BP&R April 2024

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TCAN SMALLER BE SMARTER?

he plastics manufacturing industry thrives on efficiency and precision. And with automation helping to streamline manual operations, it’s becoming easier to achieve both of these.

But of course, as the complexity of plastics manufacturing equipment increases, so does the need for specialised support. Automation aids the process but cannot replace the personal touch of human expertise. This support doesn’t stop at equipment installation either as maintenance and aftersales support are just as important – areas in which remote, real-time monitoring plays a vital role.

This strategy is exactly what machinery specialist Hi-Tech Automation executes in that they set the foundations for local support through “serving their home markets” and found that the rest followed. The company noted that instead of proactively aiming for global expansion, the growth happened organically through quality service and feedback.

“As the complexity of manufacturing equipment increases, so does the need for specialised support."

successful equipment integration. After all, the most satisfied customers are those who get the most out of their machinery –and their relationships with suppliers.

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ISSN 0307-6164

Incorporating Polymer Age and Rubber and Plastics Age.

By creating a link between moulding machine manufacturers, robot suppliers and end users, Hi-Tech aims to advance plastic producers’ efficiency and quality tenfold. Our feature on pages 28-30 explores Hi-Tech’s journey from local to global markets and its transition to an Employee Ownership Trust (EOT) model.

Also in this issue, we take a look at Engel UK’s recent sales team restructure. As you may know, Engel UK has established a reputation for excellence in serving large, complex accounts. However, what’s interesting is that the company’s shift in targeting larger markets led to the neglect of smaller ones.

The introduction of new business development managers and a renewed focus on dedicated customer success managers reflects a growing trend in the plastics industry – a shift towards prioritising customer service and

Engel’s redirection and consequent success are why we considered them an ideal fit for our cover in this April issue. Our cover story delves into Engel’s strategic shift to better serve SMEs following significant customer feedback, a move that has allowed them to tailor their application offerings to smaller niches and expand their market influence. You can check out our full interview with them on pages 18 and 19.

On a final note, Engel UK’s efforts to reach new market segments also raise interesting questions about the future of the plastics manufacturing industry: Will this approach become the norm, or will the industry remain divided between large and small players? Are companies viewing targeting smaller markets as a smarter strategy or is there more potential in targeting larger ones?

REBEKAH JORDAN

EDITOR

DYNACON CUSTOM CONVEYORS

YOU AND

WORKING TOGETHER FOR BETTER MOULDING

“Yizumi and STV have supported our business growth with exceptional service and support.”

Terry

Westgate, Technical Director, Burnetts

Investing in a new moulding machine is a big decision for any business. We asked Terry Westgate of Burnetts, what was the key factor was in their decision to buy a Yizumi machine?

Terry said: “When we decided to buy a new machine, Yizumi was a contender from the start. Energy efficiency, precision and compact dimensions were all important parts of our decision. However, the key for us was the need to maintain consistently high productivity with minimal downtime. Service and support were therefore very high on our priority list. The expert and personal service we get from STV, has justified our decision and means we can focus on the job of delivering great products for our customers.”

What are your new machine priorities? Give us a call today, to discuss your application or arrange a visit to our showroom and workshop.

MODEL SHOWN: YIZUMI A5-EU SERIES

TriSolve champions true sustainability

TriSolve offers a range of products and services including industrial chillers, Air Blast and Adiabatic Coolers, Free Cooling, heat exchangers, cooling towers to name a few. They have an extensive portfolio of European and UKproduced equipment from well-established and trusted partners.

There is a very strong emphasis on new technology and innovation, energy saving and leading the progression away from high GWP FGas refrigerants to natural solutions, namely Propane R290 and CO2. This innovation is driven by rising refrigerant costs and the increasing awareness of the real and significant environmental pollution caused by chemicals (PFAS) in some refrigerants. Subsequently, ongoing legislation is forcing change but also more progressive companies are responding by demonstrating their environmental responsibility and recognising that it is lifetime costs that should be considered at the purchase stage and not purchase price alone.

R290 Propane, a natural refrigerant is ideal for most industrial process cooling processes which we find in the 7 to 15c range. The chillers are inherently more energy efficient,

TriSolve Ltd was recently formed by Rob Pritchard who has 26 years experience in cooling within the plastics industry. Here, Pritchard explores the company’s aim to stay competitive whilst upholding its core values: sustainability, affordability, and integrity.

cooling solutions to minimise environmental impact and promote energy efficiency. Our aim is to contribute to a greener future by incorporating sustainable practices into our designs and operations.

have the ability for free cooling and have virtually zero Global Warming Potential whilst avoiding the use of environmentally harmful PFAS chemicals (known colloquially as ‘Forever Chemicals’ due to their extreme time to degrade in the environment), which the chemically blended alternative refrigerants contain.

In addition to sustainability, TriSolve has extensive knowledge of process optimisation and temperature control. TriSolve has a wide range of Mould Tool water and oilbased Temperature

Controllers / Thermoregulators. A range of highflow water-cooled chiller TCU’s is in development and will be released in the first half of 2024.

Cycle time optimisation and energy efficiency studies are offered and often these uncover where system or process changes could deliver rapid returns. TriSolve’s principle is one of full transparency and disclosure of the calculations made to the clients, to ensure that the savings are as accurate as they can be on paper.

These studies are

conducted in parallel with an assessment of the whole cooling system as it is often found that process requirements have changed but the cooling services have not been adjusted to meet the latest criteria.

As a small company, TriSolve aims to be highly competitive against technically comparable solutions whilst resolving to uphold the three pillars of Sustainability, Affordability and Integrity - its branding origin.

We prioritise sustainability by developing eco-friendly

Affordability is equally important to us, and we provide cost-effective cooling systems without compromising quality. Our goal is to offer innovative solutions that provide excellent value for money, helping clients achieve business objectives while staying within budgetary constraints. Integrity is fundamental to our business. We operate with honesty, transparency, and professionalism, fostering long-term relationships based on trust and mutual respect.

Trisolve aims to deliver a full consultancy-based service within the industry by providing a holistic approach to projects, considering purchase price, energy, environment, production rate, reliability and resilience and lifetime operational costs. ‘All too often we see that the focus on delivered projects is only on one or two of these points and a compromised system is delivered.’

Double BOY presence at Plastpol 2024

Live-applications on BOY injection moulding machines will be on display to visitors at the BOY booth at Plastpol in Kielce, Poland, May 21 – 24. BOY’s official representative, 1st Plastcompany Polska, has been successfully active on the Polish plastics market for years and is confident that its presence at the internationally oriented event will again be successful in 2024.

This year, two BOY injection moulding machines will be demonstrated: a BOY 35 E and a BOY XS E.

With the latest standards in machine equipment of BOY and a clamping force of 100 kN on a footprint of just 0.87 m², the BOY XS E offers a wide range of applications in micro and sprueless small part injection moulding, with innovative and proven technologies. This injection moulding

machine has many improved details. It is equipped with the servo-motor pump drive, which scores with its high dynamics and extremely smooth running, as well as with the latest BOY Procan ALPHA 6 control system with sequence configurator and OPC-UA. A TPE is processed into crown corks on the BOY XS E – without sprues, of course, in order to use the plastic in a resource-

BP&R's editorial advisory board

Richard Brown, Chair of Judges Design Innovation

Borche drives performance in energy-efficient moulding

As a specialist in servo-drive injection moulding machines, Borche Machinery leverages advancements in servo motor technology to continuously improve the energy efficiency of its machines. This translates to lower operating costs for their customers without compromising on performance.

One key advantage of Borche machines is their two-platen design, specifically featured in the Borche BUV series. Compared to traditional toggle lock machines, this design significantly reduces the machine‘s footprint.

conscious manner. With a shot weight of 2.5 g and a cycle time of 21 seconds, this injection moulding machine also enables constant production performance.

The BOY 35 E has a clamping force of 350 kN, producing triple hooks of ABS. With a footprint of less than two square meters, this compact moulding machine boasts a competitive price-toperformance ratio.

Dr Sally

Moreover, Borche‘s injection moulding machines are suited to a range of industries, including automotive, home appliances, building products, containers, medical products, and many more.

Borche works closely with material suppliers to ensure its machines are universally compatible with all engineering materials in order to deliver the ultimate plasticising performance. This includes both the geometry and design of the machine screw and plasticising unit.

In one case study, Borche assisted with the application of a large 2K automotive component. The component involved a main body made of glass-filled nylon and a secondary seal made of TPR. Borche‘s machines successfully bonded these two materials whilst meeting the car manufacturer‘s stringent requirements.

By actively monitoring and supporting the development of new material processes, Borche can focus on further reducing component weight to ensure its machines remain compatible with the technology involved.

Robin Kent Managing Director Tangram

Dr Carmen

FRX to benefit from EU announcement on chemical TPP regulation

FRX Innovations Inc

announced that on February 23rd, the European Union’s Chemical Agency (ECHA) declared the planned addition of Triphenyl Phosphate (TPP), a common flame retardant additive.

TPP is used globally, either directly or as part of other flame retardants in a range of applications; including automotive, consumer electronics and printed circuit boards, as a Substance of Very High Concern (SVHC), due to its adverse health profile and specifically for its Endocrine Disruption properties.

NOFIA, a family of flame retardants, is already a proven alternative for TPPcontaining flame retardants in several end applications, with the first commercial adoption being the company’s European partner, Polymer Compounders, Ltd., under NOTOXICOM brand.

“When chemicals are announced as candidates for classification as SVHC, it usually means that companies will move away from their use in any sensitive application with a risk of human or environmental exposure,” said FRX Innovations president and CEO, Marc Lebel. “TPP is found in several high volume flame retardants that will now likely have to be modified to reduce the TPP level below what we expect to be 0.1%

Dr Michael Junior Hopkins Managing Director Ross Polymer Services

or, could even be discontinued by those suppliers not able to achieve this level. For those able to achieve this low level, it will likely mean a significant increase in the cost of manufacturing. Should FRX achieve just a 10% market penetration, the annual NOFIA demand in this market would reach $100 million.”

According to the US National Institute of Environmental Health Sciences: “Endocrine Disrupting chemicals are chemicals that may mimic, block, or interfere with the body’s hormones […] These chemicals are associated with a wide array of health issues.”

This news follows recent announcements of regulations limiting the use of halogenated flame retardants and also PFAS, Forever Chemicals, in flame retardant products. FRX has already announced how its Nofia Flame Retardants can replace halogenated flame retardants, and PFAS chemicals in many large-volume applications. Nofia flame retardants can also replace the largest TPP-containing flame retardant, known as BPADP, which is used in the enclosures of household electronics and battery housings, among other uses.

The first commercial use of a Nofia flame retardant to replace BPADP was launched by UK-based compounder Polymer Compounders.

Pravin S Mistry Global CEO PREA Ltd.

Professor Edward Kosior CEO and Founder Nextek

“Not only is this news incredibly encouraging for all those associated with FRX and PCL, but also the general public and community,” said PCL commercial development manager, Rupert Barrett.

“As we have become more aware of the detrimental harm TPP can inflict upon both humans and the environment, our passion and determination to spread the health and sustainable credentials Notoxicom encompasses has been at the forefront of our business. As momentum gathers, we will continue to work in tandem with FRX to ensure we maximise our resources and persist with the task in hand.”

Dr Thomas Bennett Research Fellow University of Manchester

Simulating Success: How to get automotive parts right the first time

Simulation technology is a powerful tool that has revolutionised the entire product development process, from article design to series production. It enables engineers and designers to identify technical risks and develop solutions suitable for series production long before an injection mould is built, and a real moulded part is produced. This article highlights the opportunities and risks of simulation as well as common mistakes in product development.

Simulations provide invaluable insight into the behaviour of thermoplastic materials at different stages of the manufacturing process. If a simulation calculation is implemented correctly, design errors can be minimised and the time to market for products can very often be greatly reduced. Simulations also help to avoid timeconsuming and cost-intensive changes in later development

Robert Held, group manager - Education Injection Moulding | Additive Manufacturing at SKZ explores how simulation software can advance product development in the automotive industry. By identifying potential issues early in the design process, simulations can save time and money as well as minimising the need for costly mould redesigns.

phases. It is said to have happened that no usable parts could be produced from an injection moulding tool and a completely new tool had to be built. However, it is essential that the calculations are carried out with the necessary expertise and care.

software often depends on the specific requirements of the project and the budget.

this stage. Material properties and pressure distribution or cooling behaviour in the tool are not considered with sufficient accuracy in this calculation phase. In this first phase, the feasibility of the design is only roughly checked.

Solutions integrated into CAD systems are also available for simple calculation tasks. Here, the article designer can often carry out the first optimisation towards a component design suitable for injection moulding. The design of wall thicknesses or the number and position of injection points are the dominant calculation objectives in this first phase. However, no further results can be expected here, as there is not yet sufficient information about the mould concept or the planned process control at

Time is a critical factor in product development. The pressure to get to market quickly can often lead to poorly developed decisions. A second, extended simulation is required as soon as the article has reached a largely mature design stage and a precise mould concept is already available. In this second phase, real material data is absolutely essential for the calculation. Very often, calculations are still made using outdated or inaccurate data that does not describe the material behaviour accurately enough. Bear in mind that in a simulation calculation, a large number of calculation results build on

There are a variety of sophisticated simulation software packages on the market, each with its own strengths and specialties. Although many of these packages deliver similar results, they differ in terms of user-friendliness, specialisation in certain processes and, of course, price. Choosing the right >

AUTOMOTIVE

each other and only minor deviations in the partial results can have a major impact on the overall result due to cumulation.

It is important that a team consisting of the article designer, mould designer and injection moulder, together with the simulator, take the time to carefully analyse the boundary conditions before the calculation and the results of the simulation after the calculation and ensure that they are realistic. This is where the simulator’s experience comes into play. The result of the calculation is only as good as the person sitting in front of the computer. Very often the mistake is made that the next project is already in progress long after the project has been completed and the simulators do not have time to compare the results of previous calculations with reality. This is the only way to live “lessons learned”.

A project can also fail if team members - from the

purchasing department to the mould maker to the plastics processor - are not working towards the same goal. Everyone has their own point of view and priorities, which can lead to conflicts and misunderstandings. Clear communication and jointly defined goals are crucial for success. Very often, a lot of time is lost because the goals and tasks have not been defined precisely enough and, for example, simulations, mould sampling or mould adaptations have to be carried out several times.

The “Champions League” of simulations deals with the prediction of shrinkage and warpage. These are decisive characteristics for the quality and precision of the end product and are often the cause of assembly problems or deviations from the product specification. Only a few mould makers can “bomb” an injection mould with negated calculation results in such a way that a component with a tendency to warp falls straight

out of the mould at the end. This requires a great deal of experience and absolutely error-free simulation. Many companies often overestimate their skills or underestimate the complexity of the entire process chain.

To summarise, it can be said that simulations are an indispensable tool in modern product development, beginning from the first article designs, the tooldesign and optimisation and process simulation. In each

“Simulations-Phase”, the results and prediction of the real part quality will be better and the risk of cost and timeconsuming tool changes/ optimisations after the tool is already built will be reduced. When carried out correctly, they offer the opportunity to optimise products, minimise risks and save costs and time. The correct use of simulation tools, clear communication between team members and careful selection of materials are crucial to the success of a project.

The World’s Leading Injection Moulding Machine Manufacturers

Borche’s UK facility, based in the West Midlands offers a wide range of Servo Technology Machines up to 6800ton clamping force which bring substantial energy savings. We have stock machines available for immediate delivery and an experienced team of UK service engineers, with spare parts ready for prompt delivery.

Expert of Intelligent Two-Platen IMM

Composite waste is projected to rise to a staggering 683,000 metric tonnes annually by 2050 in Europe alone which poses a challenge for the industry. With its diverse composition of glass fibres, additives and thermosetting resins, composite waste demands innovative solutions to mitigate its environmental impact.

As the composites industry wrestles with the complexities of sustainability, the importance of adhering to social responsibility standards grows more evident than ever. ISO 26000, developed by the International Organization for Standardization (ISO), provides an in-depth framework for organisations to assess and address their social, environmental, and ethical impacts. While traditionally associated with community involvement and ethical business conduct, ISO 26000 also offers valuable guidance

CEMENTING A SUSTAINABLE FUTURE with composite recycling

Kim Sjödahl, senior vice president for technology and sustainability at specialist composites manufacturer Exel Composites, explores the initiatives shaping the future of composites manufacturing.

for promoting sustainable practices throughout the product lifecycle.

In composites manufacturing, companies such as Exel Composites integrate ISO 26000 principles into their operations, emphasising transparency in material sourcing, stakeholder engagement, and environmental management. These principles extend beyond production processes

to include product endof-life considerations, including recycling and waste management.

Composite materials present a significant challenge for recycling initiatives due to their complex composition and structure. Composites vary in chemical compositions and physical properties, and consist of fibres, such as glass or carbon, embedded in a matrix, like

resin. This heterogeneity makes separation difficultespecially considering the strong bonding between the components - and risks material damage.

Moreover, unlike traditional materials such as metals, plastics, or paper, there is a lack of infrastructure and technology available for largescale composite recycling. Developing cost-effective and environmentally sustainable recycling methods for composites has remained a major hurdle. That is, however, until December 2020 when the Finnish Plastics Industries Federation, the Ministry of the Environment, Kuusakoski Oy, Finnsementti Oy and seven composite industry companies including Exel Composites, secured funding for an innovative initiative.

The KiMuRa project and cement production

The KiMuRa project spearheads the development

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of a circular economy model for composite products by implementing open-loop recycling techniques to transform composite waste into cement through co-processing. In collaboration with recycling experts, manufacturers supply glass fibre composite waste for processing. This co-processing method involves the shredding and crushing of the waste to break the composites down into more manageable pieces. Subsequently, the prepared composite waste is introduced into a cement kiln, where each constituent element of the glass contributes to the formation of cement clinker, an essential intermediary in cement production. Additionally, co-processing enables energy recovery, as the organic components in the resins generate heat energy during combustion, reducing the reliance on fossil fuels in cement kiln operations.

Cement clinker formation conventionally relies on two primary materials: limestone (calcium carbonate) and aluminium silicate clays like kaolinite. These materials undergo a chemical reaction to produce alite, the key component of cement clinker. In the coprocessing method, glass fibres serve as a replacement for both limestone and kaolinite. Glass fibre’s composition, which is approximately 50% silicon dioxide, up to 15% aluminium oxide, and 20% calcium oxide, makes it an effective alternative for both substrates in cement clinker production.

The incorporation of the resin component of the composite in cement production serves to substitute traditional fossil fuels like coal and coke, alongside other solid recovered fuels (SRF). The carbon and hydrogen composition of these elements gives a high calorific value, making them efficient fuels for industrial processes. During combustion, both the SRF and

composite resins undergo exothermic reactions, releasing heat that facilitates the high-temperature processes crucial for clinker formation in cement production.

The co-processing of composite waste offers significant environmental benefits. Firstly, it effectively addresses composite waste production by providing a step in the right direction towards a sustainable waste management solution, diverting it away from energy recovery solutions and/or landfills.

Importantly, unlike traditional waste incineration methods, co-processing generates no ash residue, further minimising environmental impact. Additionally, the mineralised components of the composite waste, such as glass fibre, serve as substitutes for traditional raw materials in cement manufacturing, reducing the need for mining and extraction operations. This conservation of natural resources helps reduce the environmental impact of cement production.

Challenges for the whole industry

Despite the strides made by the KiMuRa project, challenges remain. Currently, the entire Finnish composites industry produces about 2,000 tonnes of scrap annually, a fraction of the cement processing plant’s capacity, which stands at tens of times that amount. The processing plant eagerly accepts as much composite scrap and waste as possible; the limited supply hampers the project’s scale and effectiveness. Despite this, manufacturers still express concerns about the financial implications of participating in the initiative. The costs

“Unlike traditional waste incineration methods, co-processing generates no ash residue, further minimising environmental impact."

associated with transporting, crushing, and processing composite waste are increased compared to traditional waste management. To incentivise participation, the companies involved in the project so far have agreed that any company willing to join in this recycling route can do so without having to pay investments or the work done so far. This inclusive approach encompasses not only manufacturers but also any business generating composite waste during its production processes.

To help address this challenge, Business Finland has committed €1.4 million to support the industrial continuation of the project led by recycling company Kuusakoski. This initiative aims to construct an efficient composite crushing and shredding plant. With advanced technology and streamlined processes, this facility promises to alleviate the financial burden associated with preparing composite waste for co-processing. The new plant will consist of several covered conveyors, two shredders, a magnet for removing ferrous materials, and a dust control system. The dust control system also boasts its removal of produced fine dust by composite crushing. Increasing efficiency and reducing costs will enable more composite manufacturers to participate in the consortium, further advancing the goals of the KiMuRa project.

Composite waste in Europe is on a trajectory to reach 683,000 metric tonnes annually by 2050. Exel Composites, alongside industry leaders and partners, leads the charge in innovative recycling solutions. The KiMuRa project exemplifies this commitment, repurposing composite waste into valuable resources while reducing environmental impact. Despite challenges like limited scrap availability and cost concerns, the journey towards a traceless, zerolandfill future persists.

ON THE COVER

CREATING THE FUTURE: How ENGEL UK is Redefining Success in Plastics Manufacturing

In a business environment where structural integrity often goes unnoticed until problems arise, thoughtful organisational design becomes a silent but potent driver of success. Peter Drucker’s keen observation, “The most important thing in communication is hearing what isn’t said. The structure of a firm can often communicate more than its managers do,” perfectly encapsulates the recent strategic overhaul of sales operations at ENGEL UK. This transformation is not merely about personnel changes; it represents a profound rethinking of how sales are structured and executed to significantly enhance customer engagement and success.

Leadership Transition and Strategic Focus

With the departure of Nigel Baker, who retired as Managing Director at the end of March after six years of commendable service, ENGEL UK ushers in a new era under familiar leadership. Graeme Herlihy, who previously held the position for 16 years, returns to the role of Managing Director, in addition to his responsibilities as President of Europe, Middle East, and Africa. This dual role will see Graeme taking on a more strategic position compared to his previous tenure, with Sales Director, Wayne Ball becoming the more customer facing position within the business. Graeme’s focus will be on overarching company strategies and international operations, ensuring that Engel UK aligns with broader market trends and corporate objectives.

This shift underscores the vital role of the newly introduced Customer Success

Managers, who will now be the primary point of contact for ensuring customer satisfaction and successful integration of ENGEL products. Their technical expertise and direct interaction with customers are crucial in maintaining the high standards of service and support that ENGEL’s clients have come to expect, filling the gap as Graeme transitions to a more strategically focused role.

Strategic Goals and Vision

ENGEL UK, with its sterling reputation for excellent customer retention and success with large customer groups, particularly in delivering complex solutions for demanding applications, is now focusing on expanding its market penetration. “Our sales team are highly technical and are in their natural habitat when handling a highly complex enquiry from one of the big multinationals,” explained Graeme Herlihy, during a visit by BP&R.

Elevating Customer Success

Simultaneously, the role of Customer Success Manager has been created to take customer satisfaction to the next level. “This means that we take responsibility not only for installation and start-up but also to work with the customer to make sure that the equipment performs at least as well as expected in the moulding environment for which it was specified,” Graeme Herlihy added. Each new Customer Success Manager, with their hands-on technical or training background, is well-equipped to interact directly with shop floor personnel to iron out any technical or training issues and advise on appropriate aftersales solutions. This innovative role sets ENGEL UK apart, focusing not just on delivering products but ensuring their successful integration and operation at customer sites.

Enhancing Business Development

The introduction of new Business Development Managers is strategically aimed at improving market reach, especially among SMEs, to tap into more typical moulding applications. This move complements the customer-centric innovations by focusing on broadening ENGEL’s influence across different market segments, ensuring that all potential clients receive tailored, highquality service.

Anticipated Challenges and Strategies

Despite careful planning, ENGEL UK anticipates challenges with the new structure. “This new structure has been in the planning phase now for more than a year. We defined a transition

IMAGE FROM LEFT TO RIGHT:

Team North: Tom O’Brien | Tom Pye | Robin Hornsby

Team Central: Jon Busby | Dan Pyne | Darren Herron

Team South: Chris Stafford | Pete Walters | Kevin Sumner

phase from 1st January to 1st April this year where we managed the handover of responsibilities. Training is now completed, and we are fully operating within the new structure,” detailed Wayne Ball, Sales Director at ENGEL UK.

A notable challenge is ensuring seamless collaboration between Sales Managers and Customer Success Managers during project handovers to avoid operational inefficiencies.

“However, simply tossing the project over the fence is not enough, and there will need to be some collaboration necessary to ensure success,” he noted, acknowledging the need for ongoing adjustments and responsiveness to emerging needs.

Customer Feedback and Direct Benefits

ENGEL UK’s redesign was catalysed by poignant customer feedback that highlighted potential areas of neglect for smaller customers due to the company’s focus on large, complex accounts. “A few years ago, a moulder told me that ENGEL was not the right partner for his company...I have remembered the comment. I have been looking for a

Front: Graeme Herlihy Wayne Ball

solution that would make sure we have the resources and mindset to routinely and systematically service the whole market,” revealed Graeme Herlihy. This candid feedback was a critical driver for the structural re-evaluation, leading to a setup that ensures every segment of the market feels valued and supported.

Looking Ahead

With these changes, ENGEL UK is setting new standards in the industry for customer engagement and support. The restructuring not only anticipates the future needs of the plastics manufacturing sector but also places ENGEL UK at a strategic advantage, ready to face the challenges of a dynamic market with a robust, customer-centric approach. As ENGEL UK continues to redefine its approach to sales and customer relationship management, it sends a clear message that in the intricate dance of business success, the often silent and unnoticed structure of a company speaks volumes.

Peter Drucker, whose insights kicked off this article, also famously said, “The best way to predict the future is to

create it.” By implementing a forwardthinking sales structure, ENGEL UK is doing exactly that—crafting a future where it continues to lead and innovate in the plastics manufacturing industry, ensuring that it remains at the forefront of customer satisfaction and technological advancement.

TEAM NORTH: Led by Robin Hornsby, Regional Sales Manager & Business Unit Automotive is complemented by Tom O’Brien, Business Development Manager, and the customer-focused expertise of Tom Pye, Customer Success Manager.

TEAM CENTRAL: Darren Herron takes the helm as the Regional Sales Manager & Business Unit Packaging. He works alongside Jon Busby, Business Development Manager, with Daniel Pyne enriching the team with his role as Customer Success Manager.

TEAM SOUTH: Chris Stafford, Regional Sales Manager & Business Unit Medical is supported by Kevin Sumner, Business Development Manager. Pete Walters completes this trio, bringing in his experience as the Customer Success Manager.

MEET THE EXPERTS

Who are you and what do you do?

Sumitomo (SHI) Demag UK Ltd has a long and proud history in the UK plastics sector. Incorporated in 1974 as Demag Hamilton, 2024 sees the company celebrating its Golden Jubilee in September of this year. In the company’s 50-year existence, from the early days of being part of the Mannesmann group, the Demag name has remained synonymous with quality, reliability and performance, and its current range of machines, enjoying the clear benefits of in-house design and manufacturing of its Sumitomo drive technology continues to reinforce that message.

What key benefits can customers expect when they partner with your company?

Sumitomo (SHI) Demag UK has a track record of delivering products to cope with everything from a basic moulding process to complex systems comprising multi-component moulding with complex automation & handling systems. The parent company, based out of two production facilities in Germany, delivers

Sumitomo (SHI) Demag UK Ltd

DAVE RAINE, managing director

both standardised and bespoke systems, with dedicated Business Unit teams to support customers in Automotive, Medical, Packaging, and Consumer production spheres. Their commitment to the fully-electric concept for all these sectors (including the new PAC-E all-electric packaging machine, capable of running sub 2-second cycles) is a clear demonstration of their commitment to deliver the most efficient machines possible to the market.

How has your company adapted to meet the evolving demands of the plastics industry?

The current climate demands an agile approach to supplying production systems & equipment. At Sumitomo (SHI) Demag, we have recognised this and have committed to a three-pronged

approach to the market. Firstly, a standard specification stocking policy in the UK, and also in Germany, of their flagship Intelect2 machines allows customers access to fast delivery machines, with local customisation facilities in the UK and Ireland able to modify these machines to customer specification within a matter of weeks. Secondly, the company remains steadfastly committed to its delivery of high quality specialised solutions straight from European production facilities, with complete engagement from both the UK and German teams ensuring the best possible customer experience. Finally, sometimes looking to the past can help point out the way forward – the re-launch of the German built EXTRA range of the Intelect machine has been a welcome return –as one of our most successful machine ranges, the Extra is, as last time, aimed at providing the performance and quality associated with the brand name, but at a more accessible price.

Who are you and what do you do?

Summit Systems solidified its position in Plastics Ancillary Equipment & Services, with an elite team of engineers dedicated to delivering highly efficient manufacturing solutions to the plastics industry. With access to premium products from around the world, Summit Systems provides technical solutions specifically designed to address the intricacies of plastic automation problems. We pride ourselves on being available 24/7, ensuring peace of mind for our clients. We provide the most up-to-date technical solutions that delight project leaders and exceed all expectations.

Summit Systems collaborates closely with our suppliers, delivering outstanding results through commitment, dedication, and trust. We are trusted to provide topquality equipment, backed by our longstanding guarantee: if it’s not right, we will promptly rectify it at no cost.

What key benefits can customers expect when they partner with your company?

For 35 years, Summit Systems has been

Summit Systems

MEGHAN JORDAN, events & marketing professional

at the forefront of the industry, forging partnerships, and embracing emerging technologies to drive industry progress. With a focus on innovation, reliability, and customer satisfaction, we’ve built lasting partnerships based on mutual respect and shared success. Offering complete turnkey solutions, including closedloop systems in plastics and cooling, we ensure strong market presence, reliability, and high return on investment. Additionally, our comprehensive solutions, including project management, address industry-specific challenges, further benefitting our customers.

market and has partnered with Italian manufacturer AMUT to bring their world-class range of Extrusion Lines and Recycling Plants to the region. These solutions are engineered to deliver unparalleled performance, efficiency, and sustainability, aligning perfectly with Summit Systems’ principles of providing top-quality, customer-centric solutions.

Whether it’s extrusion lines for producing high-quality plastic products or advanced recycling plants for sustainable waste management, AMUT’s offerings are poised to transform the way plastics are manufactured and recycled.

It is not just the quality of the AMUT range that sets them apart, but also their commitment to innovation and environmental responsibility.

How has your company adapted to meet the evolving demands of the plastics industry?

Summit Systems has always been close to the plastics recycling and extrusion

By combining AMUT’s world-renowned products with Summit Systems’ expertise and customer-focused approach, this partnership offers customers a truly unbeatable solution, ultimately driving positive change in the plastics industry.

MEET THE EXPERTS

Who are you and what do you do?

Matrix Plastics is a colour compound and masterbatch service provider based in Slough, Berkshire. With over 30 years of experience, the Matrix Plastics team of highly knowledgeable staff delivers not only quality products, but also outstanding customer service. Value-added services complete Matrix’s offering, supporting customers with full-circle solutions from analysis and blending, to repacking and custom packaging options. The dedicated colour development team are specialists in all market sectors, including the cosmetics and personal care, food packaging, automotive and medical markets and can perform on-site colour matching within an hour.

Matrix Medical Materials, a subsidiary of Matrix Plastics, was established in response to the stringent demands from the Covid-19 pandemic. Today, Matrix Medical Materials is the only ISO 13485:2016 certified cleanroom extrusion facility in the UK, providing colour compounding and masterbatch

Matrix Plastics

RICHARD HOARE, commercial manager

services to the medical industry.

Matrix Medical Materials provides customers with absolute peace of mind when it comes to compliance and change control, which is imperative in the medical sector.

What key benefits can customers expect when they partner with your company?

Our customer service and service offering are both key benefits for customers when partnering with Matrix. From a 1-hour ‘while you wait’ colour matching to extensive R&D facilities, our full-circle and beyond solution offering supports customers throughout every step of their development and manufacturing journey.

Matrix Plastics offers customers a unique research and development program that supports the most innovative plastic project requirements

using high-performance equipment. This includes material selection, modified formulations, additives and innovative colours, along with the capability to offer cleanroom injection moulding and laser marking.

How has your company adapted to meet the evolving demands of the plastics industry?

Matrix Plastics is a company that recognises the importance of investing to better service customers in response to the evolution of the plastics industry. Whether that’s related to service offering, such as our recent investment in the N-Lase Desktop Pro for on-site laser marking services or related to the way we run our business, such as our ongoing investments into our sustainability practices, we’re committed to the ongoing investment and improvements to all of our activities across our business for the benefit of our customer and the wider industry.

Bole Machinery UK becomes a subsidiary of Bole Europe Technology

In 2015, the UK was still a member of the European Union and a global pandemic was only feared in the movies. No one imagined that in a few years we would be reading reports of a full-scale war in Europe, yet in those times, the first injection moulding machine from Bole - an established injection moulding machine manufacturerappeared on the UK market.

Established in 1998, Bole Intelligent Machinery Co. Ltd is a relatively young player in the injection moulding machine market. However, the company is now recognised as one of China’s major manufacturers of this type of equipment. As early as 2002, the production line of the first 1,000-tonne injection moulding machine, developed using proprietary intellectual property rights, was set up.

In the years that followed, the company continued to research and develop new technologies and product improvements. In 2005, the first series of super energy-efficient servo injection moulding machines was developed and put into production. In 2007,

the construction of a 90,000 m2 industrial park began and a production hall was set up, where research and production of the EK series machines - central clamping toggle injection moulding machines (patented in China in 2011) - began. The production of small and medium-sized injection moulding machines of this series was successfully launched. Then, in 2010, the EK series of super-energy-efficient third-generation servo-hydraulic injection moulding machines were introduced.

Nine years later, BOLE Europe Technology Co. Ltd, was established in Poland which is responsible for sales and service of the machines throughout Europe. All the while, the UK branch of Bole was working steadily, increasing brand recognition in the local market.

As Hardeep Khera, responsible for the UK market, recalls: “The

BPF holds Lego HQ tour

In April 2024, the British Plastics Federation (BPF) held a tour to the Lego Factory in Billund, Denmark. Sponsored by Summit Systems, the event sold out within a few days of being announced and over 30 BPF members attended.

Tour attendees were treated to nearly four hours of presentations from the Lego team, which provided insights on a broad range of topics including:

• Recycling and Re-use

• Industry 4.0 / Digitalisation in Production

• LEAN & Housekeeping disciplines

• Training & Development

There was also a presentation from Danish Plastics Federation CEO Thomas Drustrup on the overarching strategy of the Danish Plastics Federation.

Mike Jordan, managing director of the event sponsor, Summit Systems, said: “Summit Systems loved sponsoring this event as we knew it would give some UK plastics manufacturers

an insight into world-class manufacturing on a big scale and we were not disappointed.”

BPF director general Philip Law stated: “The BPF is uniquely placed to organise tours like this. The BPF’s size of almost 600 members helps us capture the attention of large enterprises, who can be assured of a professional interchange. We learnt a lot and the visit really helped inform the work BPF is currently applying to productivity and sustainability.

Law added: “Also, as well as seeing Lego at work, it was a great opportunity for the

UK is a difficult market, but thanks to our work we have become an established player, as exemplified. For example, at Interplas 2023 in Birmingham, our impressive stand attracted a lot of interest where we demonstrated how well the new all-electric FE-A 230 tonne series injection moulding machine works. Initially, the UK branch acted as an agent and now we have evolved into the Bole branch through our joint work and understanding.”

And indeed, in February this year, Bole Machinery UK became part of Bole Europe Technology. “This demonstrates how much importance we place on the UK market,” Khera continued. “The entry of Bole Machinery UK into the direct structure of Bole Europe Technology will result in many benefits for the UK market.

The incorporation of Bole Machinery UK is the next step for Bole Europe Technology in building its European strategy. Discussions are currently being finalised which will result in the establishment of a company in Germany in the near future. The activities above and the successive expansion of the agent network are significantly increasing the presence of the Bole brand in the European market.

members to network amongst themselves and I’m pretty sure that many new contacts were made and friendships forged. Particularly post-Brexit, I’ve noticed that companies are much more willing to share experiences, partly a reaction to the isolationism imposed by Covid, partly a renewed recognition that we are all part of a UK plc and sink or swim together.”

The branding may have changed, but WSM INDUSTRIES continues to deliver unrivalled standards across a complete in-house service that’s accredited by major industry bodies.

GLOBAL TOOL MAKER AND INJECTION MOULDER NEW NAME. NEW LOOK. SAME EXCEPTIONAL WSM QUALITY.

@POLYMERMAN ON PRICES

Theeconomicrealitiesofusingnatural gasasafeedstockforpolyolefins

BP&R’s resin pricing guru Mike Boswell (aka Polymerman) writes.

The cost differential between using gas rather than oil is having significant implications for both polyethylene and polypropylene production here in Europe.

To compare the relative cost of natural gas and crude oil, it is necessary to use the same units of measure:

Brent Crude Oil: Prices for crude oil are quoted in terms of price per barrel. The energy content of crude oil can be expressed in terms of British thermal units (BTUs) or joules.

1 barrel of Brent crude oil contains approximately 5.8 million British thermal units (MMBtu) of energy.

Natural Gas: Prices for natural gas are typically quoted in terms of price per million British thermal units (MMBtu).

Using typical current prices for Natural Gas Futures, Brent Crude Oil Futures and £ : $ exchange rate, the following comparison can be made:

Not only is Brent Crude Oil-derived energy/feedstock over 7 times more expensive than Natural Gas-derived energy/feedstock, but it should also be noted that each tonne of polymer produced requires somewhere in the order of another 0.75 – 1.25 tonnes of energy in the production process.

Q. So why don’t European polymer producers just switch to natural gas feedstock?

A. Some producers, including Ineos, Sabic and Borealis have already done so, where their manufacturing assets are accessible from the sea, and where crackers that convert the feedstock into monomers are engineered to run gas rather than liquid (Naphtha feedstock*).

A. The shipment of natural gas either requires pipelines, or the ability to liquefy the natural gas (LNG) and ship it in specialist vessels. Since the Russian invasion of Ukraine, including the subsequent decommissioning of the Nord Stream gas pipelines, demand for LNG has outstripped supply and so availability is extremely constrained.

*Naphtha is a derivative from the crude oil refining process which is typically priced at a small premium over crude oil.

Evidence of the relative cost differential has come in the form of various European polyolefin plants being shuttered, such as the recently announced ExxonMobil closure of its French petrochemical site in Gravenchon, including PE and PP polymerisation facilities. It is already evident that US origin material, even after accounting for logistics costs and import duties, can compete in the European market based upon the feedstock cost advantage coming from shale gas, and no doubt ExxonMobil will substitute US origin materials to maintain its sales here in Europe.

The less evident consequence of the move from Naphtha to Natural Gas feedstocks is on the price and availability of monomers other than ethylene, because Natural Gas cracking to produce ethylene produces significantly less in terms of coproducts including propylene.

Whilst the economics of polyethylene are impossible to ignore, the consequences for other polymers need to be carefully considered. The next @polymerman will look at on-purpose monomer production.

Who is ‘Polymerman’?

Mike Boswell is Managing Director of UK materials distributor, Plastribution, as well as the Chairman of the British Plastic Federation’s Polymer Compounders and Distributors Group and its ‘BREXIT Committee’. ‘Polymerman’ is the title used for announcements made via his Twitter account. This column is compiled using data from PIE (Plastics Information Europe) www.plastribution.co.uk | www.pieweb.com

Brent Crude Natural Gas

Q&A

GLOBAL REACH WITH A LOCAL TOUCH: HI-TECH’S RECIPE FOR SUCCESS

Hi-Tech Automation is a well-established and growing company in the field of automation, serving as a valuable link between moulding machine manufacturers, robot suppliers and endusers, helping mainly plastic producers improve their efficiency, quality and fill the labour shortage gap.

For nearly thirty years, Hi-Tech automation has serviced the needs of customers who want to invest in practical automation with a very strong return on investment. The business believes a broad and open approach to automation allows it to focus on flexible solutions rather than selling a specific product. The company’s experience is predominantly “Press Side Automation”, secondary operations relating to part removal, insert loading, vision inspection, finishing and packing. Finding innovative, cost-effective solutions using the latest technology to improve efficiency, reduce build time, cost and maximise OEE.

What is Hi-Tech Automation’s core business model?

Our core business has been slowly increasing from a relatively low base in medical device manufacture some ten years ago. We diversified

In this interview, Mandy O’Brien caught up with Gary Probert, director of Hi-Tech Automation, to explore its core business model, and how a recent transition to an Employee Ownership Trust model is shaping its company culture.

into other areas of plastics manufacturing and medical device automation that require a different approach due to detailed validation documentation from URS to FDS, FAT and other technical documentation. This is a shift in direction that is helped by other parts of the business such as design and controls engineering that already produce complex documentation.

We find that the most successful automation companies historically serve their home markets which is exactly what Hi-Tech

Automation did from the outset. We have however found that over the years exporting to the rest of the world has been customerdriven and has happened organically. 2023 saw a rise in exports to North America and Ireland, contributing to 39% of our sales. The “Digital Revolution” has allowed us to have “Machine to Machine” communication through web-based firewalls allowing us 24/7 access to equipment regardless of its geo-location. Customers can have programme, HMI or PLC changes that have been tested offline immediately

loaded to a machine, we can assist with any level of fault finding or support remotely in real-time.

Our USP would be the level of integration, ease of use and error recovery applied to our applications. Plastic components can vary due to materials and processes so being able to start and recover a complex system quickly is something we are good at.

We are increasingly using industrial six-axis robots to communicate with the moulding machine, cavity pressure monitoring systems, vision and pass this data onto the customers’ QMS (Quality Management System). The Moulding machine can report a complete reject shot but the robot can isolate a particular cavity to reject when the process is validated, isolate

Exhibit with us

Interplas will be back in 2026, bringing with it the opportunity for you to experience the UK’s largest plastics industry exhibition showcasing the full spectrum of plastics processing machinery, materials, so ware, services and ancillaries in one place.

It’s also the only plastics event in the UK where visitors can see working machinery LIVE on the show floor and where they’ll come to compare, contrast and buy.

With an expected 12,000+ attendees across the three-day event, as well as new features and an expanded floorplan, now is the time to position yourself as a company that can o er solutions, showcase innovation and o er expertise to an audience known for its quality and purchasing power.

Q&A

continued

individual cavities rejected by the Cavity pressure monitoring system, look for black spots through vision and collate all rejects with a simple visual representation of the OEE (Overall Equipment Effectiveness). This would have required third-party industrial software and a PC only a few years ago but simple Ethernet connections allow the sharing of data for viewing on a low-cost HMI. This added value is relatively simple to add and can’t generally be achieved with simpler cartesian robots commonly used for pick and place. We have applications where the industrial robot is communicating directly with the moulding machine, monitoring the Hot Runner Temperature, measuring flow to the mould tool circuits using flow and RTD (Resistance Temperature Sensors), interfacing with Temperature control units using ethernet or standard RS485 wired networks. This allows the robot to parameterise the machine ancillaries to ensure process control is within set limits and alarm if the machine or ancillaries are out of range sometimes due to operator input.

Could you tell us more about Hi Tech’s Employee-Owned status?

Succession planning and retirement, even if it is well over the horizon is something every business owner thinks long and hard about, long term planning is important for any company to succeed. HiTech is now a well-established business with strong IP, industry experience and a good customer base. Building the company from the ground up, Gary Probert and Ricky Thompson continued success for the business well into the future so that the talented individuals employed with the company can in turn be part of it. We want our customers

to know that the company’s future is secure and that our employees are part of the journey and will ultimately benefit from everyone’s success. The ethos of the business will continue through a collective understanding that we are all in it together.

Hi-Tech transitioned into an “Employee Ownership Trust”, or “EOT”, in January 2023. This type of model enables equal ownership of the business for all employees through the Trust. We have three additional directors, all of whom are also employees who sit on the Trust’s board of directors.

Gary Probert and Rick Thompson, co-directors of Hi-Tech Automation Ltd still run the company day to day as previously, but major shareholding decisions are made by consensus with the other three Trust directors. This inclusivity is viewed very positively by employees. The main difference for Gary Probert is: “We have signposted the long-term

future of the company for those who wish to take part in its future success. Staff retention is no longer something we worry about, we have reduced the company’s employee average age and have recruited two new talented engineers.”

In January 2024 on the anniversary of our first year as an “EOT” the five Trust directors paid a substantial tax-free bonus to all employees as is allowed by HMRC. The funding of capital equipment such as enhanced server management, a new, high-performance electric fork truck and a laser welding

“We want our customers to know that the company's future is secure and that our employees are part of the journey and will ultimately benefit from everyone's success."

machine have all been possible as the profit of the business is re-invested in a way that isn’t normally the case with a shareholder model.

The promises and assurances that the company will be owned and run for the exclusive benefit of the employees finally came to fruition.

What do you hope to achieve from exhibiting at Interplas 2026?

We do not sell a simple commodity that can be marketed heavily and sold in multiples. Our sales window is what we do, the quality of the workmanship and the ingenuity of our solutions.

An exhibition is the ideal place to present innovation. Our orders typically come from customers who have known us for some time and where a relationship of trust has developed. To have customers visit you in one place, benchmark what we do against all of the other exhibitors and discuss future plans is a real highlight. Interplas 2023 was great for us and our partners, the after-show entertainment was also greatly appreciated and was well attended giving an additional networking opportunity. I hope the same for Interplas 2026.

COLUMN

Dave Raine

Insights from the Irish Polymer Conference

Yesterday I had the pleasure of attending the Irish Polymer Group annual conference in Athlone. This meeting, having run for something like 30 years, under various names and guises, continues to be both a wellattended and well-run event, and this year saw record numbers posted, which is a positive and pleasing sign.

There were several papers and presentations delivered, and a debate in the afternoon produced some thought-provoking comments from both the panel and also the audience, and the opening presentation from Declan O’Rourke on start-up challenges and what new businesses may encounter in the short to medium-term in Ireland was a particularly inspiring piece. However, from my point of view, three key messages stood out from the whole day.

The first was a very informative paper by Donough McGrath of JJVC, in which he outlined a research-based approach to mathematically determining acceptable levels of recyclate that can be introduced at source to virgin feedstock in medical device packaging. Whilst this sounds very specific and targeted to a focussed area of plastics manufacturing, Donough outlined how this model could be used by any processor to determine the optimum levels of re-introduction of regrind into the process, and whilst this clearly has its roots

in the avoidance of packaging taxation, its implications reach far beyond this, and seek to make processors more competitive and efficient.

Secondly, there were several presentations from various bodies such as Technical University Shannon, all based around support networks and clusters. The innovative nature of these products and offerings should be seen as a real positive for the industry and expanded upon. In almost all cases, messages and papers from the conference, including both those delivered by Declan & Donough had a singular message – teams and support are essential in every aspect of business, and building the best team outweighs (in most cases) building an impressive facility.

Finally, one aspect of the conference was both worrying and possibly, missed by many. TUS has reported for the first time in many years that its number of graduate intakes is down. Ireland has been a hotbed of the plastics industry in Europe, and the academic centres have enjoyed a consistent and highquality stream of individuals wanting to work in the polymer industry, but clearly, something has changed. Whilst I leave it up to the reader to speculate what this or these causes may be, my personal feeling is we are seeing the beginnings of a change in the image of this industry having a visible and damaging effect, and this needs to be addressed.

Dave Raine Chairman, PMMDA

COLUMN

Philip Law

BPF’s Philip Law reports the success of Chinaplas 2024 and underlines the importance of establishing strong relationships with China in the plastics sector.

Chinaplas 2024 smashes records

BPF has just returned from a great showing at Chinaplas which took place on 23-26 April 2024 in Shanghai, China. It attracted a record-breaking 321,879 visitors and thereby becoming the first plastics show to ever attract over 300,000 visitors. The setting was the Shanghai National Exhibition & Conference Center, which are the largest trade show halls in the world (the second largest being the Shenzhen halls, where Chinaplas 2025 will take place).

It was the first time the show had taken place in Shanghai since 2018 (due to the pandemic) and the four-day show occupied all 15 halls and had a total exhibition area of over 380,000 sqm (a 12% increase since the last show in Shanghai). It featured 4,420 exhibitors whilst the last show in 2023 featured 3,900 exhibitors.

At the show, the BPF organised the British Pavilion, which was one of nine international pavilions at the exhibition. Our stand featured B&M Longworth, Biocote, Ceramix, Fraser AntiStatic Techniques, Hosokwa Micron, Meech International, MSA Engineering , Nextool and Rapidflame - many of them veteran exporters to China.

Alongside the exhibition, the BPF also ran a mission of eleven companies sponsored by TorFX. At the show, the BPF distributed its BPF UK Plastics Industry Directory listing not only the UK exhibitors and the mission

delegates but all BPF members.

I spoke at a seminar organised by UK government’s DBT on the show’s first day, ‘Green Plastics: Mobilising the Industry Towards the Circular Economy’. In this, I highlighted the UK industry’s innovation capacity and the experience of BPF members. I also demonstrated how Chinese companies can access the UK industry through the BPF via the online Industry Directory, BPF events and publications. My belief is that China itself is best accessed through personal relationships which have developed year on year over a long period of time. BPF itself first exhibited at Chinaplas in 1983 and has been a consistent exhibitor since then. Over time, we have developed a strong relationship with Adsale, the organisers of Chinaplas, and this has certainly helped us to punch above our weight.

Although the Chinese domestic market is currently subdued,

China continues to be both the world’s biggest producer and consumer of polymers. China’s exports of raw materials are growing year on year and according to the China National Chemical Information Centre, the ‘average annual export growth rate was as high as 72.8%, of which PP and PVC achieved record growth’. Around one-third of all polymers produced globally originate from China.

China is also the world’s biggest producer of machinery for plastics processing. According to the China Plastics Machinery Industry Association, in 2023 China exported US$7.4bn of plastics machinery - an annual increase of 8%. Injection moulding machinery was the biggest percentage with US$1.7bn being exported - up 7% on the year before. In addition, the export of extruders, blow moulding machines and plastics calendaring machines were also hitting record-high annual growth.

Ignore China at your peril!

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Photo: David Andrews