The £1 million-plus package combines investment from British Design Fund (BDF), with support from Innovate UK Growth Catalyst – Investor Partnerships Round 2 and additional Defra Farming Innovation Programme grants.

The University of Essex spin-out’s pioneering agricultural robots combine artificial intelligence, machine vision, embedded intelligence and advanced robotic manipulation to automate labour intensive harvesting and crop-handling tasks. The technology has been validated through extensive field trials with leading UK growers including Wilkin & Sons of Tiptree and JEPCO.

The funding will support product development, manufacturing readiness, customer engagement and commercial expansion of the company's next generation of low-cost, field-ready robotic systems. Versatile RobotX was founded by Professor Klaus McDonald-Maier and Dr Vishwanathan Mohan.

Professor Klaus McDonald-Maier, chief executive officer of Versatile RobotX and head of the Robotics and Embedded Systems Research Group at the University of Essex, said: “Securing more than £1 million in combined investment and innovation support is a major milestone for Versatile RobotX. It reflects the confidence that investors, Innovate UK, Defra, Freeport East and the University of Essex have shown in our vision.

“Agriculture faces unprecedented challenges around labour availability, food security and sustainability. This funding will allow us to accelerate the transition from successful field trials to commercial deployment, as we aim to make advanced robotics affordable and accessible to growers worldwide.”

Dr Vishwanathan Mohan, chief technology officer of Versatile RobotX and head of the AgriRobotics Laboratory at the University of Essex, said: “Working closely with growers, we have demonstrated that advanced agricultural robotics can deliver real-world impact, helping tackle the challenges that matter most to farmers.

“Growers consistently tell us that affordability, reliability and ease of deployment are key barriers to automation. This funding package will help us scale manufacturing readiness, strengthen customer engagement and demonstrate how Robotics-as-a-Service can provide a practical route to adoption for farms of all sizes.

"It will also allow us to expand our portfolio of multifunctional robotic systems and accelerate deployment across a wider range of crops and agricultural settings.”

Versatile RobotX has been supported by University of Essex Enterprise which supports technology transfer by its academics with this funding building on a strong track record of support from Defra, Innovate UK, EPSRC and Freeport East, which has helped the company progress from research prototypes to commercially deployable robotic systems.

versatilerobotx.com

As robots are increasingly deployed for remote handling in hazardous environments – such as hot cells and gloveboxes – operators need training on how to use them safely and efficiently. Simulations of these environments are a popular way to train robot operators at scale, without risk, and without taking real systems out of operation. 

Building training programmes for these simulators tends to happen case-by-case. This is complex and time-consuming, and requires digital and software expertise. To make training development easier, RAICo has developed a software framework that enables operators to create customised simulator-based training programmes in hours, without any coding expertise. 

How the platform enables simulated training without coding

A typical simulated training module could involve the user learning to control a virtual robot arm to pick up a waste item, sort it by type, then place it in a posting tray for removal from the cell. 

The design of such training starts with loading up the simulated environment, for example the Magnox Swarf Storage Silo (MSSS) simulator that was developed to train Sellafield operators on a robot which sorts radioactive cladding, or the simulation used in the NRS Oldbury Fuel Element Debris (FED) sorting project. 

The operator then creates bespoke setups within that simulated environment to mirror real use cases, for example by adding a sample or a posting tray, by dragging and dropping these from a library of virtual objects. 

To establish a training task – such as correctly placing a sample in the posting tray – they select virtual objects (the robot arm, the sample, the posting tray) and set conditions for each using a simple interface.  

Once set up, the person being trained can work through these multiple practice tasks in the simulator, while the platform provides interactive guidance to support learning and familiarity. It also collects metrics to benchmark training success and support targeted improvements to the training.  

Faster virtual training for operators of robots

“Basic familiarisation training can be set up very quickly,” says James Boock, project lead at RAICo. “More complex task training like unscrewing a bolt may take additional time to create, depending on the amount of fine-tuning needed to reach the desired level of accuracy.” 

“That is far quicker than simulator training setups take today in the nuclear sector. Before this, software experts needed to build training programmes one by one, and be brought back in for development every time the training needs changing. Now end users can design training themselves, and upgrade iteratively as they learn more about training needs, all without any software expertise.”  

The software framework is being implemented into Sellafield’s MSSS simulator and UKAEA’s Materials Research Facility receipt cell simulator (both pictured). Early work has also begun on integrating it into NRS Oldbury’s FED sorting simulator and the Quadruped Familiarisation Tool , which is being used by several RAICo members.  

Idris Hussain, robotics equipment programme lead at Sellafield, said: “We’ve invested in the MSSS simulator because effective training is fundamental to safe operations. This is particularly important when using complex and costly remote handling robotics, where operator competence and confidence are critical. By developing our own training scenarios through the RAICo collaboration, we can respond quickly to emerging needs and maximise the value of the simulator.” 

“As retrieval operations ramp up across Sellafield, remote handling and robotic systems will play an increasingly important role in delivering our mission safely and at pace. We’re continually seeking innovative ways to improve performance, and the ability to rapidly develop high-quality training as our knowledge and experience grows is a huge advantage.” 

Simulators promise to play a key role in enabling the widespread use of robotics in decommissioning, by training operators at scale without taking real systems out of service. The ability to quickly set up and update simulator training programmes brings this promise closer. 

raico.org

AS AEROSPACE manufacturers accelerate production and MRO providers respond to unprecedented global demand, competitive advantage is increasingly being shaped by how quickly organisations can qualify, verify and release critical components – not simply how quickly they can manufacture them.

At the same time, attention continues to focus on digital transformation, artificial intelligence and connected manufacturing. And behind every successful AI initiative sits something far more fundamental: trusted engineering data. For manufacturers producing safety-critical components, every engineering decision depends upon confidence that a part has been measured correctly, validated against specification and supported by complete traceability.

Integrating data

Derby-based AddQual believes the industry's next phase of digital transformation will be built around digital qualification, where metrology, inspection, verification and engineering knowledge become connected into a single decision-making environment. Rather than inspection existing as a standalone quality function, manufacturers are increasingly integrating qualification data throughout the lifecycle of a component, from first article inspection and production approval through to repair development, reverse engineering, in-service support and future maintenance programmes.

This approach aligns directly with AddQual's expanding portfolio of qualification and inspection services, including FAIR and LAIR reporting, PPAP support, inspection planning, engineering investigations, re-engineering, turnkey plant support and increasingly sophisticated digital verification platforms.

"Manufacturers already collect enormous quantities of inspection data," says Ben Anderson, managing director of AddQual. "The real opportunity is transforming that information into engineering confidence. Qualification should accelerate decisions, support production and provide complete traceability throughout the life of a component."

That philosophy underpins AddQual's continued development of MiDAS, its digital manufacturing intelligence platform, and AtlasQual, the company's next-generation digital qualification environment. Together, the platforms are designed to create a connected digital thread that captures metrology data, inspection evidence, engineering knowledge and qualification records within a single managed environment. Instead of engineers navigating multiple systems and disconnected reports, qualification information becomes immediately accessible, searchable and reusable throughout manufacturing and MRO operations.

As aircraft fleets continue to grow and maintenance activity expands worldwide, the ability to qualify repaired or newly manufactured components efficiently is becoming an increasingly valuable capability. Modern aerospace programmes generate millions of measurement points, inspection images, dimensional records and compliance documents. While collecting this information is essential, manufacturers are increasingly recognising that the greatest value comes from connecting it into an intelligent qualification workflow that supports engineering decisions in real time.

Embracing digitalisation

This is particularly relevant as organisations embrace digital twins and data-driven manufacturing strategies. High-fidelity digital models are only as valuable as the engineering evidence that supports them. Accurate metrology, verified geometry and controlled inspection processes provide the trusted foundation upon which digital manufacturing is built. AddQual sees this as a natural evolution of quality engineering. Its roadmap extends beyond traditional inspection activities towards subscription-based digital qualification services through MiDAS, AtlasQual and future intelligent platforms capable of supporting digital twins, managed qualification services, repair scheme development and fully integrated engineering programmes.

As aerospace manufacturing enters its next phase of growth, qualification is evolving from a compliance activity into a strategic engineering capability. Organisations that can verify parts faster, capture engineering knowledge digitally and create trusted qualification records are placing themselves in a stronger position to accelerate new product introduction, streamline repair development and support increasingly connected manufacturing environments.

www.addqual.com

MANY FACTORIES today have automation tools and systems in place to help drive productivity across operations. Often these are laser-focused on improving uptime, quality, and increasing outputs and are only added to certain points in the process, usually to tackle a well-defined task and generate a fast payback with obvious gains. However, one critical piece of the puzzle is often overlooked: the flow between those points or stations.

If the material handling between stations isn’t automated with the same rigor as the stations themselves, the bottlenecks will simply move into the gaps instead. These delays can be hard to recognise because no single machine looks “broken”, but they can significantly contribute to the wider productivity losses within a business.

Intralogistics is often ‘taken for granted’ or seen as a secondary function surrounding the production line. Material transfer, workstation replenishment and pallet handling are all small parts, but when delays across all processes are added up, they can make a huge difference to line efficiency.

This is why many operations are starting to use collaborative robotics to manage their intralogistics - whether through collaborative industrial robot arms (cobots) or autonomous mobile robots (AMRs).

For intralogistics, cobots handle the task itself while AMRs handle the flow, extending automation throughout an entire production ecosystem. This is how logistics becomes a competitive lever. The real question for companies is not whether to automate, but where collaborative automation can generate the most value.
In logistics and intralogistics, collaborative robotics work best when they are introduced not to “do robotics”, but as a practical response to the challenges companies already face, often with an aim to improve overall productivity.

How cobots and AMRs can be applied

There are three main areas for opportunity when it comes to collaborative robotics in logistics and intralogistics:

- End-of-Line Operations: Many repetitive and physically demanding tasks come together at the end of the operation line. Activities such as pick and place handling, case loading and palletising are often ideal candidates for collaborative automation.

Cobots can improve productivity while maintaining consistent levels of accuracy. This  becomes especially valuable when batch sizes vary, product formats change frequently and production schedules demand greater flexibility.

Plus, cobots’ ability to work flexibly within existing factory layouts without major disruption are key drivers behind their growing adoption.

- Line Feeding and Assembly Replenishment: Production lines depend on materials arriving at the right location at the right time. When this doesn’t happen, operators are forced to wait for materials or perform transportation tasks themselves instead of focusing on value-added activities.

As AMRs can work independently, they become valuable not as “forklift replacements”, but as tools for reducing repetitive missions, and stabilising flow.

- Flexible Manufacturing Environments: Cobots are known for versatility in environments that face growing pressure from volume, variability and limited space.

Often, SMEs struggle to embark on their own automation journey but by incorporating tools like cobots, they have a cost-effective, ready-to-go option that evolves with their needs over time.

In European manufacturing, this works incredibly well because factories tend to be made up of advanced but not always homogeneous plants, with high-mix production, and a constant need to adapt to varying operating scales.

Real world applications - meet Vibo

In practice, Vibo applied AMRs to its intralogistics operation, making processes smoother and directly driving productivity. The Italian manufacturer serves the furniture sector in more than 70 countries and has built its competitiveness on tightly integrated internal flows. Due to this, efficient intralogistics is not optional, but essential to maintaining service levels and operational continuity.

The company required an automation solution that could operate safely in an open environment, without fencing or layout changes, and could adapt to variable internal flows.

It introduced a MiR1200 Pallet Jack, an AMR that detects, picks up and delivers pallets weighing up to 1200kg, to automate pallet transport previously handled by electric forklifts, whose charging cycles left parts of the shift uncovered.

Beyond improving continuity, the AMR also freed employees from repetitive tasks, allowing them to focus on higher-value activities.  The result was not a technology showcase, but a targeted automation project aligned with how the factory uniquely operates, fixing a real-world need.

Focus on ROI, not robotics

Enthusiasm for new technology is important, but manufacturers should avoid viewing cobots and AMRs as investments to simply tick the automation box. The most successful projects start with a business challenge, not a technology requirement, and work backwards to find the right solution.

Every organisation will have different use cases, shaped by different priorities, but no business can escape the reality that intralogistics and flow underpin the entire operation.

By focusing automation on the gaps, manufacturers can build continuity that allows them to manage more variants, reduce repetitive tasks, and improve ergonomics, safety and space utilisation.

The key is not where automation starts, but how closely it aligns with a company’s specific constraints, workflows, and performance goals.

Mark Gray is UK sales manager at Teradyne Robotics

www.teradyne.com

As well as navigating obsolescence, the upgrade will provide additional control functionality, improved motor performance and long-term technical support. Awarded in May 2026, the project is scheduled for delivery in the first quarter of 2027.

EES will design, supply and perform the factory acceptance test (FAT) and site acceptance test (SAT) for a replacement excitation control panel and electrical protection relay panel. Both new panels will be retrofitted into the same space as the existing equipment. 

The replacement system will provide regulated closed-loop excitation control and will help ensure the motor is dispatched optimally to meet the site’s local load and reactive power demands.

The existing system requires operators to adjust excitation manually, which is not feasible in modern power control systems. The replacement will also provide the gases producer with a technical partner able to support the equipment beyond project delivery.

 “The customer has previously struggled with OEM support and needed to know it could depend on its excitation supplier,” said Ryan Kavanagh, director at EES.  “Replacing obsolete controls is not just a panel swap. The new system must work safely with existing interfaces and meet the site’s operational requirements. We’ll run in-person design workshops to provide reassurance around the replacement equipment and minimise risk at the interfaces with the existing plant.” Kavanagh continued.

“This is an important milestone for EES as this is our first design contract secured directly with a mainland European customer.” said Tim Burchell, head of operations and projects at EES. “It builds on successful design and commissioning work we have delivered for the same customer in the Netherlands and in England.”

excitationengineering.co.uk

Nearly three quarters (73%) trust AI to summarise emails, documents or meeting notes. But confidence drops to 54% when AI makes decisions within predefined rules or guardrails, and to 43% when it approves financial or budget-related transactions.

Comfort remains relatively high when AI plays a lower-risk supporting role: 72% are comfortable using it to organise calendars and schedule meetings, 65% with it approving low-risk administrative actions, and 64% with it prioritising tasks and recommending next steps.

Caution is greatest where decisions could have lasting financial, personal or organisational consequences. While 54% are comfortable with AI making decisions within predefined rules or guardrails, this falls to 43% for financial or budget-related approvals. Meanwhile, 43% are uncomfortable about AI making hiring or HR-related decisions, rising to 46% for strategic business decisions.

Jeff Hoyle, MD UK at Expleo, said: “The greater the consequence of a decision, the more proof leaders need before handing it to AI. A poor summary can be spotted and corrected quickly; a flawed financial or employment decision may be much harder to reverse.

“Businesses need to be clear about where AI can act independently and where a person must remain accountable. For higher-risk uses, that means agreed approval points and a clear record of how each decision was reached.”

The caution around autonomous decision-making comes despite a broader improvement in UK attitudes towards AI. Following the previous month’s tracker low, the overall Expleo AI Pulse sentiment score increased by two points, from 63 to 65.

Confidence in organisations’ ability to use AI successfully rose from 62% to 67%, excitement about its opportunities increased from 63% to 65%, and trust in organisations to use AI ethically climbed from 69% to 74%.

At the same time, concern about how AI is transforming organisations rose from 35% to 39%. Cybersecurity remains a prominent concern, with 59% worried about the risks AI poses to organisations, up from 58%.

Hoyle added: “The findings demonstrate that trust falls away when AI moves into higher-stakes decision-making. It can support people with routine, reversible tasks, but when a decision affects someone’s job, a company’s finances or its strategic direction, human judgement and accountability must remain central.
“That principle is especially important in defence and other safety-critical or highly regulated environments, where the consequences of error can be severe. AI may inform or accelerate a decision, but the organisation must demonstrate that the system is reliable, understand how it reached its output and keep a suitably qualified human in the loop with the authority to challenge or override it.”

expleo.com

ARTIFICIAL INTELLIGENCE (AI) is currently at a crossroads between hype and actual value-adding implementations. According to Gartner studies, while 92% of companies are increasing their AI investments, 74% of initiatives fail before they are ready for production. This discrepancy entails a number of fundamental problems, ranging from personal sensitivities, to operational feasibility, and the strategic viability of the projects. Critical errors made along the way are almost always due to poor methodology right at the start of development. 

The problem: most organisations treat AI implementation as a technological experiment and not as a strategic value driver. Unstructured approaches lead to the typical pitfalls: solutions looking for a problem, use cases without business objectives; and pilot projects becoming stranded in the “proof-of-concept desert” due to insufficient consideration of measurability and subsequent scalability. However, corporate practice shows things can be done differently.

The reason for this is down to the ability of many companies in identifying use cases that make a clear business impact, instead of utilising purely technology-driven solutions focused approach. Starting here enables them to eliminate poor investments at an early stage. It also incorporates a structured evaluation system that maintains, from the outset, the scalability of pilot projects in a way that moves them towards true industrial value creation long term. 

That in mind, what follows is a step-by-step approach that all manufacturers – especially those within the automotive and aerospace – can take towards building a successful AI business case, starting with the creative ideation and multi-stage quality gates, that is followed by the implementation and review of the proof of concept (PoC). Each phase serves as a strategic filter that checks for relevance, feasibility and scalability. Following a structured methodology overcomes typical AI traps. These include: avoiding data dilemmas by means of early-stage fitness checks, closing acceptance gaps with user focused co-creation and overcoming barriers to scaling with the aid of infrastructural roadmaps. 

Step 1: Use case ideation – Many organisations have a difficult time with knowing where to start with AI. To change this, manufacturers would do well to carry out a systematic pain-point analysis. This includes various explorative methods to identify appropriate business-relevant AI use cases for their organisation.  These use cases should offer clear economic value and strategic business relevance not just for the ‘now’, but for the future.

Step 2: Use case evaluation and prioritisation – This step usually involves considering multidimensional evaluation criteria (e.g. strategic fit, ROI, feasibility) to help with identifying the use cases that offer a high potential. At this stage, it’s also worth creating a value–effort matrix to ensure maximum transparency that supports ongoing decision-making around AI.

Step 3: Use case refinement – The next step is to develop a detailed catalogue of the various requirements that will make suggested use cases operable and feasible. This also helps with use case refinement as it identifies gaps between existing and required resources. 

Step 4: Proof of concept (PoC) development – Agile implementation is the next step. This enables organisations to transform their concepts into validated prototypes under real-life conditions with a focus on their performance and user acceptance.

Step 5: Use case review and scaling – The last step involves a final evaluation to review the use case and how to scale it – if that is appropriate for the organisation (e.g. manufacturer). All this is made possible by developing and tracking various kinds of quantitative KPIs and qualitative factors. This will then result in well-informed decision-making for AI projects. Organisations can then decide on scaling, optimisation or discontinuing a particular project.

Systematic frameworks for AI drive success

The five-step process from use case ideation to PoC review forms the systematic framework for ensuring successful identification, evaluation and implementation of AI use cases.

Additionally, following this kind of framework enables organisations to thoroughly and consistently evaluate AI applications and their quality at all stages. Following a structured approach also helps to create clearly defined handover points within organisations and enables companies to manage AI initiatives more transparently, effectively, efficiently, and to generate quantifiable business value. It means companies won’t flirt with failure as they deploy AI. Instead, the real success, comes from delivering projects that drive organisational value, and which are sustainable long-term – while also offering greater organisational agility. 

AI culture, AI translator, AI transformation

Further, for many organisations adopting AI means that they need to develop a sense of open-mindedness about AI, as it will likely require a fundamental transformation in terms of culture. However, if AI succeeds, this will be worth it. Additionally, a clearly communicated AI strategy has the potential to become an organisational compass. It can set and synchronise resource allocation, talent acquisition and innovation culture.

What is more, as AI strategies are deployed, it’s worth establishing ‘AI translator roles’ across the organisation. ‘Translators’ bridge the gap between data scientists and departments, while targeted upskill programs enable employees to actively shape the digital transition. In terms of process development, a balance between standardisation and flexibility needs to be achieved too. While the end-to-end process serves as a guiding principle for use case development, modular entry points and opt-in or opt-out scenarios facilitate tailored adaptations for the use of AI across organisations, which will be different for everyone.

For example, an engineering company with a developed data infrastructure will likely start immediately with advanced analytics use cases, while a logistics provider would probably initially invest in data lakes and literacy programs. This adaptability transforms the process from a rigid framework into a living organism that adapts to the maturity level of the company.

If you consider this further from a purely ‘technological perspective’, the coherent integration and efficient adaptation of various existing solutions becomes a critical enabler too. For instance, the seamless connection to ERP/MES systems via OPC UA interfaces; the use of established DevOps pipelines for MLOps; the embedded architecture of AI models in edge device clusters, and so on. These are all more than just technical details. They are vital requirements to be considered that deliver fast, predictable and viable success for companies.

Conclusion

Driving AI value across organisations requires a strong combination of culture, process and technology, and aligning it into a coherent value added chain. At this stage many organisations do not have the proven capabilities inhouse that enable them to drive AI value. This is where proven holistic digitalisation partners can support: from initial strategy workshops, through to developing industrialised AI operation models. They often have the expertise and experience in developing effective integrated methodologies that combine sector-specific domain knowledge with highly developed technological expertise – and always with the aim of establishing AI not as an isolated technology but as a driver of innovation within the system.

In a world where 74% of AI pilots never make production, a holistic approach towards AI deployments is becoming a critical competitive advantage for manufacturing and engineering organisations; and it can truly shift the needle for these companies, including within automotive and aerospace. 

With that in mind, the companies that succeed in understanding the five phases: not just as a linear process – but as an iterative learning cycle and that activate cultural, process-related and technological levers in a synchronised manner – they will be in a strong position to not only be AI users, but position their organisation as AI innovators that drive value and results.

Bodo Philipp is CEO at MHP Consulting UK

www.mhp.com

The project demonstrates how customised automation solutions, Virtual Commissioning (VC) and seamless integration into customer-specific software environments can be successfully applied in highly complex manufacturing environments.

To ensure the efficient and reliable execution of a project of this scale, PIA Automation relied on Virtual Commissioning (VC) from the earliest concept phase. Programming logic, motion sequences and process workflows are digitally simulated and validated before any physical equipment is assembled. The resulting insights are then directly incorporated into further system optimisation.

Compared with the traditional sequence of design, manufacturing, assembly and commissioning, this approach significantly accelerates engineering and ramp-up activities. “Virtual Commissioning reduces the number of review cycles and helps us minimize resource-intensive development efforts,” explains Markus Harlander, project manager at PIA Automation. “Particularly during ramp-up, time savings of up to 50 percent can be achieved because potential issues are identified and resolved in the virtual environment before they impact real production.”

One of the key automation challenges within the project is the fully automated assembly of the transmission stage. In this process, three gears are precisely meshed before being inserted into the transmission housing. The production line can assemble multiple transmission variants in batch size one without requiring changeover operations. This flexibility is enabled by automatically adjustable grippers that adapt to the specific product variant being processed.

Another highly demanding process is the so-called “marriage” of the preassembled transmission and electric motor assemblies. Within a robotic cell, both components are brought together and secured using twelve synchronised fastening systems operating simultaneously. Continuous quality assurance is achieved through the monitoring and documentation of force-displacement curves, torque values and angular measurements.

PIA Automation typically relies on its proprietary PIA Industrial App Suite to control and monitor production systems. For this project, however, the automation solution needed to be integrated into the BMW Group’s company-wide software standard. To ensure seamless integration with the automaker’s existing digital infrastructure, PIA specialists underwent extensive training on the customer-specific software environment.

For nearly 20 years, PIA Automation has been developing systems for the fully automated assembly and quality inspection of components used in electromobility applications. The current E-Drive assembly project marks the first collaboration between PIA Austria and the BMW Group’s Steyr plant. At other BMW locations, PIA Automation and the BMW Group have already successfully completed several projects together.

The implementation of this large-scale project involves several centers of expertise across the PIA Group. While PIA Austria, as a specialist in powertrain applications, assumes overall project responsibility, PIA Croatia supplies complete robotic cells. These systems are assembled, precommissioned and factory acceptance tested in Zagreb before being transported to Austria for final installation.

“We are particularly pleased that our longstanding expertise in highly efficient automation, our extensive experience in electromobility and the positive results of previous joint projects were key factors in the BMW Group’s decision to partner with us on this exceptional manufacturing system,” says Franz Reiter, business Segment Manager E-Drive & Powertrain at PIA Automation. “The project is progressing according to schedule, and we look forward to seeing the system enter regular production.”

Commissioning of the final production line sections is scheduled for 2027.

www.piagroup.com/en/

EMIS SMF913 and TMF913HEMP EMI Power Line Filters provide single phase and three phase configurations, and suitable for a wide range of AC and DC facility power applications. With current ratings from 6 to 3000A, they are suitable for supporting applications ranging from control panels and communication equipment to high-current facility power distribution systems. The EMIS HEMP filter design features Integrated 80kA peak surge-current protection (8/20μs) which provides protection against lightning-induced surges and power switching transients.

Standard Performance models provide 100dB insertion loss from 30MHz to 18GHz, followed by 90dB attenuation up to 40GHz. Extended-performance models provide 100dB attenuation from 14kHz to 40GHz, offering enhanced protection against both low-frequency conducted interference and high-frequency electromagnetic disturbances. Built-in discharge resistors safely dissipate energy stored in internal capacitors after power is switched off, improving operator safety and reducing maintenance hazards

The EMIS HEMP filters are designed in accordance with the requirements of MIL-STD-188-125-1/2 and MIL-PRF-15733J, supporting HEMP-hardened facility and high-performance EMI/RFI protection applications and tested in accordance with MIL-STD-188-125-1/2 to withstand specified E1 Short Pulse and E2 Intermediate Pulse current injection levels under common-mode and line-to-ground conditions, with E1 residual current limited to ≤10 A and no damage to the filter during E2 testing
 

EMIS HEMP filters help to prevent equipment malfunction, reduce communication and control errors, minimise system downtime and enhance the reliability and service life of connected equipment.

Applications include:

• EMP Shielded Mobile Shelters: Provides HEMP and EMI protection at power entry points, safeguarding critical electronic and communication in mobile and rapidly deployable facilities.
• EMP Racks: Protects sensitive equipment within EMP-protected racks by suppressing conducted HEMP, EMI/RFI and power-line transients.
• Command and Control Centres: Protects mission-critical communication, surveillance, command, and control systems from HEMP and conducted electromagnetic disturbances, ensuring reliable operation.
• Data Centres: Protect critical servers, networking equipment, UPS systems, and other IT infrastructure against HEMP, EMI/RFI, and power-line disturbances, helping maintain continuous operation.
• Combat / Tracked Vehicles: Protect vehicle power systems against HEMP and EMI, supporting reliable operation of communication, navigation, electronic warfare and other mission-critical electronic equipment.
• Radar Power Supplies: Provides protected and low-noise power to radar systems, minimising conducted electromagnetic interference and supporting reliable signal processing and operational performance.
• MIL-Grade Panels: Integrated into military-grade power distribution panels to provide HEMP, EMI/RFI, and transient protection for critical defence electronic systems.
• Communication & Electronic Warfare Systems: Protect sensitive communication, surveillance and electronic warfare equipment against conducted HEMP and EMI disturbances on power lines, enhancing system reliability in demanding electromagnetic environments.
• Critical Infrastructure: Protect facility power systems and connected electronic equipment in telecommunications, utilities, transportation, and other mission-critical facilities against HEMP, EMI/RFI, and power-line disturbances, supporting reliable and continuous operation.

emisglobal.com

Rayfast is a leading stocking distributor of quality interconnect solutions as well as high-performance harness components and electro-mechanical products. Key markets include aerospace, defence, energy, industrial, rail and motorsport, which are supported by an experienced team, with technical specialists by sector and product.

Weald Electronics is known for its comprehensive selection of circular bayonet and screw coupling connectors such as the LMH, LMJ, LMV and LMG series, produced in a choice of materials and finishes and leads the way in high performance interconnection solutions based on popular industry standards including industry standard MIL-DTL-5015 and MIL-DTL-26482 specifications. The versatility of Weald’s circular connectors is facilitated by a wide choice of shell sizes, styles, plug and socket contact types and contact arrangements. 

As well as circular connectors, Weald Electronics manufactures two-part PCB connectors and subminiature plastic-bodied circular connectors and a comprehensive range of connector accessories, including high-performance and ultra-lightweight protective covers, nut plates and gaskets specifically designed for Motorsport and UAV applications.

Rayfast will have full access to the complete range of Weald products, which includes:

• Electrical connectors
• Backshells and adaptors
• Protective caps and dust covers
• Connectors accessories.

Nick Wheeler, sales director for Weald Electronics says: “With their established and highly regarded presence in our industry, Rayfast will provide an excellent route to market for Weald Electronics, especially for customers who are looking for supply as part of a wider Harness Components portfolio of products, such as wire and cable, markers, tubing and heatshrink moulded shapes. The Weald product compliments their existing connector ranges and they have a superb team that is dedicated to sales, technical support and customer service”

Neil Ruddick, UK sales director for Rayfast, commented: “We are very excited to agree what I am sure will be a long-term partnership with Weald Electronics. Their excellent product range, capabilities and reputation for quality & customer service fit perfectly with our core strengths in electrical interconnect, providing even greater depth and breadth of solutions for our customers.”

www.wealdelectronics.com