How Alwayse Engineering is redefining material handling

Few companies can claim to be the global reference point for a component that’s largely invisible to the everyday eye. Yet Alwayse Engineering, a British manufacturer headquartered in Birmingham, has done exactly that for 85 years. The company specialises in ball transfer units, a deceptively simple device that enables frictionless, omnidirectional movement. But as Managing Director Claire Umney explained, there’s far more going on beneath the surface. James Devonshire reports…

Founded in 1939 and still operating from its original base in Aston, Alwayse has carved out a unique niche in the world of material handling. Its ball transfer units – load-bearing spheres supported by smaller bearings – are used in applications as diverse as air cargo terminals, e-commerce packing stations, industrial machinery, coffee machines and even robotics.

“What we are experts in,” Claire explained, “is designing and manufacturing units of all sizes, but also engineering the wider solutions into which those units are implemented. We’re about solving real-world movement challenges – often in tight spaces, heavy-load applications or high-frequency use cases.”

The company offers products ranging from miniature units no larger than a fingernail, to heavy-duty versions capable of supporting ten tonnes each. These can be mounted in various ways and are usually used in sets, allowing significant weight distribution and smooth movement across surfaces.

What makes Alwayse truly distinctive is that the company designs, manufactures and quality-tests every product in-house. “We own our product from end-to-end,” Claire said. “That control over the process means the knowledge and experience we’ve built up over decades goes directly into our solutions.”

Applied ingenuity

Alwayse’s reputation for quality and reliability has made it a go-to supplier for clients with unusual or complex movement problems. Some of these, Claire hinted, are still in sensitive prototype phases. But she shared several examples that illustrate the company’s knack for lateral thinking.

One particularly striking application can be found beneath London’s Millennium Bridge. When the structure first opened in 2000, it made headlines for an unexpected ‘wobble’ that left pedestrians feeling queasy. Alwayse was brought in to help stabilise the bridge’s motion. The solution involved custom-designed ball transfer units – each capable of supporting ten tonnes – engineered specifically for this high-load, precision application.

Other unconventional uses include the handling of pipes within pipes for subsea operations, and even a mobility aid designed for a turtle that lost a leg – a testament to the adaptability of the technology and the creative thinking of the team.

This ability to blend off-the-shelf capability with bespoke problem-solving has made Alwayse a quiet powerhouse in the world of engineering. “We’re often approached not just because we have a range of products, but because we’re willing and able to design something completely new if that’s what the challenge requires,” said Claire.

Proudly British, globally present

Despite its strong local roots, Alwayse is truly global in its reach. The company exports to over 70 countries, and its units are used by manufacturers and infrastructure operators around the world. It’s a powerful reminder that British engineering still carries considerable weight in global supply chains – particularly when quality and reliability are non-negotiable.

“We’re very proud to wave the flag for British manufacturing,” said Claire. “And we’re equally proud that our products are known and trusted internationally.”

That trust is supported not just by product performance, but by the company’s end-to-end control of design and production. This vertically integrated model enables Alwayse to maintain rigorous quality standards, respond quickly to bespoke requests and offer long-term value to its customers.

As part of its international growth plans, the company is currently working closely with the Department for Business and Trade and the Birmingham Chamber of Commerce to identify and expand into new overseas markets – a process that involves not just exporting products, but also exporting confidence in British engineering capability.

Engineering a culture of engagement

While Alwayse is known for mechanical precision, its internal culture is anything but cold or clinical. In fact, one of the most noticeable aspects of the company – particularly to visitors to its website or social media channels – is its people-first ethos.

Updates on staff promotions, new joiners and apprenticeships feature prominently, and that’s by design. “I’m a firm believer that a business is made by the people within it,” Claire added. “So creating a culture where people feel valued, motivated and able to bring their creativity to work is absolutely central to our success.”

That culture has paid off. The company enjoys exceptionally high staff retention and prides itself on fostering an environment where energy and innovation are encouraged. Claire views internal recognition as important, but external visibility is just as crucial – particularly in attracting new talent.

“People want to work with people,” she said. “When potential recruits or customers see that we’re a business with a human face – one that invests in and celebrates its team – it sends a strong message about who we are.”

Birmingham-headquartered Alwayse has been in business since 1939

Building the pipeline: skills and inclusion

Like many in the sector, Alwayse is acutely aware of the need to build a pipeline of future talent. The company actively participates in outreach programmes such as Make UK’s National Manufacturing Day and works with local schools to introduce students to engineering through hands-on experiences.

These aren’t token gestures. Students who visit Alwayse get a full-day immersion into various departments – from CAD design to CNC machining to international sales. They leave not only with insights, but often with a keyring they’ve made themselves on the shop floor. The company also supports A-level students with part-time work placements and welcomes children or grandchildren of employees for summer jobs, ensuring manufacturing stays visible and accessible.

For Claire, visibility is particularly important when it comes to gender diversity. As a senior female leader in a traditionally male-dominated sector, she is candid about both the challenges and opportunities of improving representation.

“Throughout my career – starting in logistics in the 1990s – I was often the only woman in the room,” she reflected. “I had some great role models, many of them men, but we still need more visible women in engineering.”

Her solution? Start early. “We need to reach girls before they make their post-GCSE decisions and show them all the different ways they can enter engineering – apprenticeships, A-levels, vocational courses and degrees. But they have to choose it first, and that comes through exposure and encouragement.”

Claire also emphasised the importance of showcasing female engineers during open days and school visits, so girls can picture themselves in similar roles. “I ask for a 50/50 gender split when we host students, and I make sure our female engineers are visible during the visit,” she said.

Responding to the Industrial Strategy

The recent launch of the UK government’s new Industrial Strategy was another area where Claire had clear views. While she welcomed the document as a longoverdue framework, she felt it needed more targeted support for SMEs.

“Over 90% of British manufacturers are SMEs,” she pointed out. “So while the strategy addressed many important themes – skills, innovation, investment and regional decision-making – I’d like to see more depth in how it will support companies like ours.”

She praised the paper’s optimistic tone and emphasis on public-private collaboration but noted that its impact would depend entirely on implementation. “You don’t just write a strategy and file it away. You have to act on it – and make sure the SME community is part of that action.”

Smart manufacturing and the path ahead

Earlier this year, Claire chaired a roundtable discussion on automation and AI at Manufacturing Digitalisation Summit, part of Smart Manufacturing Week. Her key takeaway? SMEs are engaged and curious but need more support to implement these technologies meaningfully.

“There’s a real appetite to adopt digital tools, especially AI,” she said. “But there’s also uncertainty around how to start, what the risks are and how to fund it. Events like the summit are great for knowledge-sharing and networking, but we need to keep that momentum going.”

As for what’s next at Alwayse, the company is maintaining a multi-channel growth strategy. This includes launching new products, exploring new international markets, recruiting apprentices and partnering with Aston University on a Knowledge Transfer Partnership (KTP) project. In Claire’s view, agility and diversification are now essential for manufacturers seeking sustainable growth.

“Being a British manufacturer isn’t easy – it takes resilience, innovation and a strong sense of purpose,” she said. “But it’s also incredibly rewarding. There’s absolutely still a place for us on the world stage.”