Technology 22

SME manufacturers can access these services free of charge and do not need to be paid members of the Smart Manufacturing Alliance’s network.

Bob Hart, Programme Director of the Smart Manufacturing Alliance said, “We’re delighted to have helped 9Barista take the next step in their digitalisation. The team were very open to the feedback in the ACMI 4.0 assessment and have a huge amount of enthusiasm for new technologies.

“Industry 4.0 can seem a daunting prospect for SME manufacturers, but our ACMI 4.0 programme helps break down that decision-making process. Our team can help a business identify which technologies could make the biggest difference to performance, and what else the business needs to consider, like training and data collection, before installing new technologies.” Will Playford, CEO of 9Barista, added, “The ACMI 4.0 team gave us some excellent suggestions on how we could improve our workflow and performance, and thanks to this grant, we can really ramp up our production!

“Ever since the ACMI 4.0 assessment we’ve been fired up about making changes to our business. The whole team is very excited about bringing cobots into our operations and the opportunities they’ll have to develop their high-tech manufacturing skills.

“Moving to a single piece flow will help us develop our company culture around process excellence. Our industrial automation will also help us continue to attract ambitious staff who want to develop an exciting career at the forefront of tech.”

Find out more at sma-uk.co.uk/acmi-4-0.

The 9Barista team Rodrigo Alturas, William Playford, Andrew Flynn and William Thwaites are pictured with Jaz Dorcheh, from the Smart Manufacturing Alliance (second from right).

Toby Mills, founder and CEO of Newmarket-based supply chain visibility pioneer Entopy, explains how data mesh technology is offering a new route to avoid supply chain disruption.

Businesses with optimal supply chains can halve their inventory holdings, reduce their supply chain costs by 15% and triple the speed of their cash-to-cash cycle, research suggests. Yet global supply chain disruption is worse than ever in the wake of the pandemic.

Part of the problem is that the much-hyped Internet of Things (IoT) has not lived up to its promise of revolutionising supply chain logistics and management. More than 10 billion IoT devices around the world are constantly adding data to already overflowing data stores. Yet global supply chain disruption persists.

This is because the disruption is not caused by a lack of data – which is why more IoT is not the answer. The real answer lies in creating effective connections between numerous stakeholders performing a range of functions, across multiple enterprise platforms and in different jurisdictions.

End-to-end visibility is crucial to improve supply chain performance. But the biggest hurdle is that each stakeholder is a separate entity operating independently. It is comparatively simple to digitise a factory – with everything under one roof and controlled by one organisation. But an entire global supply chain is a very different matter.

Mobile devices are often seen as a potential solution when fixed infrastructure is too expensive or impractical. But they are also expensive, as well as costly to maintain. So, although they could offer truly remote monitoring, they would have to be retrieved after use – which significantly limits their use.

As a result, although there is no shortage of data, it is fragmented across a variety of siloed systems, each owned, operated and controlled by different independent organisations.

To unlock the benefits, the data needs to be captured and combined, while maintaining privacy between the respective organisations – and very different

data needs to be brought together in a way that can deliver the coherent visibility required.

New data mesh technology has now provided the breakthrough. Data mesh is based on distributed architecture for analytical data management and enables end users to easily access and query data where it lives – without first transporting it to a data lake or data warehouse.

This means data from multiple supply chain systems can be captured and combined to create a ‘digital twin’ of a consignment – providing a single data product from which all stakeholders can get the visibility they need.

Leveraging data across the supply chain enables a much fuller picture to be achieved at a granular level. And as the data is from existing systems used in the day-to-day running of the various organisations, it is of high quality, can be trusted, and the systems are well maintained.

Intelligent data orchestration is then what connects and harmonises the different supply chain systems in a way that allows them to work together. Think of it like an orchestra. The musicians do not work directly with one another. Instead, they follow the lead of a conductor.

To achieve cross-stakeholder visibility, a

‘conductor’ is needed in the supply chain to synchronise all the various data inputs. Each separate system communicates directly and only to the conductor platform – removing the need for numerous discrete connections and maintaining data integrity.

As each digital twin is created, proprietary algorithms define and assign policies to it to ensure only relevant data is captured from each connected system.

Data from order management and transport management systems is combined with more real-time data sources from other systems present across the supply chain. For example, consignment and inventory data can be combined with transport schedules and allocated transport.

The telematics system of the associated transport vehicle provides real-time location and condition data from the consignment which, when combined with analytics, generates detailed consignment lifecycle records, capturing key events throughout

These events can be communicated across the supply chain – improving cross-stakeholder visibility, communication and process automation to give greater efficiencies and reduce costs across the board.

The detailed data accessibility and orchestration can also take monitoring and compliance to new levels – providing evidence, for example, that vehicles are complying with HGV routes stipulated by regulatory bodies to ensure minimal disruption to residential areas.

With global supply chain disruption costing the average large business £145m a year, Entopy’s intelligent data orchestration is set to unlock valuable hidden supply chain value.

Toby Mills

Founder & CEO, Entopy

entopy.com

The short-term costs of a cyber attack are significant. Investigating and containing a breach, rebuilding IT systems and implementing new security controls, as well as the loss of productivity, can all cause severe financial strain.

The long-term costs are often even more damaging. Organisations who do not handle an attack well can suffer further consequences, including reputational damage, a loss of customer loyalty and a drop in share price.

Keeping customers on your side during such incidents is a key component to managing the longterm impact of a sensitive data breach.

You may not always have to inform customers of a breach. The Information Commissioner’s Office (ICO) - the UK’s authoritative body for data privacy - states that it is only necessary to inform customers of a data breach if the compromised information makes then identifiable.

“That means the first step has to be investigation. As soon as a business becomes aware of an attack, alongside working to end the incident if it is ongoing, it is vital to immediately begin an investigation of what data has been accessed, encrypted or stolen, and develop an incident report.

This investigation must be carried out quickly and thoroughly by an in-house cyber security expert or a third-party cyber security company. If personal information of customers and clients has been compromised to the extent that they are identifiable, this must be reported to the Information Commissioner’s Office (ICO) within 72 hours of becoming aware of the breach. This is a legal obligation under UK GDPR and failing to do so can lead to a fine of up to £8.7m or 2% of your global turnover.

Name.

Bank account details.

Location data.

Identification numbers e.g. passport or driving licence.

For full information about what constitutes identifiable personal information, read the ICO’s guidance on personal data breaches.

Customers will rightly have concerns about their data being exposed. They may need to take actions to protect themselves against fraudulent use of their information, so being transparent, taking responsibility, and providing regular, honest communication on the facts of the breach is the best way to keep their trust in your business. Most customers won’t be knowledgeable in cyber security, so always use plain English.

What aspects of their data have been compromised.

What to do next: e.g. check bank accounts for suspicious payments, change passwords, be alert to phishing emails appearing to be from the breached organisation.

If the investigation is ongoing, and not all the information is known, be honest about that. Always update customers of new discoveries relevant to their personal information.

To deal with high volumes of calls and customer enquiries, organisations may need to set up new customer support channels and information hubs. For example, when Delta Airlines informed customers of a breach to their personal data in 2018, the company created a new webpage with an overview and timeline of the breach, as well as an FAQs section which pointed customer to communication channels. Delta Airline’s case is seen in the security industry as a great example of how to respond well to a data breach. Ensure that customers know where they can go for support. Provide the contact details of your data protection officer, or whoever in the organisation is dealing with the effects of the breach.

Organisations who experience good customer retention after a data breach often provide affected individuals with some form of compensation. This could mean covering any costs of securing personal information, or providing discounts, free services, or special offers.

Don’t be shy to discuss a breach once the immediate aftermath has been dealt with.

Involve industry experts, clients and even the public to discuss the breach, and demonstrate what you are doing to prevent a similar occurrence in the future. Not only does this signify your willingness to adapt and take responsibility, but it also reassures affected individuals and helps to educate other companies on why security incidents occur, and how they could minimise their own risk.

Whether or not an organisation has been the victim of a cyber attack, all companies should develop an Incident Response Plan to ensure they are prepared to respond well to a breach. See the

creating this document. If there is no in-house cyber security expert, the report should name a third-party cyber security partner who can manage the technical aspect of a breach.

foxtrot-technologies.com

1. It is only necessary to inform customers of a data breach if the compromised information makes then identifiable. ICO’s guidance on personal data breaches: What is personal data? | ICO 2. Delta Airlines Case Study. Radware blog: Delta Air Lines

Security Breach: Case Study on

How to Respond (radware.com)

Charter operator SaxonAir is spearheading an ‘eastern wind of change’ to propel UK aviation into a zero emissions future. East Anglia in Business speaks to CEO Alex Durand about his hopes for a new golden age in air travel.

The Pipistrel Velis Electro, made by NEBOAir, is the world’s only certified electric aircraft.

SaxonAir is a long-term champion of sustainability in UK aviation. Earlier this year, the Norwich-based company linked up with electric aviation innovators NEBOAir to highlight the glaring gap between existing technology -- which is racing ahead -- and the accompanying infrastructure, which sadly lags far behind. It’s a dichotomy which is keenly felt across multiple industries, from automotive through to energy itself. Thus, SaxonAir and NEBOAir intend to collaborate with a major 100% renewable energy provider on an industry-first: a sustainably powered aircraft charging network; yet again demonstrating how the East of England - far from being a sleeping economic backwater -- leads the field in national renewables innovation and industry.

Alex joined SaxonAir in 2013, having run a similar business in Oxfordshire, and worked as an aviation consultant in the UK and abroad. He joined SaxonAir with the primary objective of making the business more efficient, moving away from an aircraft ownership model to management. Alex explains: “I started my career originally intending to become a pilot, but having obtained my private pilot’s licence, I became more interested in the business aspects and eventually let my licence lapse. It is an immensely challenging industry, but filled with opportunities, and no day is ever the same.” When the chance came to become CEO at SaxonAir, Alex was more than happy to accept the move to Norfolk. “The opportunity to take an established respected aviation organisation forward was compelling, and with owners who have shared values and principles. I’ve spent time in Norfolk over the years, and always liked the region. The business culture is refreshingly collaborative, and there’s a quiet dynamism that underpins a range of different industry sectors.” Alex is keen to emphasise that SaxonAir is more than just an aircraft operator, “although that is a significant part of what we do, currently with six jets and six helicopters under our direct control. My role includes the wider group of companies under common ownership (Klyne Aviation), with other aviation businesses, including aircraft charter broking, non-scheduled aircraft and passenger handling, offshore helicopter support, and aviation training. We also own our facility at Norwich Airport, which includes three floors of offices and three hangars which are mainly let out to third parties.”

Turning to SaxonAir’s stance on sustainability, Alex says, “We believe we’re in a good position to bridge the gap between what’s possible now and what’s likely to happen in the future. “There’s a technological revolution going on with new concepts in development, but it will need

to operate in an infrastructure that’s in many ways unchanged since the middle of the last century. The zero emissions aircraft we must bring into service will only succeed if they have an infrastructure that matches their capabilities.

“Our objective is to focus on what we can expect to see coming into service, and adapt our facilities and services to match. This involves a wide degree of collaboration, and collectively we can hopefully get to see some of these exciting developments enter service around us.”

In a bid to kickstart a new era of green aviation infrastructure, SaxonAir has collaborated with NEBOAir, whose innovative small aircraft, the Pipistrel Velis Electro, is the world’s only certified electric aircraft. Alex adds, “We’ve been surprised at how much innovation is already going on in the region, and NEBOAir are just one of a number of East Anglian aviation organisations working with electric aircraft. NEBOAir are making things happen, and their ambitions for transformative change are infectious. “The Velis is still the world’s only certified electric aircraft, so the opportunity to work with it is a privilege. As an aircraft operator and service provider we can provide a perspective on how to meet the early challenges of its use in the UK.”

As with all sectors of industry, aviation faces considerable barriers on the road back to longterm stability, but Alex is very optimistic about the future: “We’re still building back from Covid and Brexit, but our part of the aviation industry has more demand and is better understood by many than it was before the pandemic. Secure, bespoke aircraft travel has an appeal that has seen a significant increase in interest. “The sustainability challenge is a big one, as aviation seems to be increasingly seen as a villain for a climate crime everyone is guilty of. We must in no way ignore our responsibilities but if this trend isn’t reversed, the industry will decline and only then will there be a realisation of its importance. If we can get to near zero emissions aviation in the next few years, then we can focus back on it as the great enabler that is.”

The skills gap is another challenge that SaxonAir is working on proactively. Earlier this year, it helped offer young people aged 16-25 the chance to build the world’s first collaborative electric aircraft at a free aviation summer school, in partnership with NUNCATS, the International Aviation Academy Norwich, Action Community Enterprises, East Coast College and Vattenfall. Reflecting on skills solutions, Alex says, “There’s no short-term fix…if we don’t train for the future we will always be reactive. This was inevitable with Brexit, but also the lack of a long-term plan for what we want to be as a country. “There is so much potential in people that I don’t believe our education system directs or encourages. Closer links with the schools and the workplace would help inspire and direct future careers, as well as shape better training pathways. “Apprenticeships in particular help focus on the capability and engagement of an individual who will then be receptive to the right kind of applied training; however, they require a commitment and patience that’s hard for under-pressure businesses to sustain.”

So how does Alex ‘lead from the front?’ He says, “I aim to work with people with similar values, hard but smart working, and driven to make a difference. I’ve found the best way to manage change is to always look to make the change yourself and to do it on your own terms, otherwise change will happen to you.

“It’s essential to believe in yourself but based on an objective understanding of your own strengths and weaknesses. Treat people with respect, and aim to make a positive difference, and create opportunities for others.

“Business must be representative of its community, and we need to bring everyone with us. It has the power to positively change so much, and we should prioritise this over short-term gains.”

saxonair.com

anglianwater.co.uk Anglian Water has earmarked one reservoir for the Fens in partnership with Cambridge Water, and the other will be located in Lincolnshire.

The project has been in development over the last decade, and the water companies will share the findings of a detailed site study in the autumn, the first in a multi-phase consultation on the proposals.

This summer’s heatwave keenly illustrates the need for investment in more water storage, while climate change, environmental concerns and population growth are increasing demand on water resources in a way that is felt more keenly in the East of England than any other part of the UK.

The two new reservoirs could supply enough water for at least 750,000 homes, as well as protecting the environment by allowing Anglian to reduce the amount of water taken from rivers and underground aquifers.

The projects are part of the companies’ long-term Water Resources Management Plans, linked to wider regional plans led by Water Resources East. The 25-year plans aim to make the region more resilient to drought and improve environmental protection.

Alex Plant, Director of Strategy and Regulation for Anglian Water said: “It’s plain to see when you look out the window right now just how precious water is. “It’s the lifeblood of the region for our customers, businesses, agriculture and nature. The current situation presents an obvious backdrop as to why projects like this are needed, but the reality is because we’ve known the future promises many more people, but far fewer raindrops, we have been working on these projects for years, as we know how long they take to come to fruition. “Getting these projects underway now means the chances of our taps running dry are significantly reduced, as well as helping us take a big step forward in protecting the environment by reducing how much we take from elsewhere in the region.

“The reality is stark for the East of England. We operate in the driest part of the country and receive a third less rainfall than anywhere else in the UK, but we’re also one of the fastest growing regions, with 175,000 new homes to be built in the next five years. Without action we will face a water deficit of millions of litres a day within the next five years – let alone 25 years.

“Right now, we’re already working on new strategic pipelines to move water from wetter to drier parts of our region, installing over a million smart meters in customers’ homes to help them better understand their water use, and driving down leakage to world-leading low levels – last year alone delivering five years’ worth of leakage reduction in a single year. These reservoirs will build on these demand reduction measures and play a critical role in securing water supply long into the future.

“But we should be clear – while all of these projects cumulatively will help to keep taps running, they are necessary because the demand for water will greatly outstrip the available supply unless we take action now, which is why we still all need to do our bit to use less.”

Hannah Stanley-Jones, Head of Future Resources Strategy for Anglian Water, added: “We’re at a very early stage in the planning process and have been carrying out detailed technical work to help identify the best locations for the proposed reservoirs. We plan to share where we have reached with this work in the autumn when we will be launching the first phase of consultation on our proposals. “Although we’ve recognised the need for and have already been planning these projects for a number of years, they are still at an early stage, as it’s a long and detailed planning process. “Construction of the new reservoirs could begin by 2030 with the hope that they would start supplying water to customer taps by the mid to late 2030s.” Daniel Johns, of Water Resources East, said: “Both the Fens and Lincolnshire Reservoirs are critical to the region’s future prosperity and environmental health as the changing climate makes existing water resources less reliable. Eastern England needs to make the most of the rain that does fall in our river catchments, the driest part of the country. That means significantly more water storage is urgently needed. “What’s particularly exciting about these two reservoir projects is the huge potential for both to deliver much wider benefits for agriculture, for local communities and the regional economy. And there is a real appetite and ambition amongst local partners to make this happen.” Anglian Water is contacting all landowners and residents who may be impacted by the proposals, and a 10-week public consultation will follow.

More information is available at: anglianwater.

As hydrogen looks set to play a central role in the UK’s net zero policies, hydrogen experts Hydrogen East unveil their vision for a regional ‘first-of-its-kind’ hydrogen cluster centred on core electrolyser projects.

In particular, Norfolk and Suffolk could make a significant contribution in bringing clean hydrogen’s potential to the fore and support the Hydrogen Strategy laid out in the Energy Security Strategy earlier this year.

The East of England’s hydrogen capabilities have already been highlighted in Westminster, when Peter Aldous, MP for Waveney, delivered a speech on the ‘The Future Hydrogen Economy’ as part of a summer debate, saying: "Whilst I understand the rationale behind the Government's clusterdriven approach to the hydrogen economy, the regulatory framework must be sufficiently flexible to ensure that smaller scale projects in decentralised areas like the East of England are able to realise their full potential.

“In East Anglia we have a real opportunity to be a major producer, user and exporter of hydrogen. We have an abundance of resources, infrastructure—both on land and at sea—that can be readily retrofitted, and developers keen to step up to the plate, provided that the right policies are in place. That way, we can not only more readily realise our decarbonisation goals but create new and exciting jobs for local people.”

The region aspires to become the UK’s Clean Growth Region as originally outlined in the Local Industrial Strategy. Energy giants such as ScottishPower Renewables and Vattenfall have already received the go-ahead for projects in the offshore wind sector and new nuclear resources are being developed by EDF at Sizewell C.

Hydrogen East aims to lead the development of a clean hydrogen cluster in the East of England, with initial proposals for six ‘core’ electrolyser sites across Norfolk and Suffolk. This would pave the way for development and improved infrastructure which can be further scaled as demand for clean hydrogen grows.

Nigel Cornwall, Director for Hydrogen East, said: “Hydrogen is such a versatile element and, with the ability to be deployed across a variety of sectors, we should be looking to it as a powerful tool that can aid us in the transition to Net Zero.

“It should be considered as a complement to electrification and increased roll-out of renewable

Hydrogen East's 'Hydrogen Vision' - Image credit: Hydrogen East

generation. Already, a number of demonstrator projects are on-going around the country testing hydrogen for heat, power and transport in regions such as Aberdeen and Teesside.

“Here in the east, we need to establish our hydrogen pathway in a way that aligns with its distinct characteristics, including pathways into nuclear power, offshore wind and major energy hubs like Bacton,” he concluded.

Andy Holyland, General Manager for Hydrogen East, added: “The East of England has always been a key contributor in delivering the nation’s energy requirements and the integration of hydrogen will only further bolster this position, providing energy flexibility and security. “Through analysis of local assets and data and continued engagement with local stakeholders, a cluster could identify opportunities whereby concept designs illustrating viability can be produced.

“Supply and demand could be balanced and add real value. In addition, projects will be de-risked through the establishment of multistakeholder collaboration, engineering studies and demonstration projects. Cluster commitments and guidance would support further research, developing business models, raising investment and sourcing appropriate funding. Through the clean hydrogen cluster, the hydrogen economy could be scaled and grown over time to maximise potential and build bespoke energy networks.

Andy added: “Through the development of a hydrogen cluster, we can create touchpoints with a variety of different sectors, supply-chains, and organisation types, ensuring the East of England leads the way and doesn’t accept the prospect of being an adopter of second or third generation technology and assets.”

Hydrogen East is inviting businesses interested in joining a consortium to get in touch at hydrogeneast.uk.

hydrogeneast.uk

trebordevelopments.co.uk

Rapid expansion is taking place across Norfolk and Suffolk’s Enterprise Zones with demand for industrial and other commercial premises on the increase, promising the creation of hundreds of new jobs.

Eastern Gateway at Sproughton near Ipswich is to see the development of five speculative industrial and logistics units after Trebor Developments secured planning consent for the scheme and these will be available to let or purchase. This is the third major development there following the distribution centres set up by Amazon and LDH La Doria.

Construction is well underway on the Lidl supermarket at the Nacton Road end of Futura Park, a mix of retail, office and industrial premises southeast of Ipswich, while progress is being made on road infrastructure at Gateway 14 in Stowmarket, the Enterprise Zone and Freeport East site. Since being established by New Anglia Local Enterprise Partnership, the Space to Innovate and Great Yarmouth & Lowestoft Enterprise Zones have boosted 4,934 jobs and supported 216 businesses, while supporting 3,786 jobs in the wider construction sector. In addition, the sites have unlocked 137ha of development land and leveraged £631m of public and private sector capital spending. Work on Trebor Developments’ scheme at Eastern Gateway starts in October and units will be ready for tenants from summer 2023. Around 350 jobs are expected to be created in Ipswich and the surrounding areas. Managing Partner, Bob Tattrie, said: “Trebor look forward to starting on site this autumn with our five-unit speculative development of quality and highly sustainable industrial units to meet local occupier demands for new accommodation. This is an exciting scheme which we look forward to delivering, with occupations from summer 2023.” Sustainable packing company Frugalpac – which made headlines after developing the world’s first paper wine and spirits bottle – opened an 11,000sq ft engineering innovation centre at Futura Park in January 2022. The innovative firm’s Frugal Bottle has a 94% recyclable paperboard outer, has up to 77% less plastic than a plastic bottle, and has a carbon footprint which is six times lower than a glass bottle. More than 25 different drinks producers from around the world have now launched wines, spirits and olive oils in its sustainable bottle. CEO Malcolm Waugh says of the Futura Park Enterprise Zone site: “Its well-connected location provided the space required to enable the next phase of Frugalpac’s growth. Our new facility on Crane Boulevard houses our Frugal Bottle Assembly Machine, which can produce 2.5 million paper bottles a year, and brings together our office and production teams under one roof for the first time. “Frugalpac’s relocation to Futura Park marks an exciting new chapter as we continue developing and designing our innovative sustainable packaging with the lowest carbon footprint.” Scottow Enterprise Park is a 600-acre site near Coltishall in Norfolk managed by Hethel Innovation and home to over 110 businesses operating in sectors as diverse as aerospace and food and drink.

Javabean began life as a small coffee roaster in 2016 operating out of a small industrial unit at Rollesby. Three years later it moved to Scottow and soon afterwards it became apparent that opening a coffee shop could be mutually beneficial to Javabean and the Enterprise Zone community. Covid naturally proved challenging, but in January 2022 new owners Lester and Angela Marshall and Garry Havens took over and Javabean is now making a strong recovery. “We see a lot more visitors buying food and coffee from the coffee shop and Hethel Innovation is really working hard to build a strong community spirit at Scottow,” says Garry. “Javabean is investing in new capabilities for the site, such as meeting rooms for hire, an app for online ordering and delivery services, and a new website. Some of these initiatives are being assisted by other businesses in the Enterprise Zone community and we probably wouldn’t have been able to do them quickly without their help.” To find out about opportunities at the LEP’s Enterprise Zone sites, contact Eunice Edwards at eunice.edwards@newanglia.co.uk.

HNC ENGINEERING (LEVEL 4) (pathways of Electrical/Electronic & Mechanical)

• Small group sizes • Work based assessments • Flexible delivery • Taught by industry experts • 30+ years experience of offering HNCs • High levels of tutor contact, professional guidance and individual support

HNC Engineering Level 4 “For anyone thinking of doing an HNC course, I’d say, “just do it”! I would never have accomplished some of the work I’ve achieved without the help of this course and the tutors. “

HNC Construction Level 4

“I did not find returning to learning difficult, but whenever I have had any questions, I have found the lecturers are always very helpful if I have any concerns. The facilities are very good, in particular the purpose-built University Centre for higher education courses. The tutors are excellent and the online resources available through the CWA LEARN platform are also very good for distance learning”