings

• AI is delivering real gains, around 20% when measured. Firms tracking AI’s effect on engineering productivity report meaningful improvements on average, with some seeing project timelines and sprint cycles materially reduced.
• Most leaders are flying blind. 83% of UK businesses are not tracking any metrics to measure AI’s impact on engineering productivity.
• Measured gains are smaller than perceived ones. Companies that measure AI effectiveness consistently report more conservative velocity gains than those that do not, suggesting that unmeasured estimates tend to overstate AI’s impact.
• Strategy is the missing ingredient. 91% of businesses are investing in AI tools, but only 22% have a formal documented AI strategy for engineering.
• Depth beats breadth. Teams that focus AI on coding and debugging report roughly twice the velocity gain of teams that spread AI across four or more stages of the software development lifecycle.
• Quality is the most cited concern. Only 57% of engineering leaders are pleased by AI output quality. However, 79% report no increase in time spent on code review, quality assurance or testing despite the surge in AI-generated code volume.
• Shadow AI fills the strategy gap. Around half of engineers (52%) use AI tools even when their employer has not formally invested in them, raising IP, security and compliance risk.

The implication for technology leaders
 
The report concludes that AI is producing real value in UK engineering teams, and that this value is likely to compound over the next 12 months for the organisations best set up to capture it. Practically, that means defining a written AI strategy, instrumenting a small number of trustworthy productivity and quality metrics, and using those metrics to decide where to expand AI use and where to refine it. The opportunity is not to dial AI back, but to find the parts of the engineering process where its impact is clearest and invest there with confidence.

About the report

AI in Software Engineering: Making Sense of the Noise synthesises insights from more than 100 interviews with CTOs, CISOs, VPs of Engineering and senior engineers, alongside published academic and industry research. It is intended as a guiding resource for technology leaders defining, deploying and measuring AI within their engineering organisations.

The full report can be downloaded free of charge at:

hitechnology.io/lp/ai-in-software-engineering-report/
 

Design fees can be one of the costliest areas of product development and are often the factor which prevents new electronics' innovations coming to market. This latest TAD offer provides a genuine risk-free solution, allowing operators to explore custom development without the pressure of initial investment as Rob White, head of engineering from TAD explains: "Standard electronics often fail to meet customers' niche requirements, such as challenging environmental conditions or specific user interface needs.  Bespoke systems can be designed to overcome these challenges, but the upfront design costs are typically prohibitive.

“That's why we've introduced our free, risk-free design service.  For viable projects, our team of multidisciplinary engineers will work with you through each stage, which could cover initial discussions, concept/architecture definition, assembly and enclosure design and manufacturability considerations, to name a few.”

"Whether you require ultra-low power consumption, specific data encryption methods, ruggedness for outdoor conditions, or compatibility with legacy equipment, our approach to treating your project as unique means these requirements are integrated directly into the heart of your solution."

TAD is quality certified to ISO 9001 standards, and all products meet UKCA marking and CE marking.

The company offers a full electronics design, prototyping and manufacturing service, along with website and app support if required. This includes sustainable component selection, integration of renewable energy and the use of low-power communication protocols. Learn more about how TAD electronics design consultancy can deliver long-term operational advantages.

tad-electronics.co.uk

Funded by the Department for Business and Trade (DBT) and delivered by Innovate UK, up to £3.7 million will be invested to establish or scale regional skills initiatives for battery manufacturing, ensuring the UK continues to attract businesses looking to grow and invest by offering a strong pipeline of highly skilled talent across battery manufacturing and the wider value chain.

• The competition will support projects that:
• Establish a new regional training initiative with a focus on national qualifications (levels 2 to 3) to ensure learners can train and work across the UK. 
• Scale up existing regional battery skills provision to deliver commercially sustainable, nationally accredited programmes (levels 2 to 5) that strengthen the UK’s battery skills pipeline. The programmes should accelerate existing skills initiatives and address known skills gaps by collaborating with current provision in innovative, commercially viable ways.

The competition includes two strands:

•  Establish: for skills levels 2 to 3 total grant request between £440,000 and £1.2 million for projects lasting 1 to 3 years.
•  Scale: for skills levels 2 to 5 total grant request between £440,000 and £1.2 million for projects lasting 1 to 3 years.

 To work alone or lead a collaborative project, organisations must be an academic institution, a research and technology organisation (RTO), a charity, a not-for-profit or a public sector organisation.

Innovate UK's Dr Valentina Gentili, programme director, battery innovation programme said: “As the UK battery sector accelerates, the Battery Innovation Programme recognises that gaps in specialist skills still hold back growth. With our expanded remit across automotive, aerospace, off‑highway, energy storage and maritime, we aim to back projects that develop the skilled people industry needs across the entire value chain. We are especially keen to support collaborations that address regional demand and help businesses continue to see the UK as the place to invest and scale.”

The competition closes on 18th June 2026.

To find out more, attend the online briefing event and to apply visit:

https://apply-for-innovation-funding.service.gov.uk/competition/2449/overview/34dd1264-cf19-4a9b-90bf-755e413085a5 

The report follows a five-month focus on Robotics and Automation in which techUK convened and showcased the sector through roundtables, workshops, panel discussions, networking events, thought leadership pieces, and more. 

The report highlights a major opportunity for the UK to lead the next wave of robotics innovation and deployment.

Advances in artificial intelligence (AI), sensing technologies, computing power and advanced materials are enabling increasingly capable, connected and autonomous machines. These technologies are already transforming sectors including healthcare, manufacturing, agriculture and infrastructure – improving productivity, enhancing services and enabling new business models. 

Analysis from the Robotics Growth Partnership suggests that widespread adoption of robotics and smart machines could contribute up to £150 billion in Gross Value Added (GVA) over the next decade. 

The UK has world-leading strengths in robotics research, AI and innovation. However, the report argues that the key challenge is not innovation, but adoption. Many UK businesses, particularly small and medium-sized enterprises (SMEs), have yet to deploy robotics technologies, including proven, off-the-shelf solutions. Accelerating adoption across the economy will be critical to improving productivity and ensuring the UK captures the full economic value of its innovation. 

Real-world impact

Case studies from across techUK’s membership demonstrate how robotics is already delivering tangible benefits: 

• Siemens – AI-powered robotic picking software enables robots to identify and grasp unknown objects in milliseconds, improving logistics efficiency.  
• Manufacturing Technology Centre (MTC) – robotic systems for tunnel installation have delivered up to 40% productivity gains and 30% cost reductions, while improving safety.  
• Airbus Defence and Space – advancing robotic systems for space exploration, including satellite servicing, debris removal and autonomous assembly.  
• Oxa – has secured £103 million in funding to scale autonomous vehicle technology across sectors including heavy industrial logistics, light logistics and asset monitoring.  

These examples highlight how robotics is already delivering measurable gains today, while pointing to the wider opportunity available through increased adoption. 

Recommendations

The report sets out nine recommendations across five priority areas: 

Strategy 

• Recommendation 1: Recognise robotics as a frontier technology 
• Recommendation 2: Strengthen DSIT’s robotics capacity 
• Recommendation 3: Develop a Robotics Opportunities Action Plan.

Ecosystem and infrastructure 

• Recommendation 4: Ensure the robotics adoption hubs central convening body has sufficient power and influence to drive alignment and delivery 

Build 

• Recommendation 5: Drive the domestic development of robot hardware 

Deploy 

• Recommendation 6: Work with civil society to tell a compelling story about the robotics opportunity 
• Recommendation 7: Ensure the Regulatory Innovation Office (RIO) has the resource, tools, influence and long-term focus to get things done 
• Recommendation 8: Use public procurement strategically to drive adoption 

Scale and export 

• Recommendation 9: Ensure robotics is an explicit priority within the Government’s Scale-Up Support Service

The UK has built the foundations for the deployment of robotics at scale. This report is about what it will take to build the future on top of them. 

Commenting, Rory Daniels, head of emerging technology and innovation at techUK, said: "Something significant is happening in the world of robotics, and it is happening fast. The UK must double down on its areas of leadership and leverage these to support innovators, accelerate deployment, and empower our most successful companies to scale and export. 

"This report – put into practice through techUK’s new Robotics programme – will equip industry and government with the tools and understanding necessary to achieve this mission."

Download the report at:

www.techuk.org/resource/seizing-the-robotics-opportunity.html

The findings show that 32% of surveyed IT Decision Makers admit they are currently relying on detection platforms originally built for IT and "adapted" for OT. This puts organisations at risk, as many are still trying to secure industrial environments with tools that were not designed to understand them.

This is concerning given that 63% of IT decision makers also cited that cyber incidents in the past 12 months resulted in direct operational downtime or impacted critical OT/ICS systems.

The research points to structural weaknesses in how incidents are managed across converged environments, as 28% of surveyed respondents still rely on manual or ad hoc coordination between their IT and OT security teams, while 37% of organisations have a shared platform for both IT and OT environments, but full technical integration needs to become a priority.

Richard Groome, OT cybersecurity specialist at e2e-assure, commented: "Most adapted IT platforms struggle in OT because they’re still thinking like IT tools. They can identify anomalies, but they often have no understanding of the business impact they have. OT downtime isn’t just a network problem; it’s a process problem, and if you can’t interpret what an alert means for a running plant or production line, you’re not preventing downtime, you’re just creating noise."

While extending IT platforms into OT is an obvious route to take, it creates a critical preparedness gap where organisations may have large volumes of data but lack the visibility needed to understand what it means in an operational context.

Without clear insight, teams are unable to interpret alerts or assess their impact on live environments, limiting their ability to act decisively. This is compounded by the fact that only 15% have deployed passive visibility tools specifically designed for industrial control systems, leaving many organisations without the real-time visibility required to translate data into actionable intelligence and reduce operational risk.

The challenge is becoming more acute as connectivity expands, as 70% of organisations have now fully or largely integrated cloud-connected environments into their IT/OT security strategies. However, without improvements in visibility and coordinated response, increased connectivity risks widen the gap between exposure and resilience.

At the same time, many organisations are unable to measure the effectiveness of their risk reduction measures, as 28% of businesses still rely on manual or ad hoc coordination between IT and OT teams, and only 37% operate a shared platform to deliver alignment and visibility across teams.

"The volume of data being ingested is often not understood or actionable, meaning incidents may still be missed. More connected does not automatically mean more secure, particularly where exposure increases faster than coordinated response capability," added Groome.

Encouragingly, organisations are beginning to recognise that the challenge is not simply a lack of technology, but how effectively it is used. Sixty-three per cent of leaders are increasing budgets for workforce training and role clarity, the highest prioritised budget area.

The research also highlights shifting priorities across OT security programmes, with supply chain risk emerging as a key area of investment following recent breaches. Investment now is critical, given that previously shared findings found the financial consequences of these preparedness gaps are rising, with almost a quarter (23%) of the most severe OT downtime incidents costing over £1 million, and 6% of incidents exceeding the £5 million mark.

Without purpose-built visibility and a distinctive IT and OT security strategy, organisations will continue to struggle to translate data into action, leaving the preparedness gap that threatens operational disruption. 

e2e-assure.com

Dr Rastegarpanah, assistant professor in applied AI and robotics at Aston, co-led research with Jamie Hathaway from the University of Birmingham’s Extreme Robotics Lab to overcome the ‘sim-to-real gap’. This is a longstanding challenge in robotics, referring to the difference between how robotics behave in simulation and how they behave in the real world, where there is variability, for example in materials, forces or sensor noise. This leads to unreliability.

Robots are trained for specific tasks, such as cutting, using simulation. However, collecting real-world data is expensive, slow, and sometimes unsafe, particularly for tasks involving physical interaction. The goal of the research, published in Scientific Reports, was to develop a method that combined the efficiency of simulation with the realism of physical environments, enabling robots to adapt without requiring large amounts of additional data.

By using AI to generate variations in conditions, the new training technique allows robots to transfer skills learned in simulation into the real world much more reliably, using only a small amount of real-world data. A robot can learn a complex task in a virtual environment, such as cutting or manipulating materials, and then adapt that knowledge to work effectively in real-world conditions, even when those conditions are uncertain or previously unseen.

Dr Rastegarpanah says that the method demonstrates that it is possible to achieve stable, efficient, and adaptive robot behaviour without requiring extensive real-world training. It could significantly reduce development time, cost, and risk. The impact is particularly strong in areas where robots must operate under uncertainty. This includes recycling and circular economy systems, such as battery disassembly, advanced and flexible manufacturing, and hazardous environments such as nuclear decommissioning.

The research was supported by the REBELION project, funded by UK Research and Innovation (UKRI) as part of a European collaborative research project on automated and safe lithium battery recycling.

Dr Rastegarpanah said: “This work shows that we can move beyond purely simulation-based training and achieve reliable performance in real-world conditions with minimal additional data. Our long-term vision is to enable plug-and-play intelligent robotic systems that can be trained in simulation and rapidly deployed in new environments with minimal reconfiguration. This could significantly accelerate innovation in areas such as sustainable manufacturing, recycling, and autonomous industrial systems.”

Visit www.nature.com/articles/s41598-026-41735-5 to read the paper in full.

www.aston.ac.uk/

​

FOR TODAY'S manufacturers, automation is no longer a choice; it’s a business imperative. Speeding up production times, reducing energy costs, cutting waste and relieving the staffing burden caused by the manufacturing labour crisis, it’s no wonder that in factories across the UK and Ireland, robotic systems are being installed in increasing numbers – and not just in cutting-edge industries such as automotive and medtech, but also in traditionally manual-heavy sectors like food & beverage and packaging. 

However, not all automation solutions are equal. Before investing in a robotic system, it’s vital to ensure that any potential supplier understands your production needs and limitations, as oversights at this level can be costly. Here, we outline the seven key mistakes that every manufacturer should avoid when embarking on a new automation project, to make sure your installation runs smoothly from day one…

Mistake #1: Not taking into account your existing equipment

Any proposed new solution needs to easily integrate with your existing equipment, otherwise it will lead to production issues further down the line, reducing output and costing you money – essentially, creating more problems than it resolves.

A reputable supplier should want to visit your site and see for themselves the hardware and software systems that are already in place before recommending a solution that integrates well with both. At Tekpak, we use OPC UA for our automated packaging systems, a cross-platform, secure, open-source communication standard to enable convenient data exchange between our solution and the customer’s existing equipment. 

Our engineers will arrange a site visit at the start of every project to find out which signals are already in place and work these in when writing client-specific software, to ensure seamless integration from the point of installation. Make sure to have this conversation with your supplier at the start of your automation project – don’t let it be an afterthought.

Mistake #2: Not considering your available space

Manufacturing facilities are busy, often crowded spaces. And this rings especially true for packaging halls. Your dream automation solution may look great on paper but if its footprint is too large for your existing layout, you’ll be left with the costly dilemma of deciding whether to increase space, remove existing equipment or rework your new automation system.

We prefer to work ‘backwards’, beginning not with a proposed solution but from the starting point of the customer’s available space. This avoids logistical challenges further down the line. Ask your supplier if they offer a modular solution that can adapt to your layout constraints – not only will this keep down costs and limit installation difficulties, but it will also futureproof your operation, enabling you to increase production capacity as demand grows.

Mistake #3: Not thinking about day-to-day usability

Often, an automation project is specified by a technical or engineering manager, with input from the C-suite and finance teams. Yet, on a day-to-day basis, the people using the system will be operatives on the shop floor. To ensure your shiny new set-up isn’t left gathering dust in the corner of a workshop, it’s essential that it is easy to operate by employees who may not have advanced coding or engineering skills, and who may not even have English as their first language.

Simple HMIs with touch screens, intuitive menus, colour coding and clear visual cues – as opposed to lengthy technical jargon – will ensure your system can be widely used by all production staff, so check with your supplier that their systems are as user-friendly as this. 

At Tekpak, we always ask for feedback on usability from a variety of staff members following the FAT and SAT stages of a project, including those working on the shop floor. Making sure that operatives can easily alter packaging formats and layouts on the HMI, for example, is essential to the long-term success of your automation project.

Mistake #4: Not building in production flexibility

One of the biggest mistakes a manufacturer can make is choosing an automated system that’s perfect for them now. Automation is a big investment and consumer demands change rapidly. If your solution has been specified for one particular application, on one particular line, for one particular product, it may quickly become obsolete if your product range alters.

When we deliver a system to a customer, we make it clear that we’ve not merely sold them a machine but the software, too. We ensure that both can be altered as required, to offer maximum production flexibility now and in the future – whether that be a change of size, speed, product type or configuration. For example, we previously installed a high-speed vial coding line that was initially designed to handle three vial sizes. We are currently collaborating with the client to introduce a fourth, smaller format. Thanks to the original futureproof design of all modules, this addition can be implemented seamlessly without any mechanical modifications, providing full flexibility with no complications or unplanned downtime.

Mistake #5: Not having a single point of responsibility

An automated line may comprise equipment from numerous OEMS. However, for a project to succeed, the overall system needs to be ‘owned’, installed, managed and – most importantly – made compliant by one single company. Having a single point of responsibility will limit your risk, reduce admin load and speed up installation and delivery time, while giving you peace of mind that your solution meets the necessary regulations such as CE, Cyber Resilience and Machinery Directive, as well as validation requirements if applicable. 

Some companies go a step further. For example, one of our current customers has ordered additional equipment from a different supplier which will run alongside the robotic pick-and-place packaging cell we are building for them. We have arranged for this equipment to be delivered to our workshop so we can integrate it with our cell and ensure it’s running at the correct rate before it gets to the customer’s site – thereby increasing the chance of project success from day one.

Mistake #6: Not futureproofing your technology

Technology is changing fast. AI tools are becoming increasingly common in automation systems, with AI-enabled vision systems helping to position parts accurately, quality check products and increase worker safety, among other things. How can you ensure your automation system is fit for the AI revolution and won’t be outdated in a few years’ time, while remaining confident that your data is safe and secure? 

Firstly, check that your supplier’s software can be remotely updated as technology evolves and make sure any smart features are included in the FAT and SAT checks. In addition, ask if their solution is compliant with the incoming EU Cyber Resilience Act (CRA). Beginning in September 2026 with full enforcement taking place in December 2027, the CRA sets mandatory cybersecurity requirements for hardware and software products with a digital element. At Tekpak, all our systems are CRA-compliant as standard, well before the Act becomes enforceable.

Mistake #7: Not thinking about after care

Finally, don’t forget that your relationship with your automation supplier should not end at the point of installation – think of it as a partnership rather than a sales transaction. To ensure you get the best out of your system, your supplier should offer training, warranty and after-sales support for as long as you need it, including remote access to limit unexpected downtime.

After the SAT has been completed, our engineers usually remain on site for a week. After this, our service agreements and warranties, including remote access as standard, make sure our systems are never left unsupported. We’ll continue to support the customer for as long as they need us – in fact, we’re still caring for some machines 12 years after they were first installed. Make sure your supplier views your investment as a long-term partnership, not just a quick sale.

www.tekpakautomation.com

At the heart of this approach is the consistent reduction of interfaces. Instead of separate cables for power supply and data transmission, HySpeedVision enables a single-cable solution. This reduces cabling effort, saves space, simplifies integration, and simultaneously increases system reliability, especially in dynamic applications.

HySpeedVision supports serial high-speed protocols such as GMSL (versions 1–3), FPD-Link, APIX, ASA Motion Link, and USB. Additional protocols can be implemented upon request. With GMSL3, data transfer rates of up to 12 Gbps are achieved over distances of up to 12 m. Unlike Ethernet-based solutions, these technologies utilize deterministic point-to-point connections that ensure minimal latency and high process reliability. These characteristics are particularly relevant for applications in which image data is used directly to control machines and robots.

Mechanical resilience plays a central role, particularly in industrial robotics and moving systems. HySpeedVision is designed for use under demanding conditions and meets requirements such as drag chain compatibility and torsional strength. The system complies with the M12 standard per EN 61076-2-010, achieves IP67 protection, and is specified for a temperature range of –20 °C to +70 °C. The shielded version, with a frequency range from DC to 3.5 GHz, ensures electromagnetic compatibility even in environments with high levels of interference. Four power pins transmit up to 1.5 A at 24 V; two signal pins are provided for data transmission. 

www.rosenberger.com

AIRBUS AND Ericsson have successfully deployed a private 5G solution at the Airbus production site in Hamburg, with another deployment underway in Toulouse. This initiative forms part of Airbus’ ambitious digitalization strategy, aimed at strengthening manufacturing automation, traceability, and operational efficiency, while meeting the sector’s strictest safety and security standards. 

The partnership between Ericsson and Airbus leverages Ericsson Private 5G, recognized for its reliability, security, and high performance. The solution’s built-in infrastructure automation enabled rapid deployment across Airbus’ operations, significantly shortening implementation timelines compared to traditional setups. This automation allowed Airbus to scale connectivity quickly and securely across multiple sites. Close collaboration with the Ericsson product team ensured seamless integration, with the solution tailored to Airbus’ IT-tooling and cybersecurity requirements. The design’s modular architecture and API-driven interfaces simplified onboarding into Airbus’ existing systems, accelerating time-to-value and reinforcing robust security controls.  

Private 5G network

With a fully operational private 5G network now live in Hamburg and deployment at Toulouse underway, this rollout is part of a broader roadmap to extend private 5G across Airbus’ strategic sites in Europe, including further locations in Spain, the United Kingdom, and internationally, with projects in the United States pending.  

This effort reflects Airbus’ commitment to standardizing digital operations and scaling innovation across its global footprint. 

Hakim Achouri, 5G expert at Airbus, says: “Our objective is to migrate all our industrial networks towards 5G to ensure unified, ultra-reliable connectivity from the operator’s workstation to the aircraft cabin. This deployment accelerates projects involving 3D simulation, augmented reality, improved traceability for parts, and predictive maintenance for our assets. The standardization and scalability made possible by this architecture allow us to replicate the solution easily across further sites in Europe and worldwide.” 

Manish Tiwari, head of enterprise 5G, enterprise wireless solutions, Ericsson, says: “Our collaboration with Airbus embodies the alliance between technological innovation and  industrial excellence. Ericsson is proud to support Airbus’ digitalization ambitions through Ericsson Private 5G, offering best-in-class, secure connectivity at scale.” 

IoT integration

Ericsson Private 5G forms the backbone of Airbus’ strategic transformation projects, enabling high-value industrial use cases such as Internet of Things (IoT) integration, intelligent management of critical equipment, real-time quality control, and collaborative robotics. With seamless, full-site coverage with private 5G, machines and operators on the production floor gain true mobility, boosting productivity, process agility, and end-to-end industrial control, all of which are key to realizing the full potential of Industry 4.0.  

This new phase underscores Airbus and Ericsson's commitment to the future of industrial connectivity, featuring advanced 5G Standalone (SA) technology and next-generation deployment models, which are also poised to accelerate 5G usage in office environments. Additionally, joint R&D efforts focus on connected cabins, 6G, and nonterrestrial networks (NTN), enhancing the connectivity ecosystem for aerospace and smart manufacturing applications. Through this strategic partnership, Airbus and Ericsson are accelerating the digital transformation of the aerospace industry, laying the foundation for the next generation of smart factories — fully connected, scalable, and sharply focused on innovation across Europe and the world. 

Find out more about similar projects by visiting Stand K124 and the Connected Production Theatre, where Ericsson will be presenting rhought the two days of the exhibition.

www.ericsson.com