Question 4: What are the most important subsectors and technologies that the UK government should focus on and why?

Robotics and autonomous systems (RAS) should be prioritised as a critical enabling technology within the Industrial Strategy. As the Tony Blair Foundation report A New National Purpose: The UK’s Opportunity to Lead in Next-Wave Robotics (October 2024) says: “Spearheading this new wave of robotics is a considerable opportunity for the UK, with the potential to benefit the economy, public services and society as a whole.”

The global robotics technology market is projected to grow from £56.4 billion in 2023 to £345.4 billion by 2033, representing a transformative economic opportunity that the UK must seize to remain competitive.

Currently, the UK lags behind its competitors in robotics adoption, with only 3% growth compared to France’s 13% and Italy’s 8%. Asia dominates with 73% of new robot installations, while the EU maintains a strong position with steady 5% growth.

The Tony Blair Foundation report notes that the UK “has the least advanced robotics sector in the G7, with half the robots per worker in the automotive industry that Germany has. However, the fact that robotics increasingly intersects with AI – where the country does have strengths – gives Britain an opportunity to catch up.”

If the UK can do this, there will be “transformative benefits”. The Tony Blair Foundation (TBF) report was published several months after our own short document, Reaping The Rewards of the Robotics Revolution (R4), was launched at Westminster. The TBF report made many similar points to R4, including: “Failing to act now will result in other countries reaping the largest economic benefits, with the UK having little influence over how the technology is regulated. Lagging behind in robotics would also pose a serious risk to national security.”

Based on our experience at the National Robotarium, the UK’s centre for robotics and AI based in Edinburgh, we have identified four key areas where the UK can develop competitive advantage in robotics:

1. Healthcare and assisted living: robotics can support and amplify healthcare professionals’ expertise while creating economic opportunities – from socially assistive robots supporting rehabilitation to automated systems handling routine clinical tasks. While there is no shortage of innovation in this space, the UK risks losing innovators to overseas markets due to a lack of domestic procurement pathways. Overcoming this challenge would align with making the UK a “medical technology powerhouse” while addressing critical challenges like staff shortages and healthcare-associated infections;
2. Offshore and hazardous environments: the UK has more than 2,600 offshore wind turbines, with plans to quadruple capacity by 2030. Robotics technology can dramatically improve safety and efficiency in the maintenance of offshore energy infrastructure whilst potentially reducing the fuel consumption of maintenance missions by up to 97% – supporting the UK’s continued efforts to be a green energy superpower;
3. Agriculture: robotics solutions can transform food security and sustainability while addressing acute labour shortages in the sector. From autonomous robots that enable precise per-plant farming and reduced chemical use, to smart monitoring systems that help farmers optimise water usage and tackle resource scarcity, robotics can help halt rural-urban drift and brain drain while modernising the agricultural sector;
4. Manufacturing: robots can address the 70,000 vacancies currently facing the manufacturing sector while enabling the reshoring of critical industries – particularly important given the UK’s very low robot density (119 per 10,000 employees) compared to other Western European countries. Additionally, the manufacturing sector itself could benefit from pivoting to producing robotics hardware, addressing a current gap in the UK’s robotics ecosystem. This diversification could help smooth out peaks and troughs associated with orders from declining industries (e.g., oil and gas).

To capitalise on these opportunities, we propose establishing a UK-wide network of robotics centres of excellence, building on the proven National Robotarium model. Our facility has demonstrated significant impact within its first two years. With capital funding of £22.4 million, we have become home to hundreds of robotics professionals, housed 18 successful start-ups, supported 20 industry-funded projects, and engaged thousands of young people in robotics education.

 

By replicating this model through 10 new regional Robotariums, each supporting industrial clusters and manufacturing capabilities, the UK can rapidly develop its domestic robotics capacity. There is already significant interest to create Robotariums with specific specialisms in some of the sectors mentioned above – including health and social care and renewable energy – and detailed conversations have taken place to move forward.

 

This expansion requires the creation of a dedicated Robotics UK agency to develop a national strategy and coordinate research, development, and commercialisation efforts. The National Robotic Strategy, adopted in May 2024, by the Australian Government, could offer some helpful guidance here.

 

Equally crucial is a comprehensive approach to skills development, ensuring the UK has the expertise to design, programme, maintain, and operate advanced robotics systems; creating thousands of skilled jobs.

 

The UK faces a critical choice: become an active producer of robotics technology, creating jobs and economic growth, or remain a passive consumer, importing technology at significant cost to GDP and balance of payments. Without decisive action, the UK risks missing out on a global market opportunity well in excess of £200 billion – and instead, increasing its technological dependency on imports and missing out on significant employment and economic growth opportunities.

 

The evidence clearly demonstrates that robotics and autonomous systems should be a priority technology focus for the Industrial Strategy. The market opportunity is both immediate and substantial, the UK has proven capability through facilities like the National Robotarium, and the technology enables multiple growth-driving sectors. Most importantly, the strategic importance extends beyond economic benefits to encompass societal and security advantages. By making robotics a cornerstone of the new Industrial Strategy, the UK can establish itself as a major player in the global robotics revolution and secure the economic benefits this will bring.

 

Question 5: What are the UK’s strengths and capabilities in these subsectors?

 

The UK possesses significant strengths and capabilities in robotics and autonomous systems, with the National Robotarium exemplifying how these can be developed and commercialised successfully. Our experience shows that the UK has particular strengths in translating research excellence into practical applications across several key domains.

 

In healthcare robotics, UK institutions are developing groundbreaking solutions for an ageing population. The SPRING project, developed at the National Robotarium along with international partners, illustrates this capability with the development of conversational robots to support older people in hospital settings. These robots can reduce pressure on busy clinical staff by engaging in contextually appropriate conversations, offer reassurance, and improve mental well-being while reducing infection risks through touch-free interaction. This work demonstrates our ability to combine artificial intelligence, robotics, and healthcare expertise to address significant societal challenges.

 

The UK also shows particular strength in developing robotics for hazardous environments, especially in the offshore energy sector. Our partnership with geo-data specialists Fugro on the UNITE project demonstrates world-leading capabilities in combining uncrewed surface vessels with autonomous undersea robotic systems. This expertise is crucial for maintaining the UK’s 2,600 offshore wind turbines – with the UK Government committing to quadruple offshore wind capacity to 55 gigawatts by 2030. This positions us at the forefront of renewable energy infrastructure maintenance. The technology reduces human risk while improving efficiency and cost-effectiveness in a rapidly-growing sector.

 

In agricultural technology, UK companies are developing innovative solutions to global challenges. Crover, a start-up housed at the National Robotarium, has created a ‘grain surfing’ robot to monitor the condition of stored crops, addressing the critical issue of grain storage waste, improving human safety and reducing damage from pests. This exemplifies our capability to develop novel robotics applications that solve significant industrial problems while creating new market opportunities.

 

Furthermore, the UK demonstrates excellence in human-robot interaction. Touchlab, another National Robotarium tenant, is developing advanced electronic skin technology that allows clinicians to ‘feel’ patients remotely, showcasing our expertise in not just medical robotics but haptic technology. This innovation has additional applications in nuclear decommissioning and toxic waste handling, demonstrating the transferability of UK robotics expertise across sectors.

 

Within two years of opening, the National Robotarium has become home to hundreds of robotics professionals, multiple successful start-ups, and numerous industry-funded projects. This rapid success demonstrates the UK’s ability to create effective innovation ecosystems that bring together academic excellence, industrial expertise, and entrepreneurial talent. However, to fully capitalise on these strengths, we need strategic investment in infrastructure and skills development to scale these capabilities across the UK.

 

These examples represent a fraction of the UK’s robotics potential. With appropriate support through the new Industrial Strategy, these capabilities could underpin a world-leading robotics sector, creating thousands of high-value jobs and driving economic growth throughout the UK.

 

Question 6: What are the key enablers and barriers to growth in these subsectors and how could the UK government address them?

 

The UK faces significant strategic barriers to sector growth. Most fundamentally, our passive stance toward robotics development threatens future competitiveness. As mentioned in Q4, while Asia installs 73% of new robots and the EU maintains steady growth, the UK’s modest 3% growth rate in installations signals an alarming trend toward becoming a technology consumer rather than producer.

 

This strategic weakness is compounded by insufficient institutional support – robotics investment is typically subsumed under Artificial Intelligence, with minimal dedicated resources. For example, Innovate UK and the Department for Science, Innovation and Technology dedicated Robotics teams are smaller now than they were five years ago and have less budget allocated.

 

Infrastructure and manufacturing barriers present immediate challenges to growth. Limited testing and demonstration facilities, combined with the absence of dedicated robotics manufacturing capacity, force start-ups to seek production overseas. This creates a significant risk of permanently losing innovative companies to foreign markets. The skills gap is equally concerning, with persistent technical shortages across industries, insufficient expertise in robotics implementation, and limited capacity for knowledge transfer and training.

 

Financial and procurement barriers further constrain adoption. High upfront costs deter implementation, especially among SMEs, while complex procurement pathways, particularly in the NHS, slow adoption in the public sector. The lack of specialised expertise in public sector procurement compounds these challenges, making it difficult for innovative solutions to reach end-users.

 

Cybersecurity presents another critical barrier that must be addressed urgently. As robotics systems become more interconnected and integral to critical infrastructure, healthcare, and manufacturing, they present increasingly attractive targets for cyber attacks. Current barriers include insufficient security-by-design practices in robotics development, limited cybersecurity expertise in robotics teams, and inadequate security testing infrastructure. The healthcare sector faces particular challenges around patient data protection and device security, while industrial robotics require robust protections against supply chain attacks and operational disruption. These security considerations risk slowing adoption, particularly in sensitive sectors, unless comprehensively addressed through standards and support frameworks.

 

However, our experience shows these barriers can be overcome through strategic enablers. Technology adoption demonstrably improves productivity and workplace safety, while precision robotics enhances quality control and operational efficiency. Targeted government incentives have proven effective in stimulating investment, and collaboration between academia, industry, and government creates successful innovation ecosystems.

 

To capitalise on these enablers, we recommend five key actions:

 

1. Establish a dedicated Robotics UK agency to develop comprehensive sector strategy, including cybersecurity standards and certification frameworks
2. Invest in 10 new regional Robotariums, replicating the Edinburgh model
3. Build industrial clusters around these Robotariums using the ‘Triple Helix’ model
4. Create robotics manufacturing bases within clusters, including production facilities and design studios
5. Develop a national skills strategy aligned with sector needs

These coordinated actions would create the framework needed to transform the UK into a leading player in the global robotics revolution, building on the National Robotarium’s demonstrated success in fostering innovation and commercialisation.

 

Question 8: Where you identified barriers which relate to people and skills, what UK government policy solutions could best address these?

 

The robotics sector faces distinct skills challenges that require comprehensive policy solutions across the education and training landscape. Our experience at the National Robotarium has shown that addressing these challenges requires both immediate interventions and long-term strategic planning to build a workforce capable of driving the UK’s robotics revolution.

 

A fundamental barrier is that industries often lack confidence in adopting robotics due to gaps in understanding where the technology fits within their business model and workforce. Many businesses struggle to identify knowledge and training gaps within their teams, preventing effective integration of robotics technology. This uncertainty creates a significant barrier to adoption and implementation, requiring targeted support and training interventions.

 

The foundation for addressing these challenges must be laid early in the education system, with robotics integrated into the curriculum from primary school onwards. This early exposure should create clear progression routes into further and higher education, while new vocational qualifications in robotics manufacturing and associated supply chain operations need to be established. Equally important is the integration of robotics modules into existing qualifications across health and social care, construction, agriculture, energy, manufacturing, engineering and hospitality, ensuring that future workers in these industries are prepared for increasing automation.

 

Industry-specific training programmes must be developed to help businesses identify internal knowledge gaps and create effective robotics adoption roadmaps. These programmes should be curated to specific sector needs, helping organisations align technology with their operational goals while providing structured support for workforce transition. This should include tailored robotics training that addresses sector-specific operational challenges, with particular focus on data analytics and decision-making skills. Specialised programmes for business leaders are equally crucial, developing expertise in managing technical teams and robotics projects, while building capability for strategic planning around robotics adoption.

 

The National Robotarium can serve as a central pillar of support, guiding companies through their readiness assessment for robotics adoption and helping align technology with business strategies. This role includes providing hands-on experience with robotics systems, facilitating knowledge transfer between academia and industry, and supporting the development of practical implementation skills. To expand access, regional centres focused on robotics training should be established, offering free initial workshops through government grants, followed by flexible pay-as-you-go options. Remote learning opportunities and online workshops should be made available through membership models, with government-backed voucher schemes enabling SMEs to participate in both initial and ongoing training opportunities.

 

These solutions must be backed by government investment and policy support to ensure widespread access and adoption across industries and regions. This should include tax incentives and business rates relief for SMEs participating in robotics training, alongside public-private partnerships to identify skills gaps and develop sector-specific programmes. Creating a comprehensive skills ecosystem that combines practical training, financial support, and strategic guidance will help ensure the UK can fully capitalise on the opportunities presented by the robotics revolution while maintaining competitiveness in an increasingly automated global economy.

 

Question 10: Where you identified barriers which relate to RDI (Research, Development, and Innovation) and technology adoption and diffusion, what UK government policy solutions could best address these?

 

The National Robotarium has identified several critical barriers to RDI and technology adoption in the robotics sector that require coordinated policy solutions. Key barriers include fragmented initiatives, inflexible procurement, insufficient education, and a risk-averse research culture hindering innovation. Most urgently, robotics needs to be established as a standalone key industry within the Industrial Strategy, rather than being subsumed under AI or treated merely as an enabling technology. This recognition would help address the current fragmentation of robotics initiatives and create a more coherent framework for development.

 

A major barrier to adoption lies in public sector procurement, particularly within the NHS. Current procurement frameworks lack the flexibility and expertise needed to engage effectively with robotics suppliers. Large suppliers often lack motivation to introduce robotics solutions, while innovative start-ups struggle to navigate complex procurement pathways, ultimately taking their innovations overseas. We recommend reforming procurement frameworks to include specific provisions for robotics adoption, similar to how environmental impact assessments are now required in public tenders.

 

Education represents another critical area requiring policy intervention. Robotics should be integrated into the curriculum from primary level upward, with particular attention to ensuring parity of esteem for vocational qualifications such as T-levels. This early intervention is essential for creating a workforce ready for the robotics revolution and ensuring the UK has the skills base needed to support sector growth.

 

To address regional inequalities, we recommend particular attention be paid to robotics careers in traditional industrial regions and among underrepresented groups. Dedicated funding should be allocated for robotics innovators tackling health inequalities, ensuring the benefits of robotics advancement are widely distributed across society.

 

The research environment also needs reform, with an increased weighting for ‘impact’ in the Research Excellence Framework (REF) to ensure effective technology transfer from academia to industry. Additionally, the current risk-averse environment, particularly in healthcare, needs to be addressed. While maintaining appropriate safety standards, we should look to examples like Finland, where a more progressive approach to patient-facing robotics has enabled faster innovation and adoption.

 

These policy solutions must be supported by sustained investment in infrastructure and skills development to create an environment where robotics innovation can flourish and be effectively commercialised.

 

Question 11: What are the barriers to R&D commercialisation that the UK government should be considering?

 

The commercialisation of robotics R&D faces several distinct challenges that require targeted government intervention. A critical gap exists in the pathway from start-up to scale-up, particularly in manufacturing capabilities. While the UK has strong expertise in robotics research and early-stage development, the lack of dedicated manufacturing facilities and specialist advisory services creates a significant barrier to commercialisation.

 

Current support for start-ups often focuses on early-stage basic assistance, leaving a gap in more advanced and specialised services needed by robotics companies as they mature. This includes manufacturing expertise, specialist technical advice, supply chain development support, and guidance on accessing international markets and navigating regulatory compliance.

 

R&D funding levels and administrative burden present additional barriers. Current Innovate UK funding can be as low as 30% of project costs, requiring companies to find substantial matching funds. These levels are insufficient to encourage risk-averse businesses to invest in robotics development and adoption. The administrative burden associated with securing and managing public funding can also be prohibitive, particularly for smaller companies.

 

The absence of dedicated manufacturing facilities for robotics also presents a particular challenge. Companies developing at the National Robotarium and similar facilities currently have limited options for scaling up production, often forcing them to look overseas for manufacturing solutions. This not only represents a lost economic opportunity for the UK but also risks the permanent loss of innovative companies to other markets.

 

Critical skills gaps exist too in both technical expertise and business leadership. There is a pressing need for programmes that can either upskill technical innovators in business and leadership capabilities or train business professionals in robotics technology. This dual approach is essential for creating teams capable of successfully commercialising robotics innovations and building sustainable businesses in this sector.

 

Without addressing these fundamental barriers through targeted government intervention – particularly in manufacturing infrastructure, funding mechanisms, and skills development – the UK risks losing promising robotics companies to overseas markets where commercialisation pathways are better established. The success of the National Robotarium demonstrates the potential for effective intervention, but a more comprehensive approach is needed to bridge the gap between innovation and commercial success.

 

Question 12: How can the UK government best use data to support the delivery of the Industrial Strategy?

 

The effective use of data will be crucial for delivering the Industrial Strategy’s objectives across the growth-driving sectors. Based on our experience at the National Robotarium, several key approaches should be prioritised.

 

Structured, quality-assured datasets must be established to drive innovation in optimisation with industry partners. This is particularly critical for advancing automation and “lights out” operations in manufacturing and robotics deployment. Cross-sector data sharing incentives should be implemented to promote innovation, supported by end-to-end data integration frameworks that ensure full transparency from supply chain to end user.

 

The government should leverage data to identify transport and service optimisation opportunities, improving the efficiency of export routes and reducing costs. This would particularly benefit the UK’s robotics manufacturing aspirations, ensuring competitive access to international markets.

 

Industry should be incentivised to share datasets with partners and government organisations to accelerate new areas of development. In robotics and autonomous systems, combining data from multiple sensor systems can achieve transformative insights. The government should work with industry to identify valuable data types and create frameworks for collection and sharing.

Question 13: What challenges or barriers to sharing or accessing data could the UK government remove to help improve business operations and decision making?

 

Data gathering presents significant challenges that require coordinated government intervention. Organisations need unhindered rapid access to platforms, sensor payloads, and installation capabilities. Robotics and autonomous systems will be increasingly critical for ensuring accurate and reliable data capture – the UK must develop industry capacity to meet this growing demand.

 

A comprehensive data quality framework should be established to ensure all shared datasets meet consistent standards. This should include standardisation to enable optimal integration across sectors and industries. Commercial arrangements, such as royalty licensing frameworks, could incentivise data sharing while protecting intellectual property.

 

For sensitive data management, government-sponsored solutions like sovereign cloud services for UK-only data residency should be provided, alongside hybrid on-premises cloud support. This infrastructure must be complemented by standard hardware installations and connectivity support across a network of data-sharing organisations – effectively creating a “Data League” to drive collaboration and innovation.

 

Education represents another critical barrier. Organisations need support in understanding data’s true value and exploitation potential. This could be addressed through subsidised expert support, potentially through sprint teams that can work directly with businesses to develop their data capabilities. This approach would be particularly valuable for robotics companies and their supply chains, where effective data utilisation can dramatically improve product development and deployment outcomes.

 

These solutions must be implemented as part of a coordinated strategy that recognises data as a fundamental enabler of growth across the Industrial Strategy’s priority sectors. The National Robotarium’s experience demonstrates that addressing these barriers can accelerate innovation and commercial success, particularly in emerging technology sectors where data access and quality are crucial determinants of progress.

 

Question 24: How can international partnerships support the Industrial Strategy?

 

International partnerships are crucial for developing the UK’s robotics capabilities, and strategic collaboration ‘bridges’ should be established across key sectors.

 

In healthcare and assisted living, partnerships with the US would accelerate medical robotics development and streamline FDA approval pathways, while collaboration with Japan would advance technologies for ageing populations. The Nordic countries, particularly Finland where companies like Touchlab have conducted successful trials, offer valuable insights into healthcare robotics implementation.

 

The energy transition presents significant opportunities for international collaboration. Partnership with Norway could advance offshore robotics for wind farm maintenance, while engagement with countries like Nigeria and Brazil could facilitate knowledge exchange in transitioning from oil and gas expertise to renewables. These partnerships would be particularly valuable in developing subsea robotics technologies and maintaining the UK’s leadership in offshore operations.

 

Research and innovation partnerships require enhanced engagement with the European Horizon programme and establishment of joint research initiatives with global robotics leaders. This should include active participation in international standards development and cross-border innovation challenges. The UK’s strong research base positions it well to contribute to and benefit from these collaborative efforts.

 

Supporting infrastructure must be developed to enable these partnerships to flourish. This includes dedicated funding for international collaboration, streamlined visa processes for robotics specialists, and joint training programmes. Establishing reciprocal market access agreements and shared testing frameworks will be crucial for commercial success, while creating stronger links to European innovation networks will maintain vital continental connections.

 

To maximise the impact of these partnerships, they must be effectively coordinated through relationship managers or a specialised concierge service. This would help UK robotics companies navigate international markets and regulatory frameworks, ensuring that collaborative opportunities translate into commercial success and technological advancement.

 

Question 25: Which international markets do you see as the greatest opportunity for the growth-driving sectors and how does it differ by sector?

 

The healthcare and medical sector presents substantial opportunities for UK innovation. By developing surgical robotics for emerging markets and rehabilitation technology for people of all ages, the UK can address global healthcare challenges. Remote care solutions for rural areas, infection control systems, and clinical workflow automation align well with the UK’s strengths in medical technology and AI, while addressing pressing global needs.

 

In the food and drink sector, significant opportunities exist for production line automation that addresses critical labour shortages. Recent government incentives to encourage automation investment in this sector will likely accelerate this trend, creating increased demand for workers skilled in robotic technologies. The UK can develop inspection and quality control systems, particularly solutions for hazardous environments in the distilling industry. Automated monitoring for waste reduction and cross-sector solutions for cleaning and maintenance represent additional high-value opportunities where UK expertise can be leveraged.

 

The UK’s strongest competitive advantage lies in professional services and enabling technologies. Following successful UK technology disruption including examples like Skyscanner, robotics-as-a-service models could transform how businesses access and implement automation. The UK’s renowned financial and professional services sector is perfectly positioned to develop specialised consultancy services, financial products for robotics adoption, and comprehensive training and certification programmes. This approach leverages existing expertise while building new capabilities in robotics technology.

 

Success in these markets requires strong regulatory frameworks and international standards alignment, combined with robust intellectual property protection. Cultural awareness and market adaptation will be crucial, as will the development of local partnerships in target markets. The UK must also build expertise in servicing key industries to ensure long-term success and customer retention.

 

This targeted approach allows the UK to establish leadership in specific high-value segments while building broader robotics capabilities. By focusing on enabling services and technologies rather than competing directly with established manufacturers, the UK can create a distinctive and valuable position in the global robotics market.

 

Question 28: How should the Industrial Strategy accelerate growth in city regions and clusters of growth sectors across the UK through Local Growth Plans and other policy mechanisms?

 

The UK’s robotics sector presents a significant opportunity for regional economic development through strategically placed centres of excellence. Building on the proven success of the National Robotarium model in Edinburgh, we propose establishing themed regional Robotariums aligned with existing industrial strengths and needs. For example:

 

• Northeast England: Specialisation in green energy and offshore robotics, leveraging the region’s growing renewable energy sector and building on existing expertise in hazardous environment operations. This would support the UK’s offshore wind ambitions while creating high-skilled employment opportunities.

 

• Northwest England: Focus on life sciences and healthcare robotics, capitalising on the region’s strong medical technology base and complementing existing healthcare innovation clusters. This would accelerate development of solutions for healthcare automation and assisted living technologies.

 

Each regional Robotarium would:

 

• House research facilities and testing capabilities
• Provide incubation space for startups
• Offer training and skills development programmes
• Facilitate knowledge transfer between academia and industry
• Support local supply chain development

 

Success requires coordinated support through Local Growth Plans including:

 

• Infrastructure investment aligned with regional specialisations
• Skills programmes matched to local industry needs
• Innovation funding targeted at regional priorities
• Supply chain development support
• Integration with existing industrial clusters

 

This network approach would create self-reinforcing innovation ecosystems, attracting investment while developing solutions for local and national challenges. The Tony Blair Institute report and National Robotarium manifesto demonstrate strong evidence for this clustered approach to drive regional growth through robotics specialisation.

 

Question 35: How would you monitor and evaluate the Industrial Strategy, including metrics?

 

A comprehensive framework for evaluating the Industrial Strategy’s impact on robotics development requires measurement across multiple dimensions to capture both economic and societal benefits.

 

At its core, economic performance must be tracked through key indicators such as GDP contribution from the robotics sector, improvements in robot density per 10,000 workers from the current 119 baseline, and Business Enterprise R&D (BERD) levels. The scale of inward investment, growth in robotics startups, and expansion of the robotics service sector will provide clear indicators of the strategy’s success in building a robust industrial base.

 

Skills development and education form another crucial dimension of evaluation. Success here should be measured through the uptake of robotics-related STEM courses, increased diversity in robotics education and careers, and the regional distribution of skilled workforce. Particular attention should be paid to the inclusion of underrepresented groups in technical education, ensuring the benefits of the robotics revolution are widely shared across society.

 

Innovation metrics will track how effectively research translates into commercial success. This includes monitoring engagement with innovation agencies, technology transfer rates, and the number of successful spinouts from regional Robotariums. The growth in patent applications and successful commercialisation of research will demonstrate the UK’s progress in becoming a leader in robotics innovation.

 

The social impact of robotics adoption must be carefully monitored through measures of health inequalities in areas with robotics deployment, social mobility indices, and performance against UN Sustainability Goals. Workplace safety improvements and regional employment growth in the robotics sector will indicate how effectively the strategy is delivering broader societal benefits.

 

Industry adoption represents the ultimate test of the strategy’s success. This should be evaluated through robotics integration rates across key sectors, examining not just the number of installations but their impact on productivity, cost reduction, and operational efficiency. The development of supporting industries, including maintenance and services, will demonstrate the creation of a sustainable robotics ecosystem.

 

Success ultimately requires demonstrated improvements across all these dimensions – economic growth, skills development, innovation, social impact, and industrial adoption – aligned with the broader goal of establishing the UK as an active player in the global robotics revolution. Regular assessment against these metrics will enable continuous refinement of the strategy and ensure it delivers lasting benefits for the UK economy and society.