IS04

LINXON

Leading EPC specialist in power solutions

A hive of activity

TOYOTA MATERIAL HANDLING Delivers a package of professional warehousing solutions

SAVE GROUP

Efficiently manages multiple European airports

Forma at Duxford Business Park

Enjoy a walkthrough of Forma London’s comprehensive remodelling of the historic Heathfield House in Duxford, Cambridge. The 35,000sqft facility was formerly The Sergeants Mess for Duxford’s RAF airbase. Heathfield House was considerately refurbished to provide a prestigious address for local businesses, whilst keeping its historic features.

Managing Director

John White

Finance Director

Filomena Nardi

Editorial Manager

Phil Nicholls

Editorial Assistants

Imogen Ward

Hannah Barnett

Feature Writers

Andy Probert

Romana Moares

Richard Hagan

Colin Chinery

Business Development Manager

Darren Foiret

Research Editors

Jeff Johnson

Mark Simmonds

Judi Wheaton-Mars

Ginelle Lorenzo

Natalie Martin

Dane Coady

Clare Bishop

Becky Scrivens

Jamie McBride

Sam Ransome

Sales Director

Richard Brightmore

Sales Manager

Helen Leisi

Project Managers

Alexander Paterson

Tony Ingrouille

Kym Hamilton

Chris Renicar

David Earl

Connor Doddington

Lisa Smith

Carl Millican

Art Director

Ian Spencer

Art Editor

Philip White

Webmaster

Michael Stamp

Designers

Sarah Jones

Georgina Harris

Events Manager

Jasmine Lodge

Marketing Executive

Adam White

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John White Managing Director

Brick by sustainable brick

Welcome, Dear Reader, to your latest edition of Inside Sustainability. We greatly enjoyed the construction of this fourth edition and have a special focus for you within the following exciting and informative pages. ‘What is the focus?’ I hear you cry. Those familiar with my ramblings will have already spotted the cheeky link above… Yes, of course, it is the construction industry. Each edition brings you a wealth of knowledge from a wide variety of industry sectors, all becoming more sustainable, and the construction industry is certainly one of those. Its goals are to reduce the industry’s impact on the environment by using renewable and recyclable materials, reducing the embodied energy in building materials, the energy consumption of the finished building and the reduction of on-site waste, whilst also protecting natural habitats.

As the construction industry accounts for an incredible 36% of worldwide energy usage, and 40% of CO2 emissions,

sustainable construction is clearly important! Aside from the loss of wild habitats, energy is used on site during the construction phase and heavy machinery used in construction still leans on fossil fuels.

The construction industry is also responsible for the embodied energy within the building materials, as well as the legacy of the building’s energy needs when in use. Great stress is therefore placed on the industry to balance all three pillars (pun intended) of sustainability –environmental, economic and social.

The seven principles of sustainable construction are design, durability, energy efficiency, waste reduction, indoor air quality, water conservation and the use of sustainable building materials.

So, it is fair to say that the industry has moved on somewhat from my childhood naivety of simply placing a collection of grown-up sized Lego bricks on top of one another! I take off my hard hat in recognition of all of you striving to meet these challenging demands. n

Managing Director John White leans on his shovel and admires from a safe distance.

Latest developments from the UK industry

KINGDOM

Game-changing launch of the UK’s first aluminium bottled sodas

Anti-plastic campaigning soda brand, GUNNA Drinks, has launched the UK’s first range of aluminium bottled soft drinks. With around 70% of soft drinks currently bottled in damaging single use plastic (SUP), it hopes the move will be a catalyst for change in the sector.

Utilising a larger, resealable 500ml format, versus a standard 330ml can, GUNNA Drinks has initially launched three immune boosting lemonades in aluminium bottles, tapping into the burgeoning demand for functional food and drink. With aluminium being infinitely recyclable, the bottles have strong environmental credentials which, when paired with their wellness proposition, align with two of the biggest consumer demands in soft drinks right now and make for a compelling proposition for retailers.

In 2022, GUNNA launched a petition for the UK government to ban plastic bottles and is swiftly making a name for itself, challenging big soda brands to stop using SUP. It is estimated that an average of 35.8 million plastic bottles are used every day in the UK, with only 19.8 million recycled. Of this, only around 10% gets

recycled in the UK, while the majority is either incinerated, goes to landfill or is sent abroad.

“Putting the planet first is at the heart of GUNNA’s company ethos and we’re proud to be the first-to-market with aluminium bottled soft drinks,” Melvin Jay, founder of GUNNA Drinks, said. “We hope to see other brands follow suit and switch to an aluminium bottled format in place of the hugely damaging single-use plastic that is all too common. We’re confident that this new packaging option will be a gamechanger for our business, our customers and our planet.”

As part of its environmental credentials, GUNNA is proud to be double carbon negative. Each year GUNNA also invests in The Clean Oceans Project, picking up tonnes of competitors’ plastic waste from the world’s beaches. n

Latest developments from the Canadian industry

CANADA

First Hydrogen pursues Québec’s integration by joining Hydrogène Québec

First Hydrogen Corp has joined Hydrogène Québec as a founding member, joining Hyundai, Toyota, HTEC, Air Liquide, Messer, Cummins, Harnois Ènergies and Groupe FILGO-SONIC. Partnering with a coalition of companies sharing the same vision will increase the company's footprint within the emerging hydrogen industry in Québec.

First Hydrogen plans to produce up to 35MW of green hydrogen using advanced electrolysis technology and distribute the hydrogen within the Montreal-Québec City corridor for use with the company’s hydrogen-fuel-cellpowered vehicles (FCEV), as well as supporting other hydrogen-fuelled vehicles and applications in the region.

“We are proud to have First Hydrogen as a founding member of Hydrogène Québec,” stated Michel Archambault, Founding President and Chairman of the Board, Hydrogène Québec. “Striving to provide green solutions with its zero-emission light commercial vehicles assembly factory and hydrogen production, First Hydrogen is a great asset in Québec’s hydrogen ecosystem and will benefit highly from joining Québec’s dynamic hydrogen network.”

First Hydrogen FCEVs will be assembled in Shawinigan for distribution throughout North America. The assembly factory will be designed for an annual production of 25,000 vehicles per year when at full capacity, and will represent a major boost to green technology jobs in the region.

“It is important for First Hydrogen to work in collaboration with Hydrogène Québec,” said Balraj Mann, Chairman & CEO of First Hydrogen. “This is to educate the Québec public and motivate stakeholders to invest in hydrogen, for the future of mobility and infrastructure, and to understand its economic opportunities. Moving forward First Hydrogen intends to strongly display the value of a strong presence in Québec to businesses, governments and universities.” n

Latest developments from the Dutch industry

NETHERLANDS

Yara Clean Ammonia and Cepsa seal an alliance to connect southern and northern Europe with clean hydrogen

Yara Clean Ammonia and Cepsa have agreed on a strategic partnership to set up the first clean hydrogen maritime corridor between the ports of Algeciras and Rotterdam for the decarbonisation of European industry and maritime transport.

The partnership envisages Yara Clean Ammonia (YCA) supplying Cepsa with clean ammonia volumes, which will allow the energy company to get a head start in establishing the clean hydrogen corridor and lead the initiative to serve industrial and maritime customers in Rotterdam and Central Europe.

The alliance with Yara Clean Ammonia will help establish a safe, resilient and cost-efficient supply chain for delivering clean ammonia to Cepsa’s industrial and maritime customers in Rotterdam and Central Europe. The partnership also paves the way for Cepsa to deliver the first clean hydrogen molecules to its customers by using Yara Clean Ammonia’s global supply base and logistical footprint.

This will, in turn, allow the energy company to start marketing clean hydrogen and clean ammonia to both industrial

and maritime customers in Rotterdam and Central Europe.

The alliance incorporates Yara Clean Ammonia as the newest partner of the Andalusian Green Hydrogen Valley. YCA and Cepsa will work comprehensively to develop a robust supply chain for realising the clean hydrogen corridor. Cepsa will build a new green ammonia plant at its energy park in San Roque, Cádiz, near the port of Algeciras, with an annual production capacity of up to 750,000 tonnes.

Clean ammonia is one of the most effective alternatives for decarbonising maritime transport. As of 2026, shipping companies are expected to expand the use of this sustainable fuel to reduce CO2 emissions by 100%. Both its production, combining clean hydrogen and nitrogen from the atmosphere, and its use as a fuel are carbon neutral.

Latest developments from the Egyptian industry

EGYPT

Africa's biggest wind farm set for construction in Egypt

Masdar, one of the world's leading clean energy companies, along with Infinity Power, Africa's largest renewable energy developer, and Hassan Allam Utilities, a sustainable infrastructure focused investment platform, has signed an agreement with Egypt's New and Renewable Energy Authority to secure land to build a 10GW capacity onshore wind farm in Egypt. The new wind farm is set to be one of the largest in the world, with a project value of over US$10 billion.

The landmark wind project will produce 47,790GWh of clean energy per year and reduce around 9% of Egypt’s annual carbon emissions by displacing 23.8 million tonnes of carbon dioxide annually. The wind farm will also help Egypt meet its strategic objective of sourcing 42% of its energy from renewables by 2030. The 10GW plant will save the North African nation an estimated US$5 billion in natural gas costs a year.

As the UAE’s flagship renewable energy company, Masdar’s role demonstrates its deep and lasting commitment towards supporting African nations such as Egypt to meet their ambitious renewable energy objectives. The project is being developed by the consortium led by Masdar and its partners: Infinity Power, Masdar’s joint venture with Egypt’s Infinity, which is Africa’s largest pure play renewable

power company; and Hassan Allam Utilities, a sustainable infrastructure focused investment platform.

“Egypt has an ambitious programme to advance the Egyptian electricity sector in various fields,” said HE Dr Mohamed Shaker Al-Markabi, Minister of Electricity and Renewable Energy in Egypt. “Foremost is optimising the use of new and renewable energy resources and encouraging investment in this field.

“This will contribute to reducing dependence on fossil fuels and continue to reduce carbon emissions, in line with Egypts energy strategy to have up to 42 per cent of our energy mix from renewable energy sources by 2030, while complementing the National Climate Strategy 2050 to face the challenges of climate change and achieve sustainable economic growth.” n

INSIDE SUSTAINABILITY MINDS

Inside Sustainability asks the experts about their personal experience in the industry

minds inside Sustainability

Question: What steps will your sector need to take to become more environmentally sustainable?

To embrace the new revolution, we need biofuel as a potential source of energy readily available in large quantities. Until society and governments put true backing behind renewables in a proper sense, then this fuel will still be classified as waste and will, as it is now, go down the drain.

Michel Fitzpatrick, Divisional Sales & Marketing Director, FM Environmental’s Grease Guardian Division

There are several ways the logistics industry can enhance sustainability. It can adopt more green transportation methods and employ innovative technological advancements such as the Internet of Things, Artificial Intelligence, and blockchain to improve supply chain efficiency and sustainability.

Tomás Valenzuela, Mining & Energy VP, Agunsa

Rather than greenwashing, companies should be maximising efficiency in everything they do and actively supporting biodiversity wherever they can. Becoming genuinely more efficient and focusing on meaningful change provides opportunities for business growth, while at the same time, reducing emissions.

Reyan Clarey, Sustainability Officer, CA Group

Businesses should complete a valuechain analysis to fully understand where and how the industry can make a direct contribution to reducing CO2 emissions. We must be prepared to make a collective difference by working together.

Ken Graham, Sustainability Manager, Solus Ceramics

If all stakeholders work in sync, they can improve the sector’s carbon footprint in a sustainable way. DISCORDIA wants to be a leading and active party in creating an industry-focused ecosystem.

Cvetomir

Uzunov, CFO, DISCORDIA

The printing industry is always pushing ahead to be sustainable and conscientious. Packaging recycling could be more uniform but that would require commitment from all stakeholders. Greater collaboration could bring about far more benefits for society.

Our sector needs to focus on circular products and figure out how to eliminate single-use plastics. We’ll need to look at some of the big challenges. Reusable packaging, for example, is a disruptor. That’s what the future of packaging has to be because it will have the lowest environmental impact. We need to figure out how to change packaging so that it can be designed for reuse. It’s completely different in design for single, one-way use packaging.

Chris Bradley, Chief Marketing & Sustainable Design Officer, Orora Packaging Solutions

Ashley Simpson, Commercial Director, Denny Bros

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CONSTRUCTION & MINING TRANSPORTATION & LOGISTICS

ENGINEERING & MANUFACTURING SERVICES & TECHNOLOGY

BACK TO CONTENTS

one planet – one chance – one voice

EVENT PARTNERSHIPS

A selection of event previews, facts and advice, followed by interviews about London Climate Technology Show and MRO Europe.

17-19

October 2023

MRO Europe

MRO Europe is the leading regional event for the commercial aviation aftermarket, combining a senior level conference and international exhibition. More than 450 solution providers exhibit for over 9,000 attendees representing airlines, lessors, MROs, OEMs, suppliers and industry experts.

17-19

exh installers of to over 400 of solar sys

10-11

October

Responsible Packaging UK

2023

Sustainable packaging is vital in an increasingly eco-centric world. The Responsible Packaging Expo is at the forefront of educating and showcasing to businesses the incredible potential that creating a striking, efficient and sustainable packaging solution will have on the business.

04-05 Octobe

Silicone Expo USA

Silicone Expo USA is the globa conference for the entire silico event offers a vital networkin verticals of the silicone supply chain (ela and gels), providing a face-to-face bu

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ld in Birmingham, Solar & Storage e is the UK’s largest renewable energy hibition. Visitors are buyers and f solar systems, who gain access 0 of the world’s leading manufacturers stems and technologies.

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28-30 November 2023

London EV Show

The London EV Show gathers the world’s leading companies and startups to showcase a broad range of products, services and ideas, from electric cars and light vehicles, to electric trucks and vans, as well as electric charging infrastructure and battery systems.

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al tradeshow and ne industry. This unique g opportunity for all astomers, resins, fluids usiness forum.

Why not give your event exclusive coverage to thousands of readers and connections globally? Contact us: media@insidepublication.com

Interesting and unusual event facts from around the world

• EXPO 2025 is projected to be the World’s largest tradeshow (with 28.2 million visitors estimated to attend) and is in line with the UN’s proposed Sustainable Development Goals.

• In 1851, the first ever globally recognised exhibition was held in London. It was called the Great Exhibition and was a one-off event.

• The Crystal Palace, home to the only Great Exhibition, was relocated to the grounds of Penge Place estate, London in 1852. The area is now named after the iron and glass building.

• Paris Air Show has been held every two years since 1909 and is currently the largest air show in the world.

• In 1928, the Bureau International des Expositions (BIE) was established to regulate World Expos. The board currently consists of 169 countries.

M AT TER of

events edition FACT

• •

• 90% of the materials used to construct the EXPO 2020 facility in Dubai were repurposed in the construction of new buildings.

• Sustainable Foods London is the only dedicated conference of its kind focusing on the sustainable challenges that are impacting the world of food and drink.

• MARINE INTERIORS

Cruise & Ferry Global Expo was set up in 2019 as

the world’s first stand-alone trade fair for interior design, equipment and technology for passenger ships.

• ADIPEC is the world’s largest gathering for the energy industry, with this year’s exhibition including more than 350 unique conferences set over 140,000sqm.

• 83% of businesses say their top reason for attending a trade show is to increase their sales.

Marketing Director Mark Thomas explained to Inside Sustainability what is planned for the show.

MRO Europe

Running in Amsterdam from 17th-19th October, MRO Europe is the leading event in the region for the commercial aviation aftermarket, combing a senior level conference and international exhibition. Marketing Director Mark Thomas highlighted what attendees will experience at the event. Questions by Jasmine Lodge.

Looking ahead to MRO Europe, what are the benefits to businesses that are attending the show?

It is a unique opportunity to connect with the entire aviation supply chain, meeting airline operators, maintenance providers, aircraft and engine manufacturers, parts suppliers, logistics providers and many more aftermarket services. The show is a good mix of the tier 1 companies down to the SMEs/start-ups in the industry.

The event offers both a senior level paid conference and free show floor content, so there are great learning opportunities on offer for all attendees to hear the latest trends and challenges facing the industry.

What visitor and exhibitor numbers are you targeting for this year?

The floorplan is sold out and has been for a number of months, with 400 exhibitors confirmed. We are expecting 10,000 attendees across the 3 days.

What can visitors expect from their trip to MRO Europe?

Unbeatable networking with a senior-level audience and access to over 400 international companies displaying their technology, products and services for the commercial aviation aftermarket.

What benefits can companies expect to gain from exhibiting at MRO Europe?

17th-19th

www.mroeur

Access to buyers from across the industry, but specifically from airline operators and lessors looking to purchase their products and services. These buyers are extremely busy, so this is often the only chance in the year to get face time.

Looking at the companies already booked for the show, can you share any previews about the innovations and developments on display this year?

Unfortunately, this is kept under wraps until much closer to the show, sometimes only revealed at the event!

Please can you tell me more about your conference programme – who do you have lined up to speak and what topics are high on the agenda?

We are still in the process of researching the agenda and beginning to invite speakers, however the topics that are most pressing to the industry and will feature heavily on the agenda include:

Marketing Director Mark Thomas explained to Inside Sustainability what is planned for the show.

tober, Amsterdam

rope.aviationweek.com

• How are regional players factoring their ESG footprint into their policies and plans?

• Sustainable Aviation Fuel: Reality, infrastructure challenges, timeline, how to scale up and cost.

• Safety: No Compromises: Understanding what safeguards should be established when there is a shortage of staff and resources.

What do you consider to be the main industry challenges for the aviation /aerospace sector for the future? How far do events such as MRO go in helping companies overcome such difficulties?

Workforce and supply chain challenges are continuing to impact the commercial aviation sector, as well as capacity shortages causing airlines to re-evaluate their maintenance strategies. MRO Europe

17th-19th

www.mroeur

provides thought leadership on these key challenges and provides a forum for the exchange of experiences, ideas and best practices to overcome them. Attendees at the conference gain the understanding required to tackle problems and equip them with the skills needed to seek solutions.

On a personal level, what aspect of the event are you most excited about?

The event is celebrating its 25th year in 2023, so it’s a big milestone. I am excited to celebrate with some of our longest standing partners, sponsors and exhibitors – we are putting plans in place to recognise those who have supported us since the start!

Marketing Director Mark Thomas explained to Inside Sustainability what is planned for the show.

tober, Amsterdam

rope.aviationweek.com

A summary of what MRO Europe offers:

• World-class content and speakers at the seminal MRO conference for the region.

• A unique chance to meet with over 400 suppliers under one roof.

• A must-attend event for intelligence, data and networking.

• A productive networking event where attendees can interact with peers and get business done.

• Unparalleled editorial support and coverage.

• A dynamic and relevant tradeshow for market insiders and regional leaders with free-to-attend content.

Shariq Abdul Hai told Inside Sustainability what visitors can expect.

London Climate Technolog

Running from 26th-27th September, London Climate Technology Show is the tradeshow focused on the entire sustainability value chain. Shariq Abdul Hai, CEO of show organisers Valiant Business Media, explained the features of the event. Questions by Jasmine Lodge.

What do you see are the benefits to businesses of attending the London Climate Technology Show? How much do you feel the broad remit for the show allows for productive cross-pollination between sectors?

Attending the show offers businesses a chance to stay updated on the latest advancements and trends in the climate technology and sustainability sector. The event will feature a diverse range of exhibitors from various sectors, presenting

cutting-edge solutions and innovations. By participating, companies can gain insights into emerging technologies, best practices and innovative ideas that drive sustainability and climate action.

One key advantage of the broad remit for the show is the potential for productive cross-pollination between sectors. Climate change is a complex issue that requires collaboration and interdisciplinary approaches. The show brings together professionals from different industries, including finance, agriculture, carbon capture, transportation,

Shariq Abdul Hai, CEO of show organisers Valiant Business Media

gy Show

built environment, energy and a myriad of other industry sectors working together towards a decarbonised future. This convergence enables the exchange of ideas, knowledge and expertise across sectors, fostering innovation and creating opportunities for synergistic partnerships.

How has the London Climate Technology Show changed since last year?

We have actively listened to feedback from previous attendees and made several enhancements to ensure an even more engaging event this year. One significant change is the expansion of the show’s scope. Building

upon the success of previous years, we have broadened our focus to encompass a wider range of industries: ESG, carbon, energy, startup acceleration, financial services, etc. By incorporating a diverse array of industries, we aim to facilitate cross-pollination and foster collaboration between different sectors working towards climate action.

Furthermore, we have revamped our conference programme to include a broader range of topics and speakers. We have invited renowned thought leaders,

EVENT PREVIEW

Shariq Abdul Hai told Inside Sustainability what visitors can expect.

26-27th Sept

www.climate

industry experts and policymakers to share their insights and experiences in combating climate change. The conference sessions provide valuable knowledge, inspiration and actionable strategies for businesses to integrate sustainability into their operations.

What attendance figures do you expect in September?

We are expecting a great participation for this year’s London Climate Technology Show. Following on from the tremendous suc -

cess of the first edition, we are expecting 100+ exhibitors, 100+ speakers and 5,000 professionals from the entire value chain, including policymakers, business leaders, startups, investors and sustainability enthusiasts at large.

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etechshow.com

Attendees at the Climate Technology Show can expect to witness a vibrant and dynamic event featuring top-notch exhibitors and world class speakers from across the world. The conference programme aims to inspire, educate and spark meaningful conversations about addressing climate challenges, whereas the exhibition will allow attendees to discover cutting-edge climate-related technologies and innovative solutions from top companies from across the world.

Exhibitors are a vital part of any event. Please share the benefits to companies for exhibiting at the show.

Exhibiting at our show provides companies with a platform to showcase their climate-related technologies, products and services to a targeted audience. The event attracts industry professionals, potential clients, investors, policymakers and other stakeholders specifically interested in sustainability and net zero.

The London Climate Technology Show offers extensive business development prospects. Being an exhibitor also allows companies to stay informed about the latest market

trends, innovations and emerging technologies in the climate technology sector.

In summary, exhibiting at the London Climate Technology Show offers companies valuable visibility, business development opportunities, market insights, a platform for showcasing innovations, thought leadership recognition, media coverage and a competitive advantage. It is an ideal opportunity for companies to make lasting connections, expand their networks and accelerate their growth in the green tech industry.

To what extent does your startup acceleration programme help drive innovation within climate technology?

The startup acceleration programme offered by London Climate Technology has gained significant popularity. It plays a pivotal role in driving innovation within the decarbonisation and Net Zero sector. Through this programme, we provide a platform for budding startups to pitch their latest ideas and offerings in front of investors and find potential business partners in a real-time business environment.

Is there anything notable in the conference agenda that you would like to share with our readers?

Content was one of the main highlights of last year’s agenda and it will exceed all expectations for this year as well. CTS 2023 will feature a high value actionable conference programme with multiple content streams, providing valuable insights into breakthrough innovations, latest policy developments and government initiatives. The agenda also discusses investment opportunities and will highlight promising startups, venture capital trends and funding mechanisms available for entrepreneurs and investors looking to make a positive environmental impact.

Do you have any additional features of the 2023 London Climate Technology that we should include in this article?

In tandem with the top-notch conference and cutting-edge expo, CTS will facilitate networking zones for participants to arrange 1-2-1 meetings with desired participants prior and during the event, allowing them to exchange knowledge about these latest offerings in a real-time business environment. This hands-on approach allows participants to present the practical applications and functionality of various solutions with like-minded individuals, industry experts, investors and potential collaborators.

From your perspective, what are the main sustainability challenges faced by global business?

I believe that sustainability is a crucial topic across all industries today. From my perspective, the main sustainability challenges faced by global businesses can be the urgent need for businesses to transition to a low-carbon economy. This involves reducing greenhouse gas emissions, adopting renewable energy sources and implementing energy-efficient practices throughout the value chain.

Also, ensuring sustainability across complex global supply chains presents its own set of challenges. Businesses must assess and mitigate environmental and social risks associated with their suppliers, promote fair labour practices and work towards responsible sourcing of raw materials. Moreover, engaging and aligning with diverse stakeholders, including customers, employees, investors and local communities, is crucial. Building trust, transparency and effective communication channels is essential to address sustainability concerns and gain support for sustainable practices.

Shariq Abdul Hai told Inside Sustainability what visitors can expect.

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etechshow.com

While organising a large event like the London Climate Technology Show is a complex process, which parts of the show are you personally most excited to see?

As the CEO of the London Climate Technology Show, I am personally excited to witness various aspects of the event that highlight innovation, collaboration and tangible solutions to address the climate crisis. The vision behind organising the event is to not

only convene important stakeholders towards making a sustainable future a reality, but also to see sustainability as an opportunity, not as a challenge.

We aim to highlight Europe’s disruptive innovations and ground-breaking technologies that help mitigate climate change. So, I am eagerly looking forward to the latest advancements and disruptive solutions that will be on display at CTS 2023 and have the potential to make a significant impact on sustainability.

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EVENT PARTNERSHIPS

TRANSPORTATION & LOGISTICS

ENGINEERING & MANUFACTURING SERVICES & TECHNOLOGY

BACK TO CONTENTS

one planet – one chance – one voice

CONSTRUCTION & MINING

An introduction to the construction and mining sectors, with event previews, sustainable construction facts and a photo feature, followed by company profiles.

Special focus on construction events

construction event focus on the sector

GREEN LIVING LIVE

3-5th October 2023

Green Living Live is held in Birmingham. Visitors will find the Sustainable Future Theatre and Green Living Advice Zone, powered by OVO Energy, devoted to issues surrounding sustainability. Discover a brilliant showcase at GREEN GRADS from recent graduates from UK Universities who will be presenting their ideas for a greener and cleaner future,

with a mix of ‘green’ products, installations and films that portray sustainability, biophilia and biodiversity. The GREEN GRADS will explain how they have made new materials from waste, such as marine plastic, excess food, old carpets and more, with samples and products to prove it.

Plus, a selection of the most innovative eco ideas can be found in the Kevin McCloud’s Green Heroes feature, which is a perennial favourite with those looking for groundbreaking, planet-friendly products.

Visitors will browse items such as:

• Sustainable building materials

• Furnishings

• Heating and renewable systems

• Car-charging equipment

• Insulation

To book or find out more visit: https://greenlivinglive.com/welcome

“ “

HARD HATS TO SUITS

Solar & Storage Live 2023

17-19th October 2023

Held in Birmingham, Solar & Storage Live is the UK's largest renewable energy exhibition. Visitors are buyers and installers of solar systems. This free-to-attend show gives access to over 400 of the world's leading manufacturers of solar systems and technologies. The event features new ways of thinking and novel partnerships to generate solutions to help power the energy transition.

This comprehensive energy event includes:

• Everything installer (residential scale)

• Large-scale utility solar

• ChargeEV

• Commercial & industrial solar

• Storage & batteries

• Solar innovation & technology

To book or find out more visit:

Over 300 speakers are involved in the conference programme, where industry leaders share their views and expertise on key topics such as: the energy security bill, the impact of war, annual CfDs, financing Storage, skilling up and much more.

Solar & Storage Live understands how the value of a live event comes from the quality of networking opportunities. To facilitate this, the event has a dedicated networking app which goes live a few weeks before the show takes place.

www.terrapinn.com/exhibition/solar-storage-live/index.stm

MATTER OF FACT

Interesting and unusual construction facts from around the world

FACT M AT TER of

Buildings emit more energy-related carbon than the entire transport sector globally.

BREEAM is the world’s leading science-based suite of validation and certification systems for sustainably built environments.

Every year in the UK, five million tonnes of construction waste makes it's way to landfill.

It is predicted that by 2030, 70% of the world’s natural habitats could be impacted by population growth, economic activity and urbanisation.

The green building market in the US is now worth more than $83 billion.

Green building materials have a minimal impact on the Earth and are often made from reused, recycled or repurposed raw materials.

According to LEED, green buildings use 25% less energy and 11% less water than buildings created using traditional construction methods.

In 2022, the global green cement market was worth an estimated $22.1 billion.

LEED is a voluntary environmental certification system developed by the US Green Building Council.

Every problem is a gift we would not grow without problems – Anthony Robbins –

By 2033, the global green building materials market is projected to be worth an estimated $962 billion.

VISUAL CONCEPT

latest project build from Facit Homes

Have so new prod

Daring designs

This project was completed in Hertfordshire, UK by Facit Homes, using the Facit Chassis (a unique timber superstructure made from sustainably grown plywood that is FSC certified). The building is highly insulated and features an air source heat pump to generate underfloor heating.

For more information please visit: www.facit-homes.com

mething interesting to show the business world? We are always looking for beautiful and interesting visuals of ducts, innovations, buildings and technology. Get in touch and start promoting your company to the global market.

media@insidepublication.com

SOLUS CERAMICS I PROFILE

As the construction industry continues to build towards a more sustainable future, Solus Ceramics is taking a significant step forward in a commitment to reducing its environmental impact. Sustainability Manager Ken Graham shared his unique, in-depth analysis of how the ceramics sector can play an active role in creating sustainable buildings, in conversation with Andy Probert.

Solus Ceramics has, since 1995, been a touchpoint as a high-quality ceramic and porcelain tiles supplier to the architectural and design world that enables corporate buildings to stand out.

The company, launched by Peter Bentley, has graduated to become a key specifier working with leading architects, designers and developers. It has vast experience collaborating with international brands as far and wide a s South America and Japan for one-off international projects and global corporate identity rollouts.

Employing 65 people at its Birmingham warehouse, the company also has a showroom in London’s Clerkenwell district, an area renowned as one of the biggest hubs for architect practices in the UK, if not the world.

Positive practices

A central pillar of Solus Ceramics is its commitment to sustainability by adopting positive business practices and avoiding becoming a part of the global climate problem. In recent times, Solus and other key players have become more aware of the need for Environmental Product Declarations (EPDs) that give details about the lifecycle of products and materials.

As a result, the company became the first tile supplier in the UK to appoint a Sustainability Manager. In this role, Ken Graham’s initial remit was to work in the business and understand its carbon footprint, the energy and materials used, and its waste management.

“That remit then expanded to understanding the ceramics industry, how manufacturers work, where the materials are extracted and made, their processes and their impact,” said Mr Graham.

“It included value chain analysis and an audit of suppliers.”

Less than a year into the job, Mr Graham has caused a ripple effect among architects with a presentation of his analysis and research that addresses the climate crisis and the role ceramics can play in creating sustainable buildings.

“Sustainability is a central driver in design,” he said. “Our tiles start and end with the earth around us. For Solus, it’s imperative to care for the planet by constantly reducing our impact where we ca n through innovation and smarter choices.”

For example, he revealed that Solus Ceramics had 100-plus suppliers in its database, but as he sifted through them, looking for those with critical environmental credentials, (such as having ISO14001 and EPDs), that list quickly narrowed down to 50 factories. Five of these factories have been shortlisted by

Solus Ceramics as key strategic suppliers with high environmental credentials.

“There is a challenge facing the ceramics industry,” Mr Graham explained, “because when you get into the more artistic side of the business, when you ask for a look and style of materials, the manufacturers may not have the environmental credentials. It is a conundrum and still a major learning curve for all stakeholders, including architects, when applying these environmental reference points.

“Strategic suppliers are getting up to speed, with European regulations driving that change. Some manufacturers

are doing what they have always done and hoping they won’t be affected by these stringent requirements, while others are advancing the groundwork for these outcomes.”

Raising awareness

Mr Graham’s findings, as well as drawing carbon footprint comparisons with other flooring material options, led him to create the ‘Moving Earth: Sustainability and Ceramics’ presentation for industry stakeholders.

“The presentation has raised awareness that it’s not just about the initial carbon

“A great starting point would be creating an industry think tank with sustainability consultants from various sectors working collaboratively”

footprint of the material,” he said, “but the lifecycle durability and when they need to be replaced, the cost of doing that and the recycling options available.”

The UK had a ‘crazy, short-term approach’ to flooring covering options, in which they are ripped out occasionally and replaced, according to Mr Graham: “It’s a very unsustainable way of managing our flooring footprint. We need to break that cycle. With tiles, we’re advocating getting the design right first with a neutral palette and design for longevity, so the carbon footprint is very low as they don’t require much maintenance considering the lifecycle of a building.

The presentation draws out several conclusions: the main one being that the building materials, design, and construction sector bear significant responsibility for reducing embodied carbon and operational carbon footprints. Another is that the terms and definitions used in the industry are currently confusing; these terms need to be better understood, corrected and communicated.

“There is a great deal of confusion over the descriptions used to make sustainable claims from different country and industryspecific definitions,” Mr Graham continued. “For example, the industry loosely uses the term recycling. It is not clarified that the recycled waste is pre-consumer waste and not post-consumer waste, as many people would assume it to be.

“Ceramic tiles and best practice installation processes can help reduce the carbon footprint of buildings from construction, maintenance and repurposed material perspectives.”

The presentation reveals how EPDs are becoming increasingly important; understanding what they contain and how they differ is key when specifying products. Additionally, proposed building legislation amendments to consider the whole-life carbon emissions of buildings will have a major impact on the future of design.

“As suppliers, we are responsible for providing accurate information about the products we supply,” said Mr Graham. “Being as transparent as possible is key to sustainable business operations.

“I have given this presentation to over 100 architects’ practices, and it is helping to raise awareness, provoking conversation and getting people thinking about the options so we can introduce change.”

The ‘Moving Earth: Sustainability and Ceramics’ presentation has now become RIBA-accredited.

Going beyond tiles

Furthering Solus Ceramics’ path of sustainability, the company completely renovated its Clerkenwell base in May ready for Clerkenwell Design Week. It now takes the humble tile showroom to a completely new level as an experiential, educational and experimental hub with a major emphasis on sustainability.

With its tiles sourced mainly from factories in Southern Europe, Solus prides itself in the quality and attention to detail of every single tile that passes through its hands.

Mr Graham outlined how Solus Ceramics is the only one in its industry that has analysed the carbon footprint for all the samples it sends out to architects and

advocates manufacturers find alternative packaging options to polystyrene.

“Style, quality, price and functionality will continue to be key decision-making factors, as in many industries,” he said. “However, the need for products with a low carbon footprint is now becoming more prevalent.

“A great starting point would be creating an industry think tank with sustainability consultants from various sectors working collaboratively, creating best-practice frameworks and sharing ideas and processes on how to make the industry a world leader in sustainability.”

As different industry guidelines on carbon footprints industry-wide come forward, Mr Graham concluded: “Solus Ceramics is really preparing for change and to be ahead of the industry.

“It intends to go beyond just tiles: challenging the norms, championing change and getting people to think about the whole materiality aspect. The choices we make should be aligned with nature –and for the long-term.”

Sustainability is at the heart of Forma London, a specialist fit-out and refurbishment contractor. “We plan to continue to learn about the best ways of tackling the issue of sustainable construction,” explained Paul Delahunty, company co-founder and Chairman, in an interview with Romana Moares.

Forma London was founded in 2014 by two young enthusiasts with a clear aim – to simplify the overall client journey. “We believed we could bring some innovative methods to the notoriously conservative construction sector, to make the process more standardised, more systematic and, ultimately, quicker,” said co-founder and Chairman Paul Delahunty, when asked what the main trigger was for setting up the business.

He reflected that the process had been a learning curve, marked by several milestones – the completion of a project valued at over £500K, quickly followed by others of over £1 million – were big moments for the business and proof that what Forma was trying to do, and believed in as a business, was resonating with clients.

What further pushed the business forward was the implementation of a Business Management System that streamlines workflow and ensures that all the site teams, as well as office teams, work from the same standard templates and follow the same protocols. “Achieving Constructionline and CHAS accreditation were also hugely important milestones as it has given us the opportunity to expand our client base,” added Mr Delahunty. Forma’s relatively small size is one of its advantages. “We can react quickly to changes,” he said, “and implement new ideas or methods of construction faster than larger competitors, which means we can be ahead of the curve.”

End-to-end service

So how exactly does Forma's approach simplify the client's journey? Mr Delahunty explained that the construction process

can be daunting for clients, who may be unaware of current building regulations and the options available: “What we offer is a complete end-to-end service.

“We support the client throughout the process, so at no point are they without our assistance in understanding what their options are, what the financial implications of any decision are, and what the best course of action is.

“We use several simplified reporting documents for all projects to ensure our team knows the process fully and that every report issued to a client is simple and very clear, yet contains all the details required. Clients don't need, or have the time, to find regulatory information themselves; this is all on our system and readily available. We also externally audit our systems to ensure our processes are correct.”

He confirmed that sustainability is a huge factor that has significantly shaped

the direction and methods of construction the company uses. “For existing properties, both commercial and residential, the process will start in the design phase,” Mr Delahunty explained. “We look at the space and conditions and ensure that we challenge the design to check that we will be reusing and reforming something first and foremost, before adding anything new.”

The purpose of this initial review is to look objectively at what is in situ and see how this can be better employed or reused within the new design, as opposed to approaching the project as a blank

canvas, according to Mr Delahunty: “For new builds, the process is about ensuring the longevity of the building by delivering a high-quality, durable product. Ensuring that it meets and exceeds the requirements for low-energy buildings.

“As before, waste material is reduced and recycled as much as possible, and any new material is appropriately sourced.”

From warehouse to office space

Over the years, the company has completed over 200 projects for a wide range of clients. One particularly stands out, as it very clearly demonstrates Forma's approach and capability – a project for allplants, a manufacturer of plant-based frozen meals that approached Forma to design and build allplants' new multi-purpose office space.

The client wanted a creative environment for their employees and one that would fit with their company ethos of taking care of the planet. Forma was excited to work with a brand that fits with its own vision of

building ethical and sustainable offices and workspaces.

“The building was an empty 20,000 square foot warehouse shell in Walthamstow, said Mr Delahunty. “Along with the proposed office area, allplants wanted space for a recording studio for photo shoots and online video content,

and a trial kitchen, or innovation studio, where new products would be tested. The project required a quick turnaround of eight weeks, with our team simultaneously overseeing the design and the build.”

With the warehouse an empty shell, there were no heating or cooling facilities already in the building. Forma engaged sustainable

air movement company Elta Fans for the extraction and used a brand new, state-ofthe-art, energy-efficient solution from iXu for the ventilation system.

Mr Delahunty explained that all the fixtures and fittings were created using

recycled materials and wood offcuts from the project on site. For the benches and desks, Forma opted to use materials from local suppliers and ethical timber merchants to show its support for local businesses, as well as keeping down the cost of transportation and the resulting carbon footprint. Any chairs and seating that were not made by them were sourced from second-hand suppliers.

“The project was delivered on a fasttrack programme, and in alignment with the overall budget,” he continued. “With the limited time constraints, we managed to

stay true to allplants’ – as well as Forma’s –integral values of sustainability. The added bonus is that when it’s time for allplants to move to a bigger space, all of our hard work can be reused and carry on the journey with them.”

Set for growth

It goes without saying that Forma's supply chain and partners are key to the success of any project. “All our partners are vetted before they are approved and added to our contractors list,” said Mr Delahunty. “The questions we ask relate to all areas of their business to ensure they align with our standards, and we routinely ask them about anything new that might be a more sustainable alternative to consider.

“In this way, we are always looking and learning about alternatives in the construction industry.”

Speaking about upcoming projects, Mr Delahunty revealed that Forma is currently gearing up to commence a new-build project in Leigh-on-Sea to deliver several much-needed new homes: “We are looking at different methods of construction to reduce the amount of concrete needed in

the foundations, by potentially using a mix of light gauge steel frame and SIPS timber panelling to provide the structure. Hopefully, this will allow us to utilise a screw pile system that we have used on two recent projects, meaning we will require fewer concrete foundations.”

The future looks exciting for Forma London, and given the ever-increasing focus on sustainable practices, the company is set for continued growth. Starting basically from scratch nearly ten years ago, this feels very rewarding for the founders.

Mr Delahunty concluded that a finished project is the most exciting aspect of his work: “After initially speaking to a client and understanding what they want to achieve, seeing the outcome is so rewarding.” n

BUILDING THE INFRASTRUCTURE TO POWER THE WORLD

Linxon is a leading Engineering Procurement Construction (EPC) company specialising in providing power solutions to five key market segments, including the connection of renewable power generation assets to the grid, building substations for transmission and sub transmission utilities, connecting data centres to the grid, building battery energy storage plants, and delivering power supply systems for rail transportation. The result of a joint venture between renowned Canadian engineering firm SNC-Lavalin and Hitachi Energy, Linxon’s direct access to Hitachi Energy’s products and the group’s combined expertise has uniquely positioned it as the go-to provider of energy solutions for the world’s most important renewable energy projects. Richard Hagan met with Linxon’s President, Managing Director for the Americas Nicolas Sanloup, to find out more.

Thanks to its relationship with Hitachi Energy and SNC-Lavalin in terms of their joint venture, Linxon uniquely benefits from having access to the group’s substantial products, resources, and expertise.

“We’re uniquely positioned in the construction of energy infrastructure projects as the only EPC company built from an OEM and EPC background, with advantages of direct access to resources, expertise, technology and products,” said President,

Managing Director for the Americas, Nicolas Sanloup. “We’ve built our company based on this strategy of being capable of designing solutions, supplying, and installing products on our own. We’re experts in integrating technologies at a level that other EPCs generally are not.”

Powering the globe

Linxon is an EPC with a truly global footprint. It employs around 600 highly skilled staff members, working in offices

spanning the globe and organised by hubs in the Americas, Europe, Middle East and Asia, for a total count of 19 main offices

while adding satellite offices as the business grows.

Powered by its global reach, Linxon has a track record of successfully executing over 600 projects globally. The company is focused on sustainability, with most of its projects geared towards integrating renewable energy sources into the grid.

“We are so excited to be part of the renewable’s growth in the US. We’re involved with the first integration of offshore wind in the Vineyard Wind project,”

Linxon President Managing Director, Nicolas Sanloup

PROLEC GE

Linxon has partnered with Prolec GE on the development of Available Power, a 1GW battery storage project in Ercot, TX. Prolec GE will be providing medium voltage transformers to support each of the distribution-connected battery systems.

Prolec GE ensures reliable operations, a commitment to on-time deliveries and a guarantee that the commercial operation dates are met as the project has been defined. At Prolec GE, we look forward to creating a more reliable grid, while supporting a sustainable world.

Mr Sanloup explained. “In Q3 of 2023, this project will provide clean power to Massachusetts. Its integration will go through phases of energisation providing around 700MW of clean generated power.”

Linxon is very active in the renewable space and is supporting opportunities in New Jersey, Massachusetts, and California to implement offshore wind projects. Linxon signed a partnership as well with developer Available Power to integrate 1GW worth of battery storage in Texas, within the Ercot Market. Linxon’s unique mix of solutions and construction exper -

tise has seen it become a vital cog in renewable energy projects worldwide, particularly so in the United States supporting the renewable programmes pushed by the Biden Administration. Consequently, in 2023 alone, Linxon expects its involvement in wind projects in North America and Europe to grow, consequently helping integrate 3GW worth of renewables.

“The United States wants electricity with a renewable generation mix of 42 percent by 2050,” said Mr Sanloup. “Thanks to substantial government tax and investment incentives, the renewable energy market is booming and requires a strong EPC company to support this ambitious plan.”

Exclusive product access

Given the US and worldwide demand for new renewable energy projects, electrical infrastructure – and the frequent lack thereof – has been brought sharply into focus. Mr Sanloup highlighted the important role that electrical infrastructure

continues to play in the success of these projects and programmes.

“Electrical infrastructure is the key to the success of renewable energy; it’s the backbone of our electric grid and the basis for future renewable project developments,” he explained. “If you don’t provide a solid electrical infrastructure, it will become unrealistic to meet any of the global community’s sustainability targets.

“Our Joint Venture with SNC-Lavalin and Hitachi Energy allows us to support this effort with access to products, technology and expertise that no other companies in the space have, and it becomes easier for us to inte -

grate that into solutions to support global requirements.

“Consequently, Linxon has become a prime supporter and enabler to those sustainability targets. We were born with in a unique pedigree combining the best of both worlds – access to products and technology, plus the engineering and construction knowledge of SNC-Lavalin.”

Substation specialisation

One of Linxon’s key contributions to the US offshore power programme has been its partnership with its shareholders. Linxon designs, develops, and constructs large substations integrating the power from the wind turbines back to shore. These substations are unique, as they combine traditional substations and reactive power compensations to make that integration viable. Linxon has become one of the go-to solutions of choice, not only for the US, but elsewhere, including Europe.

Linxon’s substation business has also become a strong segment for growth. “The substation business within the utility space is performing very strongly,” said Mr Sanloup. “We’ve been extremely busy supporting customers to find solutions in the utility transmission and distribution space, and in upgrading electrical infrastructure; there’s a booming market across the world to prepare for renewable projects integration.”

One particular project stands out in this regard. Awarded to Linxon in 2016, the $200 million Waterfront project is an advanced new 230-kilovolt electricity substation supporting existing customers and planned development in the Capitol Riverfront and Southwest Waterfront areas of Washington, DC. Linxon had to contend with major space limitations on the site as well as other challenges, but ultimately it delivered an outstanding project.

“The execution of this project was very difficult, but we completed it on time and on budget. It has become a reference project highlighting our capabilities in North America,” said Mr Sanloup, proudly.

The Shams substation in the UAE was another highlight for Linxon. Located approximately 50km south and inland from Dubai, the Shams 400/132kV substation integrates solar power received from one of the largest solar parks in the world into the Dubai electrical grid. Awarded in 2018,

the $93 million Shams substation was successfully energised in March 2021 on a full turnkey basis. Despite the Covid-19 challenges during construction, the Linxon team managed to maintain more than 1,200 of its workforce and subcontractors on site and was able to deliver the project on time.

“We are proud to deliver another 400kV grid station into the grid, supporting bringing clean energy to our customer on time and on budget. Our customer was impressed by Linxon’s commitment as a partner in this development journey,” said Mr Sanloup.

Concluding, Mr Sanloup shared his thoughts on Linxon’s achievements:

“Being only four years old, we have built the company with great references around the world, whilst being known as a major player in the industry. This is a great feeling. There’s so much that we can still achieve, and we’re proud to be delivering our specialised solutions and services during such an exciting time in history. ”

CA Group is one of the UK's most technically advanced building envelope specialists, with sustainability as the backbone of its business activities. Fostering innovation, investing in R&D and embracing emerging technologies, the company has made a positive difference to clients. Andy Probert sat down with the CA Group senior management team to discover more.

Sustainability is now front and centre of concern for the UK construction industry. For CA Group, that topic comes years too late: it has adopted 'green' philosophies throughout its business for over 15 years.

“Sustainability initiatives across the industry have moved from a 'nice to have'

PR exercise to a 'must have,' an essential business practice in today's economy,” said Des Webster, Group CEO. “As a company, we don't pay lip service to sustainability; we positively endorse it.” Indeed, CA Group has proved it is light years ahead with numerous innovations, culminating with the recent

appointment of Reyan Clarey as Sustainability Officer.

In 2007, when Tata Steel launched the world's first Confidex Sustain ® guarantee for carbon-neutral buildings, CA Group was the first building envelope manufacturer to register a building through this scheme: Princess Yachts in Stonehouse, Plymouth. Since then, CA has registered over six million square metres of CarbonNeutral ® building envelope products, offsetting over 135,000 tonnes of CO 2

Its commitment to sustainability is further demonstrated through the CarbonNeutral ® delivery of the Twin-Therm ® and RiverTherm ® building envelope systems, with the addition of the SolarWall ® unglazed Transpired Solar Collector (uTSC) offering a truly renewable source of building heating.

“Clients and developers profit from the unique benefits of our systems, maximising yield while minimising operational emissions and reducing the carbon footprint of their developments,” added Andy Dickinson, Group Sales & Marketing Director.

Employee-led

Launched 40 years ago, County Durham based CA was a roofing contractor that swiftly invested in its own materials manufacturing arm to meet demand for quality certified safe roofing system solutions. CA has continually driven health and safety initiatives, including Non-Fragility (height safety), fire, air tightness and other quality performance aspects. It also has additional business facets, including a refurbishment division and a powered access plant-hire business.

A key element of its business sustainability was the Group's decision to become an Employee Benefit Trust (EBT) in 2008. “This ownership model speaks volumes to the ethos and sustainability of the business, for its future, employees, their families and local communities,” said Mr Webster.

Employing around 250 people, CA truly understands that buildings are an asset. Its focus on quality, design and innovation successfully delivers schemes which offer high performance and present

future-proofed, low-risk solutions to the demands of clients.

The Group has grown considerably in recent years due to the ongoing growth in demand for its products, according to Mr Dickinson: “We have virtually doubled growth, as the market has had a tumultuous time driven by several key factors.”

These factors have included fire: CA’s systems are inert, non-combustible and fire rated, a topic that has grown significantly over recent years.

The impacts of Brexit and Covid on supply chains, online retail and courier services have resulted in more manufacturers and suppliers seeking greater levels of warehousing, logistics space and distribution centres: a primary market for CA Group.

“Discerning developers seek quality products and systems underwritten with a meaningful guarantee, independent accreditation and complete certification

for crucial performance characteristics,”

Andrew Brewster, Head of Technical said. “CA drives up quality, which resonates with our core clients and developers, and as a consequence, has spurred growth.”

CA recently invested in a new production line to increase capacity, reduce lead times and improve service. “Our focus is very much on our customers, ensuring their demands are met, and ensuring continuity of supply in a world where supply chain reliability is extremely precious,” Neil Alderson, Managing Director explained.

Environmentally effective

“

CA Group takes environmental measures extremely seriously and the Board of Directors regard sustainability as an essential business practice,” said Ms Clarey, who will provide greater focus on environmental stewardship across

the business assets, while developing a detailed framework for its commitment towards net-zero.

Over the years, CA has continually developed its environmental strategy in line with industry requirements, stakeholder aspirations and ongoing strategic commitments.

According to Ms Clarey, CA is in “a dialogue with supply chain partners, lobbying for continuous improvement in their production processes and systems,” while seeking to improve service, reduce the embodied carbon content of its products and optimise materials' delivery.

Ms Clarey explained that while the Group introduced its first Sustainability Report in 2012, the 2023 version will confirm its calculations and impacts for the first time. “In action, we return our pallets from site, reduce waste and scrap, and minimise packaging such as plastics

and cardboard,” she said. “We are continually assessing our actions to implement decarbonisation measures across the business.”

CA Group has also invested in renewable technologies. Over 220kWp of roof-mounted solar PVs are used to offset its electricity demand, while almost 1MWp of solar thermal helps reduce its reliance on natural gas for the space heating of production areas. “Combined, these renewable systems help generate about 20 per cent of our annual energy demand,” Ms Clarey added.

Environmental Product Declarations (EPDs) are also prepared and independently verified for all products and solutions, establishing a true embodied carbon assessment of all products. CA also remains the largest participant in the Confidex Sustain ® carbon offsetting scheme via Tata Steel.

“Working in conjunction with our supply chain partners, we utilise EPDs to calculate all unavoidable CO 2 emissions embodied within the building envelope system and subsequently offset the impact of these emissions,” she said.

A key focus of CA over the coming months will be its commitment towards net-zero and developing a strategic framework in conjunction with supply chain partners, to achieve aggressive targets.

“The industry has seen considerable challenges in material supply, labour shortages, interruption of supply chains, and there is real concern about build-quality,” said Mr Dickinson. “This is why CA puts so much emphasis on this: we see the building as an asset, ensure our solutions are future-proofed and the value is retained throughout a building’s life.

“Several new market entrants have been scrapping for business and driving down prices and quality, and short-cutting certification. Short-termism is of genuine concern, with contractors and suppliers looking to cut corners and drive down costs. This means sustainability concerns might take a back seat to commercial competitive demand.

“But our clients expect a specific level of service and performance from the products we supply and the technical support we provide. This differentiates us from the competition.”

“Having a sustainability plan is on the list of things suppliers and clients enquire about and underpins everything we do,” Ms Clarey concluded. “Sustainability is completely embedded in CA’s culture. There is no spin, no greenwashing, and we, as employees, are exceptionally proud of what we do.” n

EEE Group was established in 2003 in the UAE, with a commitment to deliver ethical business standards in the construction industry and beyond. Over the last two decades, it has become a prominent, multidimensional and innovative corporate entity. CEO Khalid Al-Qaqa told Hannah Barnett what the group has achieved and where it is going.

There is plenty of activity occurring under the umbrella of EEE Group. With a vast network of over 18 regional branches and eight joint venture companies across four geographical regions, the group has more than 600 employees globally and reports an $80 million turnover.

It currently operates four verticals: an elevators and escalators division, a parking solutions company, an indoor air-quality business and a sustainable construction arm. But it is the last of these that CEO Khalid Al-Qaqa is particularly excited about.

“Within our organisation I am empowering my directors to run most of the business so I can have more time to focus on the decarbonisation of the construction industry. It is my passion now,” he said. “Governments around the world talk about reducing their carbon footprint and hitting targets. Concrete and cement products are responsible for about 8 per cent of worldwide CO2 emissions. The easiest way to reduce those is to decarbonise the construction industry.

“We are offering a solution that can reduce 20 to 25 per cent of the CO2 emissions in any project without costing anything extra. We save our clients’ money while also reducing their CO2.”

Working with Unidome

The decarbonisation project uses innovative Unidome technology. Part of EEE Group, Unidome is a company Mr Al-Qaqa jointly founded in 2019. It provides a lightweight construction method in which material that has a negligible load-bearing function is eliminated.

Sustainable reinforced concrete is created using biaxial void slabs, a type of reinforced slab which incorporates air-filled voids to reduce the volume of concrete. Joining forces with academics in Germany including Dr Karsten Pfeffer, Managing Director of Unidome Deutschland, and Professor Dr Katharina Klemt Albert from Aachen University, EEE Group has developed the most innovative, efficient and sustainable construction technology on the market.

“At each building site, Unidome technology reduces CO2 emissions and the material used for construction, concrete and reinforced steel,” Mr Al-Qaqa said. “Everything we use to deliver this technology is made

of 100 per cent recycled material, as well. It is a 360-degree sustainable approach to construction.”

Mr Al-Qaqa highlighted EEE Group’s involvement in the Grove project in Abu Dhabi in 2022: 4,200 tonnes of CO2 and 20,000 cubic metres of concrete were saved across a 100,000 square metre site by using the Unidome slabs. It also meant 3,000 fewer concrete mixers were needed at the job site – another carbonsaving measure.

“We value-engineered the development and helped the site to reduce so much concrete steel, thereby also reducing the footprint of the project,” said Mr Al-Qaqa.

Air filtration

Another of the group’s verticals with a particularly sustainable slant is the air filtration arm. This is a technology that is especially valuable in a region like the Middle East, where the extremely hot summer weather has traditionally meant the dominance of very unsustainable air conditioning.

“We produce filtration systems within buildings that filter the internal air, rather than introducing hot fresh air from outside, which needs a lot of power and energy to cool it down.” Mr Al-Qaqa explained. “Our special filtration systems achieve the air quality we want indoors, without having to bring a lot of fresh air from outside.”

The air is captured by sophisticated HEPA (high-efficiency particulate air) filters. The group uses filters up to HEPA grade 14,

meaning they can capture very small air particles.

“The process works across six different stages,” said Mr Al-Qaqa. “Every stage has a different role in filtering the air and then we send the completely clean air back into the building.”

The big picture

EEE Group is striving to ensure all elements of its operations are as sustainable as possible. This includes introducing solar panels at offices, warehouses and manufacturing facilities. The surplus energy collected is stored and re-used during the night.

“We have looked at all aspects of our business, including sourcing, using suppliers that are sustainable and replacing materials that are not sustainable with those that are,” said Mr Al-Qaqa. “It’s

a continuous process. We’ve got a committee that’s looking at sustainability, evaluating everything within our business structure to introduce new, improved, optimised ways to do things.”

One of the ways EEE is making substantial changes is with its new manufacturing facility – recycling materials to be used on construction sites – which it opened in Dubai in 2022. “We are also setting up a similar facility in Egypt because part of our sustainable approach is minimising logistics for long distances,” Mr Al-Qaqa explained. “So, we want to produce material near the project.”

Between the Dubai and Egypt sites, the group is investing approximately $5 million in establishing and expanding the facilities within the 2023-2024 period.

“It is important to stay ahead of the curve, so we spend a lot on research and development locally and we partner with academia worldwide, not just in Germany,” explained Mr Al-Qaqa. “A part of our revenue always goes to R&D, meaning we always have new products and technologies in the pipeline. So we are flexible, and understand what the market needs.”

Supply chain

Supplier relationships have never been more tested than in the last few years with worldwide logistics and supply issues. This, alongside corresponding availability problems and price increases, makes it a tough environment for the industry to move through. But EEE Group is a solutionsfocused endeavour and localising its production plants minimises reliance on worldwide logistics.

Nonetheless, a strong network of partners and suppliers remains vital. “We never deal with our clients as customers, we deal with them as partners,” said Mr Al-Qaqa. “We work on a win-win formula, so we make sure they are benefiting from everything we do, the same way we make sure we are benefitting. This is how we maximise our markets and use our continuous relationship with clients to advantage us all.”

These sorts of trustworthy relationships will likely prove more important than ever as EEE Group continues to develop its

international presence. Mr Al-Qaqa explained how EEE plans to expand into the US market, having recently received approval from the authorities there, as well as targeting Africa. He outlined his vision: “Today, we sell sustainable construction products in about 34 countries.

“We would like to double this over the next three years and have 70 countries using our technology. In terms of turnover, we would like to reach $100 million by 2025. That’s our target.”

TOANENERGY-PACKED WORLD

Lamprell is a leading provider of contracting services to the global energy sector. Sustainability and innovation are common threads that drive strategy and growth through its renewables, oil and gas, and digital business units. Group HSES Manager David Enders, and HSES Bids & Sustainability Coordinator Mudashir Afolabi spoke to Andy Probert about the company and its desire to be net zero by 2050.

Sustainability works hand-in-hand with Lamprell's corporate responsibilities, whether that lies in its renewables, oil and gas, or digital business units. A leader in building complex offshore and onshore process modules, platforms, and in fabricating and refurbishing jack-up rigs and liftboats, Lamprell is actively involved in several sustainable initiatives. It has publicly committed to becoming net-zero by 2050 and driving sustainable gains across its supply chain.

It has established a reputation as an early mover and leader in the renewables sector since 2007. By the end of 2022, it had delivered 138 foundations for offshore windfarm farms on the East Anglia ONE, Moray East and Seagreen projects and it had concluded the Middle East’s first green trade finance facility for use on the Seagreen project.

Lamprell employs more than 5,000 people across multiple facilities, with its primary hub located in the Hamriyah Free Zone, in the UAE, which can produce up to 150 transition pieces annually, using its state-of-the-art production line. The facilities cover 800,000sqm with over 1.5km of quayside, explained Mr David Enders, Group HSES Manager.

Underpinned by nearly 50 years of expertise, Lamprell has continued actively

targeting the growing renewables industry in its traditional European markets and in new geographies, including the USA and Asia.

Key milestones

In September 2022, Lamprell was awarded a contract for construction of structures for deployment on the Moray Offshore Windfarm in the UK’s North Sea. The work includes constructing 60 wind turbine generator transition pieces and two transition pieces for offshore substations and shipping them to the UK.

Moray West is a new offshore wind farm comprising 60 turbines in the outer Moray Firth. Ocean Winds, a venture between EDP Renewables and ENGIE, is developing it. Once operational in 2024-25, the project will provide reliable energy for the equivalent of 640,000 homes.

To complete the works on this new project, Lamprell will make use of its new production line, which will be completed in mid-2023 and which enables the expedited construction of jacket components, transition pieces and monopiles for renewables projects.

Transition pieces and monopiles form the foundations of the wind generator turbines. The transition piece is a reinforced part of the support structure connected to the wind turbine tower. Monopiles are steel piles which sit beneath the turbine tower, typically by way of a transition piece, and are driven into the seabed.

Mr Mudashir Afolabi, HSES Bids & Sustainability Coordinator, outlined how one of Lamprell's historic milestones had been the delivery of six offshore windfarm installation vessels for various clients across the globe.

More recently, Lamprell has expanded its scope of products into floating offshore facilities, High Voltage Alternating Current (HVAC) and High Voltage Direct Current (HVDC) platforms and jackets. These are part of Lamprell’s future renewables strategy, and the company is actively targeting and bidding on these projects. As well as oil and gas, Mr Enders highlighted how the company was also focused on digital solutions in construction and operational projects to increase productivity and ensure its continuing world class safety standards.

Sustainable journey

“Our supply chain has a truly global scope, stretching from Asia to Europe,” Mr Enders continued. “One area of focus is the potential impact on sustainability. Mudashir and I are increasingly engaging with supply chain stakeholders to get them to report on their Scope 3 emissions while promoting best practices in their sustainability management.

“Lamprell's sustainability journey has been ongoing for around ten years, with the reporting and monitoring on waste diversion on-site, and improving its external C0 2 reporting.” In launching its CO 2 reduction programme, Lamprell has reduced gross greenhouse gas emissions from its operations by 48% since 2015.

Mr Afolabi noted that the company was considered a leader in the industry in managing ESG risks and opportunities , rated AA by MSCI and has decreased its gross diesel usage by 77% since 2015.

Lamprell's environmental stewardship pro gramme is focused on the communities in which it operates, according to Mr Afolabi: “We are committed to protecting and enhancing local ecosystems through various initiatives, including our annual UAE Clean Coastline event, which was launched in 2018. We regularly engage with our stakeholders to increase sustainability awareness and encourage adopting environmentally conscious best practices

“The construction industry as a whole is a significant polluter, being responsible for 40 per cent of global carbon emissions. Lamprell, however, has implemented initiatives pragmatically supporting its strategic sustainable efforts.”

A case in point was a $500,000 investment for the implementation of recommendations from third party facility energy audit.

“Sustainability is part of Lamprell’s DNA and embedded in its procedures and workforce, overseen by our Sustainability Committee,” said Mr Afolabi. “Recently we initiated a sustainability awareness programme that was designed to improve the knowledge and behaviours towards sustainable practices among employees and their families.

“We want to take that to the next level, and Lamprell is planning to implement annual initiatives which aim to achieve and deliver the net zero road map by 2050.”

These have already included a change of diesel generators at its main facility to 'grid-connected electricity', helping to more than halve energy emissions between 2015 and 2022. Solar panels are also being considered as a way to provide further alternative-energy power sources at its facilities.

“We look to make our systems more efficient, in an effort to drive down emissions and become more energyefficient,” explained Mr Afolabi. “We have a pipeline of other solutions that we are planning to implement. It has the added benefit of reducing costs to the business!”

“Our approach to net zero is structured around energy efficiency, replacement of fossil fuel where possible and engaging our supply chain,” said Mr Enders. “We are also seeking support from our supply chain, particularly in areas where sustainable frame -

Mudashir Afolabi, HSES Bids & Sustainability Coordinator

David Enders, HSES Manager

works are still evolving. We want to include key performance indicators into our subcontracts, as a way to measure supplier progress on ESG matters and to drive more sustainable solutions to our clients.”

“We have seen over 100 per cent growth in our renewable bid pipeline in the last three years, and the renewables market is currently very buoyant. Lamprell’s bid pipeline for renewables projects currently exceeds US$2 billion. The trend is expected to continue as the drive for sustainability continues globally,” concluded Mr Afolabi. “Lamprell is well-positioned to benefit from this growth market and has invested strategically to capture some of this growth, with the major investment of the production line in our Hamriyah facility.”

“As climate change is a major driver for the energy transition,” Mr Enders concluded, “Lamprell is well placed to take advantage of forthcoming opportunities.” n

Stortford Interiors is a UK-based interior architectural package specialist that has become one of the most reputable in the industry due to its high standards of delivery and commitment to sustainability. Having completed a diverse array of stunning projects, ranging from film studios to schools, the company will imminently complete a management buyout headed up by present Managing Director Scott Shearing, and his Executive Team. Along with Environmental Manager Sonny Johal, they spoke with Andy Probert.

Interior architectural package contractor

Stortford Interiors has carved a niche in setting superior quality standards and dependability that the rest of the UK industry aspires to. Differentiating itself from the competition, the company is both a leading drywall and ceiling specialist and, via its in-house joinery division Parkrose, delivers award-winning joinery and turnkey washroom fit-outs.

“Our business model has several specialist units in one stable,” said Managing Director Scott Shearing. “We can be a standalone, single-source contractor or bundle our specialities together, de-risking delivery, managing interfaces and providing commercial and programme benefits. Clients warmly welcome this combination.”

Sustainable focus

According to Mr Shearing, Stortford Interiors has a core belief in sustainability: “We have advocated the ‘first time right’ philosophy for many years. That is preparing, planning and programming before arriving on site. Efficient pre-construction and pre-commencement planning are essential, and paramount to success. We rationalise potential obstructions and pursue the most lean and compliant methodology to satisfy our performance criteria.

“We are advocates of early engagement and not wasting time, materials and labour on-site. We advocate pre-assembly and premanufacture wherever possible, so speed, agility and quality are always paramount.”

Stortford Interiors builds in a strategic environmental overview that delivers significant carbon minimisation, as

STORTFORD INTERIORS I PROFILE

Environmental Manager Sonny Johal elaborated: “On a recent project for our client Skanska at Euston Station, (as part of the HS2 rail scheme), we worked with the management team to introduce many environmental initiatives.

“Innovations included smarter, consolidated product deliveries with electric vehicles and ‘green air’ forecasting on reclaimed materials,” Mr Johal continued. “We also carried out industry-compliant carbon offsetting on-site, equivalent to saving 20 tonnes of carbon emissions.”

Stortford Interiors’ contract scope was a complete architectural fit-out of management offices at Euston station. Skanska’s contract also involves the construction of tunnels on the approach to the London terminus.

The company embarked on a closed-loop material initiative, and recycled materials for local communities. “We introduced several social-value projects and brought

on two new apprentices, while the supply chain fully supports our offset targets,” Mr Johal said. “In total, we aim to offset 50 tonnes of carbon.”

“This project is a benchmark for us to demonstrate our environmental credentials and meet critical KPIs,” Mr Shearing agreed. “What we learn from Euston, and other projects with a carbon reduction focus, will be utilised on future contracts.”

Company growth

The company is headquartered in Bishop’s Stortford, strategically located between London and Cambridgeshire, with London and the Southeast as the primary focus for most of its contract work.

Initially started as a drywall and interior ceilings specialist with a smaller joinery offering, Stortford Interiors has grown organically and, 12 years ago, acquired Parkrose, a standalone joinery business. Clients include a who’s who of Tier 1 contractors and blue-chip multi-nationals: Wates Construction, Skanska, Sir Robert McAlpine, Laing O’Rourke, Mace, ISG and BAM to name a few.

“With a variety of clients,” said Mr Shearing , “Stortford Interiors gets diverse exposure to many sectors and projects, including commercial, residential, education, R&D, pharmaceuticals, and retail. We are not over-dependent on one sector and can tweak our business model to suit what is needed for sustainable growth.”

The company employs around 100 people and taps into a labour pool of up to 600 skilled sub-contractors. It has posted

turnover of around £50 million for the past two years and is forecast to maintain that over 2023 and 2024 with increased growth projections.

“We are on an upward trajectory that we hope to maintain, despite turbulence and complexities in the market,” Mr Shearing explained. “We will continue developing our green credentials for clients. We plan to save between 20 and 50 tonnes of carbon per project this year and achieve our 2060 carbon-zero target.

“A decade ago, we were involved in the first LEED project in the UK to be accredited with a Platinum status at Bloomberg, and our green road map continues to gain momentum.”

Projects tour de force

Stortford Interiors prides itself on its unique and stylised imprint within the commercial and industrial spaces of London and the Southeast. This expertise is evident in one of its newest project wins, Eastbrook Studios London for contractor Volker Fitzpatrick.

This multi-million-pound drywall and ceilings contract is part of a major scheme to provide London’s largest film and television production centre. Located in Dagenham, plans include the construction of 12 sound stages, offices and ancillary space, totalling over 500,000 sqft. Providing a major boost for London and the UK entertainment industry, the scheme should create 1,200 jobs and contribute £35m annually to the local economy.

Other projects include extensive washroom fit outs at 100 Liverpool Street and 1 Finsbury Avenue on the Broadgate Framework for British Land; the extensive refurbishment of 41 Lothbury, a former Grade II listed city bank; the redevelopment of 1-5 Grosvenor Place for HSH, and an extensive contract for Westbury Hotel in Mayfair, London.

Stortford Interiors has secured a multi-million-pound drywall and ceilings contract at the Life and Mind Building (LAMB) in Oxford, part of the £4bn partnership between Legal & General and Oxford University. The LAMB building represents the university’s biggest building project to date and will be its largest teaching and research facility. The scheme will help scientists in the Biology and Experimental Psychology Departments address some of the most pressing global challenges.

In addition, Stortford Interiors delivered the ‘Deep Green’ Passivhaus scheme for the ISG project. This transformed the Entopia Building, a retrofitted 1930s Telephone Exchange, into an ultra-low carbon headquarters for the University of Cambridge Institute for Sustainability Leadership (CISL).

The redevelopment was carried out in accordance with EnerPHit, the Passivhaus standard for refurbishment, one of the most stringent standards for energy retrofits and low energy use.

“We enjoy delivering projects where we can use all of the skillsets of our many business units – º joining up the dots,” said Mr Shearing. “It is the best demonstration of how we differentiate ourselves from our peers.”

Responsibilities

“There has been challenge after challenge in the UK construction industry. We navigate them cautiously, whilst satisfying our corporate and social responsibilities,” Mr Shearing continued. “There is more scrutiny on products and warranties; if they are fit for purpose and whether they are being installed appropriately – a compliancy charge. Additionally, project stakeholders assert their need for a sustainable focus and, as a business, we must satisfy our ethical and environmental obligations.

“Collaboration, co-operation and consistency are fundamental to clear communication with our suppliers and clients. Recent client feedback suggests we represent excellent value and deliver confidence on every project.

“Establishing long-standing relationships built on trust is fundamental to securing repeat business,” Mr Shearing concluded. “Our reputation and brand stand on our teams consistently delivering high quality. That’s why the company’s outlook is robust, diverse and exciting.”

Sustainability in the m aterial world

The family-run ZINDEL GROUP has been anchored in Graubünden, a canton in eastern Switzerland, for over 90 years. The company consists of five subsidiaries (METTLER PRADER AG, CRESTAGEO AG, BRUNOLD AG, ZINDEL LOGISTIK AG and X STATIK AG) all operating in different fields of construction, nationally and internationally. CEO Dr Marc Grünenfelder explained more to Hannah Barnett.

The ZINDEL GROUP may operate five subsidiaries, but its corporate structure is very simple. It is what is known as a ‘line’ organisation. This means it has one group board of directors on the operative level, and another on group executive management level. The two bodies are responsible for all group and company matters.

The structure is the brainchild of CEO Dr Marc Grünenfelder, who joined the group two years ago.

“The benefits of this clear and simple organisation are obvious,” he said. “When I started, the group was a complicated matrix organisation with independent subsidiaries, each with its own board

of directors, executive management and strategy. Now, group and company issues are discussed and solved collectively, by one body. One voice and one channel of communication is key, and we are much more flexible and efficient.”

The new strategy has paid off. The 400plus employees across the ZINDEL GROUP realised 850 constructions around the world last year and annual turnover reached over 100 million CHF ($110 million).

It is clear that Dr Grünenfelder is a strategy-focused CEO. He believes this approach makes the ZINDEL GROUP stand out within the industry: “There are a lot of competitors in the construction field. But what’s important is to have a clear strategy

and I see a lot of companies in our market that don’t have that. They only work day-by-day, project-by-project and lack a wider focus.”

Sustainable strategy

Each subsidiary of the ZINDEL GROUP approaches the sustainability of business and operations with the same strategic method as the group does its corporate structure. This means breaking down its sustainable targets into ecological, economic and social categories.

Ecological targets include CO2 reduction and continuous expansion of the e-vehicle fleet. Economical means investment into PV systems, cost optimisation and increased efficiency through targeted scheduling, both operationally and financially. Social includes continuous training of employees and attractive career paths.

“Sustainability in our group is really important,” said Dr Grünenfelder. “And it is also important for me, personally. The will at the level of the board of directors regarding sustainable business is really high and that’s why we made a clear, strategic decision. Sustainability is now an essential part of our group strategy.”

Sustainability is not a new concept for the group, however. ZINDEL GROUP has had a certified environmental management system in accordance with the globally recognised standard ISO 14001 since 2015.

The aim of the certification is to comply with legal regulations and to minimise negative effects on the environment, for example in the form of soil or air pollution.

The environmental impact of the group’s operations is systematically overseen by an independent body. Through an annual review of the set goals and the environmental management system, continuous improvement is ensured.

“We systematically track and record recent positive developments and the current status of the relevant data from the environmental management system,” explained Dr Grünenfelder. “For example, with data evaluation on the energy consumption of construction machinery or the monitoring of renewable energy –like the PV systems on group premises.”

The group has recently launched a real estate company, GUTGRÜN AG, to put some of its sustainable strategy into real, tangible action. “We want to develop environmentally conscious real estate projects, to reduce our carbon footprint

both during and after the construction process,” explained Dr Grünenfelder. “We are convinced that in the future, the demand for such houses will be very high in Switzerland.”

Lighthouse projects

Beyond strategy, the group is involved with a number of pioneering sustainable construction projects. Dr Grünenfelder calls them “lighthouse projects”, a term which refers to endeavours that are smallscale but big-picture. They are so-called because the projects are intended as a beacon for future transformation and development.

One clear example is Muttsee – a first-ofits-kind Alpine solar project and the biggest solar power site in Switzerland. Located at 2,500 metres above sea level, Muttsee produces 3.3 million kWh of elec tricity

per year, half of it in winter. The plant has been fully operational since the end of August 2022.

“It was tough to build; you can only really work for four months of the year there,” said Dr Grünenfelder. “It’s in the middle of the Alps and there is a lot of snow, wind and rain. Material and personnel had to be taken up the mountain by helicopter. But it’s a really impressive project.”

Dr Grünenfelder also highlighted the cross-connection Untervaz project, also in Switzerland, as an innovative endeavour on the part of the ZINDEL GROUP. It involved a highly complex

bridge construction, built in record time by METTLER PRADER AG and completed in May 2022.

Dismantling the old bridge took place over just one weekend, with an “armada” of large excavators, according to Dr Grünenfelder. Construction occurred

in five main stages and had to be carried out whilst managing traffic.

“We can plan and construct suspension bridges from a span of five metres to really large ones over 600 metres,” he continued. “We operate in Germany and across the whole EU. We even have a project in Indonesia, where we are constructing a 520-metre bridge in the middle of the jungle. It’s a really cool project linked to a tourist development.”

A tangible future

Dr Grünenfelder was adamant about the importance of preserving a strong supply chain in order to maintain the success of the group. It is something that the last few years have made clearer than ever, he said: “The awareness of the importance of suppliers is much higher since Covid.

We realised that it is vital to have a longterm relationship with suppliers – especially for developments abroad. With projects like suspension bridges, we are dependent on the steel industry, so, we have built some robust relationships there.”

Indeed, the robustness of the industry is part of what attracted Dr Grünenfelder to construction in the first place, switching from a career in corporate law. That, and the satisfaction of working on projects as substantial as suspension bridges.

“Construction is multifarious, complex and, most importantly, as I often tell my employees, it is a tangible business,” concluded Dr Grünenfelder. “You can always see the purpose; you can see why you are doing something and who you are doing it for. It is one of the exciting things about this industry. I worked for a big Swiss bank and law firm in Zurich before, and it was interesting.

“But the purpose of a bank is not tangible. When I was consulting with clients, I always thought ‘I’m on the wrong side of the table.’ So, I moved to the other side of the table.” n

The Marimaca Copper Project, recognised as one of the most important copper discoveries globally in recent years, is progressing towards production. Romana Moares spoke to Chief Sustainability Officer Laura Rich about the unique features of the project; not only in terms of its production potential, but also regarding its reduced impact on the environment.

Copper was one of the first metals ever extracted and used by humans, and it has made vital contributions to sustaining and improving society since the dawn of civilization. Today, copper is prized more than ever as an essential material for the energy transition and electric future.

As the planet moves toward net zero energy production, the demand for copper is expected to rise sharply. On the supply side, a deficit is forecast in the coming years due to declining production, a lack of new mine development, and a lack of large-scale exploration successes

to replace existing, depleted copper reserves. Hence new copper discoveries are critical.

One of a kind

Marimaca Copper is a TSX-listed copper company focusing on developing its flagship asset, the Marimaca Copper Project in Chile’s Antofagasta region. The mine location itself presents a significant advantage – Marimaca will be developed as an open-pit copper mining project located in the coastal belt at low elevation, approximately 45km north of Antofagasta and 25km east of the port of Mejillones.

The project is an all-oxide copper deposit with straightforward and established processing requirements, that should only require relatively low capital investment for development. The project benefits from first-class existing infrastructure, logistics and utilities nearby, further reducing execution risk.

The project also benefits from certain unusual considerations from the environmental point of view, according to Chief Sustainability Officer Laura Rich: “As envisaged, the Marimaca project

does not require a tailings storage facility, which is a significant benefit – not only from an environmental perspective, but also from health and safety and risk man agement perspectives.”

But that is not the only environmental benefit of the project, she explained:

“Over the past couple of years, one of our key focus areas has been to secure access to a long-term water supply for future operations. In Chile, water scarcity is a big issue in a water management context, and there are certain key

THE MARIMACA COPPER PROJECT I PROFILE

restrictions that will increase over time. As a result, we have been looking at processing techniques that essentially use untreated seawater, (as opposed to groundwater or desalinated water), for processing within future operations.”

To this end, in November last year, the company entered into a water option agreement with a major electricity supplier based in Mejillones. The arrangement provides Marimaca with access to recycled seawater used in the utility’s cooling plant, which Marimaca will reutilise for processing activities over the projected life of the mine. This arrangement also provides access to green power for at least 10% of long-term operational needs.

“This has significant operating cost benefits and is completely in line with our sustainability objectives and our aim to build a sustainable copper mine,” said Ms Rich.

Strong ESG position

In March 2023, Marimaca’s second independent ESG performance assessment via the Digbee ESG reporting framework was completed, highlighting that significant progress has been made by the company over the past 12 months regarding both ESG governance and operational sustainability milestones.

The assessment resulted in an overall score of BBB for the company and the Marimaca Project; an improvement from

the BB score rating in 2021. It highlighted the appointment of a Chief Sustainability Officer and the restructuring of Board Committees to provide a stand-alone ESG committee and stated that no Scope 3 emissions were expected to be generated in the future, given the expected production of copper cathode, which does not require smelting and refining.

Ms Rich mentioned another significant advantage of the project: “Unlike some other mining operations, specifically in Africa, due to our location, we have no immediate local populations that would require resettlement for development.

The nearest town is 25km away and is already an established logistics hub. This means that we have a great pool of local contractors available for a variety of services, with whom we can partner for future needs. Antofagasta is slightly further away and is a world-renowned location for mining skills for the purposes of recruiting our future operational workforce.

“Suppliers are very important to building our long-term success, and we appreciate their invaluable experience in the region. Our core suppliers are currently related to our exploration drilling campaigns, project engineering, mine planning and

processing reviews. Many of our suppliers have worked on the development needs of Marimaca for some years now. They form part of our project review and development teams and play a critical role in our development planning.”

New discovery

So far, the Marimaca project has exceeded all expectations. Last year, the company published a significant upgrade in the scale of the resource, doubling the former resource estimate. This marks an important step-change in the scale of the project, supporting

a potential production rate higher than that proposed in the 2020 Preliminary Economic Assessment (PEA).

Commenting on the new discovery, the company’s management reflected that it establishes the Marimaca project as one of the most significant greenfield copper oxide discoveries of the last 20 years, and confirms its potential to host over one million tonnes of contained copper in a single pit.

“Over the past year or so, conducting additional exploration programmes has established that the prospective project is far larger than we anticipated two

years ago,” explained Ms Rich. “However , although larger, the actual complexity hasn’t changed. It doesn’t require additional means of processing; it simply means extending the mine life, as opposed to changing the structure that we envisaged.”

Dual strategy

Speaking about the next steps, Ms Rich highlighted that the company is working on a dual-track strategy: regional and near mine exploration that could further expand the resource or lead to a discovery of a new Marimaca and, progress permitting, a definitive feasibility study for the Marimaca project itself.

“We are now de-risking our permitting strategy and undertaking the relevant environmental and technical studies,”

she continued. “We are also progressing and finalising work required for a definitive feasibility study that should allow us to assess options for construction in 2025.”

From an industry perspective, the continuing development of green or sustainable mining is a core focus for all operators and for the industry’s wider stakeholders – be they investors or governments.

“The need for critical raw materials will only increase,” concluded Ms Rich, “and there now appears to be an increasing realisation that mining is indispensable, given its importance for the transition to a net zero economy. So, it is imperative to discover new mines and to develop them in a sustainable manner.”

Future-focused

With more than 30 years’ experience, KPS has grown to become one of the Middle East’s leading interior construction groups and is now expanding into Europe. In an exclusive interview with Inside Sustainability, UAE Managing Director Stephen Taylor explained why connected technology is the way forward for the industry. Report by Imogen Ward.

KPS always goes the extra mile. This commitment is rewarded with the unwavering loyalty of each returning customer.

“Once a KPS client, always a KPS client,” Managing Director Stephen Taylor said. “We’ve had clients come back to us after 15 years, to ask if we can fix a chair. The

dfitout

answer is always yes! We very rarely turn to a client and say: you’re outside our defect liability period. We always work collaboratively with our clients to make the whole interior construction process transparent for them and help to build what we call lifelong friendships.”

Set up in the Middle East in 1992 as a furniture company, KPS later diversified into interior design and fitout for office

buildings. Now, more than 30 years later, the company provides end-to-end design, interior construction, furniture and maintenance services across a whole range of sectors, from education and innovation hubs to hospitality and healthcare.

“The business maintains the strong Swedish roots of its entrepreneurial founder,” Stephen explained. “The owner saw an opportunity in the growing markets of the Middle East, and he is still very much involved today. Since we are still a privately-owned business, the profits can be reinvested to support growth and make sure we stay on top of the latest technological advances to increase efficiencies, reduce costs for our clients, and improve our sustainability footprint.”

Sustainable interior solutions

As trends in The Emirates change, refurbishment is taking the spotlight. KPS is one of the specialist companies taking advantage of this new demand, providing customers with a well-informed, professional service that has a much smaller environmental impact.

“We are always looking at ways to repurpose and enhance the sustainability ratings of our construction materials. We have incredible design and commercial departments at KPS that work closely together to find the very best solutions to refurbish any space. This not only lowers the costs and environmental impact during the construction phase, but also over the entire lifetime of a building, through better insulation and smart controls that slash energy bills.”

The company has many successful refurbishments in its portfolio, including Al Thuraya Tower in Dubai Media City, with 1 8,000 square feet of space updated across 34 floors. Because the building was old and outdated, it was only 25% occupied. KPS was tasked to change that and create a space as desirable as the

location it was in. The refurbishment included a landscaped area on the firstfloor terrace, so tenants now have access to an outdoor meeting space, complete with casual seating and lighting. Everything about the building is now smart, from motion sensor lighting to intelligent elevators that minimise power usage. Al Thuraya immediately attracted high levels of interest, with most of the previously vacant office space being taken up by new tenants.

Putting people first

Regular health checks are also a given when it comes to the KPS standard of service. Reaching out to its clients frequently, the company provides that personal touch to ensure its customers never feel forgotten – it is the KPS way.

“We connect with all our customers on a regular basis, to see if there is any warranty work that they need us to undertake, or any small additions, like moving a wall

or some power outlets,” Stephen explained. “We are all about the customer experience; it’s always our number one priority. I don’t think they believe their eyes when we walk through the door, because in this sector they expect to be forgotten. We believe in empowering our staff to make their own decisions, and I think that’s a big part of what creates such a positive experience for our clients.”

Connected technology

Construction projects are difficult to manage, requiring coordinated supply chains, contractors, suppliers, equipment and labour, all within set budgets and timelines. Because many of these complex workflows are still managed by hand, customers are frequently frustrated by completion delays and budget overruns. The inefficiencies also slash through margins on fixed-price construction contracts.

“Even when construction companies do use technology, it’s often just a suite of unconnected systems that are

not talking to each other,” Stephen continued. “Construction is like a team sport, and you are only successful if everyone is working together as one. Connected construction technology is transforming KPS, and we believe that these changes will make everyone – and everything –work smarter, and invariably lead to better project outcomes.”

A diverse project portfolio

Eager to leave its mark on the industry, KPS has completed some extremely creative and innovative projects, sometimes to the constraints of a challenging budget.

This year’s star of the show was the Al Jaddaf project. It saw KPS transform 25 under-used ground floor retail units into 34 high-end waterfront apartments. With a limited budget of $190,000 per apartment, KPS made good use of its demolition expertise, using two automated demolition robots instead of thirty workers with jackhammers. This reduced dust and noise and cut the demolition time in half, thereby avoiding nuisance to the residents on the floors above.

“The end result for the Al Jaddaf project was unbelievable,” Stephen explained. “The quality of finish was so exceptional, that Dubai Properties Asset Management, ( who own the building), are now considering our furnishing services, too.”

Another outstanding finish was achieved on the 2022 Smart Salem project. This first-

of-its-kind smart health clinic took three months to complete and incorporated the latest in technological advancements.

“Every single project we do presents its own set of unique challenges, and Smart Salem was no different,” said Stephen. “But the facility was a real joy to see come together, and it incorporated some of the latest smart technology, to provide its patients with a seamless and efficient experience. Smart Salem has taken the medical sector to a new level, and it’s so exciting to say we were a part of that. Since then, we have completed another project with the company, and we have a third one lined up for early-2025.”

With future plans secured, KPS also intends to further develop its capabilities. Taking full advantage of its dedicated digital and research teams, the company

is looking at the practicalities of AI, and hopes to incorporate this into its design concepts soon.

“Our digital team is also looking at improving furniture selection and procurement,” Stephen said. “We are creating a platform dedicated to the thirty-plus furniture brands we represent. We are looking at how we can bring that to life to benefit not only our own clients, but also the industry as a whole.”

The future is looking very bright for KPS as it continues to grow and expand into new sectors and markets and that is, in large part, thanks to the passion of those who work there.

“It has been a privilege being able to share my international experience with the team at KPS,” Stephen concluded. “If I can help other people grow in this industry and empower them, I always will. KPS is

a very giving company, and that spirit really encourages our staff to reach their full potential.”

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one planet – one chance – one voice

TRANSPORTATION & LOGISTICS

An introduction to the transportation and logistics sectors, with news, an event preview and a special report about port decarbonisation, followed by company profiles.

project in Detroit A decarbonisation and air quality impro

Carbon Reduction Scientist Dr Robert Moorcroft works for Tunley Engineering in Yorkshire. In this report, he details the carbon reduction measures that will make up a pioneering project he is leading at a port in Detroit, Michigan.

The Detroit/Wayne County Port Authority has initiated a 12-month project to reach Net Zero carbon emissions for port activities by 2040, as well as improving overall air quality. The carbon consultancy is led by Tunley Engineering, trusted scientists in the decarbonisation sector.

The project will initially calculate baseline measurements of port activities with respect to greenhouse gases and other harmful emissions such as fine particulate matter (PM2.5).

Port activities include shipping, loading/unloading, indirect energy (electricity) and drayage. Industrial processes will be excluded. Working alongside the terminal operators, opportunities to decarbonise, by electri fication of equipment for example, will be explored.

Engagement with operators

Various options will be discussed with terminal operators, considering capital, running costs, practicability and availability. Various grants are available to assist with capital expenditure, and Tunley Engineering seeks to highlight these opportunities. Alongside carbon reduction plans for each terminal, a document for the whole port will consider shared infrastructure requirements, such as, for example, options for the generation of renewable electricity.

The Detroit/Wayne County Port Authority has obtained funding for Tunley Engineering’s consultancy; therefore, all terminal operators have access to free carbon consulting from PhD level scientists. Tunley Engineering has worked alongside partners in a wide range of industries to quantify and reduce carbon emissions through efficiency

An expert from Tunley Engineering outlines an ambitious partnership in America.

ovement

About the author:

Dr Robert Moorcroft is a Carbon Reduction Scientist at Tunley Engineering. He applies his multidisciplinary scientific background spanning biology, chemistry and materials science to the carbon assessments and realistic reduction plans for the customers’ often complex needs.

Dr Moorcroft completed his PhD at the University of Manchester on microbiologically influenced corrosion. Prior to working at Tunley Engineering, he carried out fundamental research on second generation biofuels, high efficiency shipping coatings and novel biosensing technologies.

savings, changing infrastructure and altering working practices.

Signing up is voluntary, however early engagement offers a wider timescale for assistance with grant writing and similar. For terminals that do not engage, Tunley Engineering will calculate emissions based on publicly available data, and extrapolation of the data acquired. For transparency of method, these terminals will need to be identified. However, regarding the financial incentives, these will be in the minority.

Carbon reduction opportunities

The Inflation Reduction Act has paved the way for businesses to access funding for clean infrastructure. Furthermore, the Bipartisan Infrastructure Law has enabled

$80 million of funding every year for the reduction of truck emissions at port facilities. Many of the terminals along the Detroit and Rouge rivers would qualify for this funding. Various opportunities exist to reduce carbon emissions. Hydrotreated vegetable oils burn cleaner than regular low-sulfur diesel, and in many cases can be used as a like-for-like replacement, without the need to change assets.

Electric equipment has lower operating costs than diesel equipment, and with grants available to assist with capital expenditure, agile companies which make the switch are likely to be at a competitive advantage. Furthermore, both B2B and customer demand for low carbon products are at the highest they have ever been, along side

pressure from investors, government entities and other stakeholders for low carbon supply chains.

Community engagement

Southwest Detroit has suffered poor air quality from proximity to heavy industry. Previously, the voices of the community have been overlooked in infrastructure pro jects, for example when homes were demolished to build the I-75 interstate highway. Therefore, the Port Authority has engaged Southwest Detroit Environmental Vision to listen to the community and provide ongoing feedback for carbon reduction measures.

At the end of the process, comprehensive analysis of baseline measurements for greenhouse gas emissions and air quality impacts will be provided for all port terminals. Furthermore, a comprehensive carbon reduction plan to Net Zero by 2040, alongside improvements in air quality,

will be created. This plan will be publicly available as an interactive map, where anyone can click on a terminal and view current emissions and scroll projected emissions by year, as the carbon reduction measures come into effect.

About Tunley Engineering

Leeds-based Tunley Engineering is wholly committed to the decarbonisation of the Earth. Its science-based approach and commercial aptitude ensures the company identifies realistic opportunities to reduce the negative impact organisation or products have on the environment.

Tunley Engineering’s team of highly skilled scientists provide high-quality carbon reduction assessments and carbon training courses, all designed to help create a real sustainable difference throughout a business, enabling a company to reduce and offset its carbon footprint. n

Special focus on transport events

The event, which focuses on electric vehicles, clean energy and sustainable transport solu tions, will convene a diverse and engaged audience of 10,000+ participants from all over the world at ExCel London, UK. The event offers world class networking, business development and learning opportunities to key stakeholders from across the sector including policymakers, investors, media, business leaders and entrepreneurs from around the world.

A diverse range of exhibitors will be on display at this year’s London EV Show, including leading car manufacturers, light vehicles, electric trucks, vans, electric charging infrastructure and battery systems, and eVTOLs. Visitors will have the opportunity to explore the latest EV models, disruptive innovations and next- gen technology revolutionising the global EV sector.

The London EV Show 2023 will feature a comprehensive programme of panel discussions, Q&A sessions and keynote speeches from top-notch speakers, providing participants with valuable insights into the latest trends and developments in the EV industry.

A number of speakers are already confirmed, including:

• The Department for Transport

• National Infrastructure Commission

• NHS England & NHS Improvement

• SAE International, World Economic Forum

• Oxford City Council

The conference agenda at this year’s LEVS will cater to the entire EV value chain and will host influential speakers from ministries, associations, EV manufacturers, charging infrastructure companies, battery management systems, fleet management companies and more. The London EV Show conference delivers power-packed keynotes and engagement in high-level strategic discussions, panel sessions and other investment-focussed sessions.

The London EV Show is the UK’s biggest EV expo and conference that witnessed an amazing year on year growth of 160% in terms of number of exhibitors, 200% in terms of number of attendees and 140% in terms of number of speakers.

This year’s participants include:

• E.ON, Lotus and Ford

• Gold Sponsors: Schneider Electric, Fast Charge and Sungrow Power

• Silver Sponsors: Intramco and Aktrion Group

First hydrogen train to perform tests on the Spanish Railway Network

TheFCH2Rail project, in which a bi-mode demonstrator train with hydrogen fuel cells is being developed, has achieved an important milestone by obtaining authorisation to run tests on the Spanish National Railway Network. As a result, it has completed the first of the routes planned with the arrival of the unit at Canfranc station, in the Aragonese Pyrenees.

The demonstrator train is the first hydrogen train to achieve this milestone. This is an outstanding achievement, because the Canfranc line is particularly demanding due to its steep and high gra dients. To this end, the demonstrator train, a Renfe’s Civia commuter unit, has run on the Zaragoza-Canfranc line both in electric mode, in the electrified area, and in hybrid mode, combining energy from hydrogen fuel cells and batteries in the non-electrified sections.

A new stage of on-track testing is now underway with the aim of trialling the new

technology in a wide range of power and energy demanding conditions, simulating different commercial services. To this end, the train is scheduled to run on different lines of the Spanish Railway Network, mainly in Aragon, Madrid and Galicia. The test scenarios include running under different climatic and operating conditions. This will allow a more complete characterisation of the new on-board technology, for the subsequent evaluation of the competitiveness of the new bi-mode hybrid propulsion solution with hydrogen fuel cells as a sustainable alternative to the diesel traction currently used on many lines.

This is a project that began in early 2021 and is scheduled for completion by the end of 2024. The project has a €14 million budget, €10 million of which is being funded by the Clean Hydrogen Partnership, formerly FCH2 JU, a European Commission agency dedicated to promoting the development of hydrogen and fuel cells. n

The latest company and industry related developments from the transport and logistics world

Orange is the new green!

Knowles Transport has purchased a new electric truck, a first for the fleet and one of the first hauliers in the country to run an electric truck, setting an exciting precedent for the future of the business. The Volvo FE Electric is now on the road and running on a local collection and delivery schedule.

Knowles was initially conducting a three-week trial of the Volvo FE Electric to establish its viability as part of the Knowles fleet. Following a positive response from drivers and alleviated worries about range during the trial, Knowles was enthusiastic to invest in the 19T vehicle. Knowles has also invested in a 150kWh supercharger that is capable of charging the vehicle within two hours.

The Volvo FE Electric features twin electric motors producing 225kWh and 850Nm torque with a Volvo 2-speed gearbox. The total energy storage of the vehicle is 265kWh which helps the truck to maintain a 200Km range. The truck is a 4x2 wheeled 23ft curtain side fitted with a tail lift to aid

deliveries. Featuring lane-keeping assist and adaptive cruise control, the FE Electric provides a smooth ride for both occupants and cargo thanks to its front and rear air suspension setup.

The truck will be run on a local collection and delivery schedule due to its size and capabilities. Its short wheelbase (only 5,500mm) and nimble handling make it ideal for urban environments. This, along with the electric powertrain, means no noise or carbon pollution will occur from the vehicle, keeping towns and cities quiet and clean. n

MORELO Reisemobile makes stylish motorhomes known for excellent comfort and superior quality. Since developing its first prototype in a shed in 2010, the German company has become one of the most successful luxury motorhome manufacturers in Europe. Sales Director Sven Stadthalter spoke to Hannah Barnett about the scope of the company’s achievements.

Only 12 years after the start of industrial production, MORELO is now recognised as the undisputed market leader in its small, but select, luxury segment. And the numbers speak for themselves.

The company now has 455 employees, working across a built-up area of 23,500m², with a total site area of 132,000m². The number of MORELO vehicles on the road reached 4,000 in March 2023 and the company intends to produce a total of 560 luxury motorhomes by the end of the year.

According to Sales Director Sven Stadthalter, though, there is more to MORELO than its bottom line; “We did not start building motorhomes to get rich. We did it because there is nothing else we would rather do. And because we love the freedom of motorhome travel. There is nothing better than packing your belongings and getting away for a few days – or, even better, a few weeks – to travel through Scandinavia, discover southern Italy or drive to Portugal.”

Strong growth

The annual MORELO OPEN festival takes place at the company’s factory. The customer-focused event clocked up a record number of participants this year, welcoming 900 motorhomes and 2,500 motorhome enthusiasts to the site in Schlüsselfeld, Upper Franconia, in southern Germany.

Sales Director Sven Stadthalter

The company’s cultivation of popular interest is complemented by its ongoing multi-million-euro investment into expanding and upgrading its facilities. In 2022, the exhibition hall was extended by 1,000m², in order to display a perfect cross-section of the MORELO product portfolio. New, modern offices for marketing and sales have also been built.

MORELO has also expanded its plant to make the production area approximately 3,600m². This will allow the vehicles in production go through a double floor prefabrication stage, before assembly work starts on the chassis.

The extension includes the addition of five more assembly stations for machinery equipment. “Now there is space for us to create one of the most modern carpentry workshops in Europe,” explained Mr Stadthalter, “with a fully automatic panel depot. Panels will be processed through one of three CNC milling machines, which cuts each individual part out of them. This reduces waste through what is known as the nesting process.”

Most exciting of all is the ongoing construction of a second plant. This will create 100 new jobs and double production capacity, with the intended completion date of spring 2024. “The new plant is a big milestone for us,” said Mr Stadthalter. “The first step has already commenced; over

the last few months, we have started to see the formation of the floor platform and the building pillars.”

Strong sustainability

Like any modern enterprise, MORELO takes the responsibility of its environmental footprint seriously. This means establishing waste separation schemes and watersaving measures throughout the business, as well as the introduction of pellet-fired heating for use in production halls. But, according to Mr Stadthalter, the company is also aware that the fundamentals of sustainability run deeper.

“Our chassis suppliers are currently in the process of developing alternative drive systems for the basic Mercedes Benz and Iveco chassis we use,” he explained.

“Motorhomes have special requirements for loading and axle-dependent maximum weights, as well as cost considerations to take into account. This is where we depend on the innovation of our chassis partners. They look towards electric and hydrogen mobility on the way to CO2 reduction and net zero emissions.”

The new, top-model Grand Empire 120 GSO motorhome uses purely electric onboard technology and is EURO VI emission compliant, the latest and most stringent standard for vehicle emissions currently in place. It is built on a powerful 530hp Mercedes Actros consumption-optimised chassis, with a steered rear axle and even has a rear garage, large enough for a small car, as well as a comfortably equipped slide-out for the living and kitchen area.

Strong relationships

MORELO, like any successful business, enjoys a strong relationship with its suppliers, and the company has been working with many of them for several years. “We attach great importance to working with sustainable suppliers and, if possible, with European ones,” added Mr Stadthalter. “It is important for us to keep up with the latest product technology and practice the principle of ‘live and let live’ in price negotiations.”

The trustworthy relationship between MORELO and its supply chain paid off during the turbulence of the Covid pandemic and the further issues created by the war in Ukraine. “The fluctuating availability of resources and the permanently high price

of materials remains a challenge when production is busy,” said Mr Stadthalter. “Prices have risen sharply at some points. We aim to keep delivery times normal and the price in relation to the product performance: in order to avoid a possible market downturn.”

Another challenge is recruiting a skilled workforce. “Getting the right personnel can be difficult in a region like ours, Upper Franconia,” said Mr Stadthalter. “So, new creative measures have been taken to keep employees happy and attract new ones. This has proved beneficial because we have become one of the top employers in the region.”

With staff and customer welfare clearly in mind, MORELO imbues all it does with its slogan ‘Willkommen Daheim’, which translates as ‘Welcome Home.’ The company regularly receives top rankings from the international trade press in categories such as customer loyalty, quality, price, service and workshop facilities. It has also been awarded special prizes for its social media use and high safety standards.

The long-term vision of the company now includes an ambitious target to produce 1,000 vehicles a year, and to do so alongside healthy, sustainable growth and a careful expansion of the product portfolio.

“I consider myself an integral part of the MORELO family, both internally and with customers,” Mr Stadthalter concluded. “This is more than just a job. It is what drives me and gives me authenticity. My daily routine never gets boring. We face new challenges every day, but we overcome them as a team, always with the objective of exceeding the expectations of our customers. Thanks to MORELO, I have turned my hobby, my passion, into a profession - what more could you ask for?” n

Toyota, often better known for its automotive brands, has also been the largest material-handling company in the world since 2001, after its initial merger with BT Rolatruc. In 2006, Toyota Forklifts and Sweden’s BT Rolatruc were fully integrated to become Toyota Material Handling UK. Richard Hagan met with Richard Lewis, Sustainable Development Lead, to discover how unique Japanese philosophies are helping the company build a more sustainable world.

Today, Toyota Material Handling can add its leadership in sustainable logistics to its list of accolades.

Under the Vision of Zero Muda, Toyota Material Handling prides itself on delivering a complete package of professional warehousing solutions to its customers. Its forklift trucks, warehouse equipment such as racking, and its full portfolio of handling equipment including pallet handling trucks, reach trucks, automated guided vehicles (AGVs) and ancillary systems are primarily focused on helping companies around the world to move pallets and palletised goods.

Full scope emissions reduction

According to Richard Lewis, Sustainable Development Lead for Toyota Material Handling’s UK office, the importance of sustainability in general cannot be overstated: “Climate change is a critical topic right now and sustainability is a huge

focus in terms of our efforts to fight it. The logistics sector is facing massive challenges ahead in dealing with this. Critical decisions must be made for warehousing and logistics operations, which must be streamlined in order to lower carbon footprints.

“To achieve that, it requires that the whole value chain be properly integrated – from our customer to us and all the way to our suppliers. It’s going to be a race to zero emissions but also a race simply to survive for many businesses, too.”

Within its sustainability efforts, Toyota Material Handling is a partner of the United Nations’ Global Compact and has subsequently joined the UN Race to Zero. Part of the World Resources Institute’s Centre for Sustainable Business. The company has also joined the Science Based Target initiative (SBTi) through its parent, Toyota Material Handling Europe. The SBTi ‘defines and promotes best practices in emissions reductions and net-zero targets in line with

climate science.’ Additionally, it assists companies to ‘set science-based targets in line with the latest climate science’ with the help of the SBTi’s team of experts.

The UN Global Compact, meanwhile, is a non-binding, voluntary initiative that seeks to encourage businesses and firms worldwide to adopt sustainable and socially responsible policies, and to report on their implementation.

In Toyota Material Handling’s own analysis of its emissions in terms of its involvement with the SBTi, it identified its

own emissions scopes. While its Scope 1 and 2 emissions were within its own control, the company quickly established that a large proportion of its Scope 3 emissions originated in its customers’ operations. “This provided an opportunity for us because our Scope 3 is our customers’ Scope 1 or 2, so straight away there’s a shared emissions goal,” said Mr Lewis.

Efficiency through automation

Happily, Toyota Material Handling’s products and services are available to help customers reach these emissions targets. Built around Toyota’s well-known philosophy of ‘Zero Muda’ (a Japanese word referring to wastefulness), Toyota Material Handling sees itself as a partner in helping customers become as efficient in their operations as possible and, ultimately, to reduce their carbon footprint.

“We offer the full warehouse package, both in terms of physical products and in terms of technology,” said Mr Lewis. “For

example, we offer a system called I_Site, which is a unique fleet management system for warehousing equipment. It offers a combination of technology, information, expertise and support that helps our customers manage their material handling equipment in the most efficient manner possible, every day.”

Toyota Material Handling’s approach to new technology also helps customers reduce their carbon footprint, be it switching

from IC engines to electric, I_Site, AGV’s and even Hydrogen now being an available power source. The customer can rest assured that Toyota has the solution for their operations, both now and in the future.

Automation brings extra benefits as well as the ultimate in Zero Muda given the very serious safety hazards that can be involved with warehousing operations, there’s a positive staff health and safety impact, too.

Toyota Material Handling’s AGVs can also produce sustained cost-savings on maintenance and spare parts costs for an organisation, according to Mr Lewis: “The parts on an AGV tend to last much longer. For example, the drive wheel on a reach truck tends to last three times longer, which equates to a lower carbon footprint for the manufacturer due to

fewer replacements, and lower cost to our customer.”

However, customers do not need to buy an expensive AGV to make a positive impact on their sustainability programme: “We sell 30,000 hand pallet trucks a year,” said Mr Lewis. “They’re designed to last forever and come with a 99-year guarantee on the frame. It’s an amazing

product and it’s the greenest solution you can buy because its use does not generate any emissions.”

Off to The Park

The company has proven the efficacy of its AGVs and related technology with a recent project in the United Kingdom. The project, at a site called The Park, required 29 reach truck AGVs. “As far as we’re aware, it’s the single largest deployment of Reach Truck AGVs in a single location,” explained Mr Lewis. “It’s proven to be highly successful and has been a game-changer for our automation offerings because we’re collecting very useful data to help other industries. We hope to continue to build on that because it opens the door to other automated products as well.”

According to Toyota Material Handling’s expectations, the project at The Park was

only the first of many. “We know by now that automation will continue to increase,” he said. “As companies continue to grapple with staff shortages while still looking to improve their efficiencies, we have the ability to help them plug those gaps with a comprehensive portfolio of robust, efficient solutions.

“Customers can buy in total confidence from Toyota Material Handling,” Mr Lewis concluded. “Every product is durable and manufactured bespoke to your needs, to ensure that it keeps working for a lot longer than our competitors. We’re backed by a fantastic service department of 500 technicians based all over the country who can reach everywhere.

“Whether our customers are big or small, we have a personal relationship with all of them. We are excited to forge even more relationships as we look to the future.” n

SMRT is a multi-modal public transport operator in Singapore, providing a broad portfolio of services. Head of Signal & Communication Leow Wee Lee and Lieu Shi Yang, Senior Engineer, Applied Rail Technologies - Digital Systems outlined two exciting new projects that promote sustainability. Report by Phil Nicholls.

Alongside managing and operating multiple train lines around Singapore, SMRT also delivers multi-modal mobility services such as light rail transit, buses, taxis and private hire vehicles. The company is working hard to address the challenges of urban transport in Singapore and around the world.

“SMRT has a culture of always improving through Kaizen to Do Right, Do Good, and Do Well,” said Mr Lieu.

As part of this process and a Kaizen mindset of continuous improvement, SMRT is leveraging technology and collaborating with partners to develop two innovative projects to enhance operations, maintenance and sustainability.

Do Right: Digital track access

The first project is the Track Access Management System (TAMS) deployed in SMRT Trains. TAMS is an integrated end-

to-end solution designed to digitalise and automate track access allocation for the planning and execution of engineering works.

“TAMS provides real-time visibility of track allocation and track access status,” explained Mr Lieu. “This allows better utilisation of the very limited engineering window of only three hours. The efficient use of this window is critical for maintenance and project works, ensuring the safety and reliability of our rail service.”

Improvements in efficiency delivered by TAMS directly reduce wastage during

maintenance works. The digitalised work process reduces the annual paper consumption by more than 375,000 sheets of paper (equivalent to 40 trees).

SMRT’s TAMS system uses Artificial Intelligence (AI) to enhance the safety of track access. “The AI capability enhances track access efficiency in a safe and effective manner,” continued Mr Lieu. “It does this through the safety interlocking of processes; checking that all parameters are deconflicted before authorising the track access.

“This contributed directly to our operational effectiveness and efficiencies. Through TAMS, SMRT has achieved a 30 per cent increase in the effective maintenance

LENOVO PCCW SOLUTIONS

Railway operation is an art of precision. In major cities, train networks see millions of passenger journeys every day. Track Access Management System (TAMS) is designed with this in mind. Lenovo PCCW Solutions has partnered with STRIDES to develop a comprehensive urban mobility solution that enables operators to plan, schedule, and optimise engineering and maintenance works - reducing costs, and ensuring safety and reliability in an environment where every minute counts.

THALES

In 2012, Thales and SMRT launched a re-signalling project on Singapore's backbone North-South EastWest Lines (NSEWL). The project was delivered in six years, and since 2018 the SelTrac™ CBTC system has provided renewed reliability and increased capacity

Technical challenges were experienced during the complex re-signalling and both parties recognised how strong collaboration and joint expertise is critical in delivering advanced signalling solutions to modernise rail networks.

For the past 10 years, Thales and SMRT have built a strong foundation, with the One Team philosophy at the core. The philosophy embraces local expertise, promoting innovative collaborations to jointly investigate new use cases, and solve problem statements in CBTC revenue such as digital, sustainability and operations and maintenance transformation.

editorial mention

editorial mention

SMRT I PROFILE

window, from three to four hours every night. In addition, the end-to-end real time visibility of track access allows last-minute cancellation of allocated track access to be reassigned to other works, increasing our maintenance window utilisation.”

Do Good: Developing Green CBTC

The second project explores the development and implementation of Green Communications-Based Train Control (CBTC) algorithms on the MRT lines, to reduce traction energy usage. SMRT is working with the signalling system providers, namely Thales and Alstom, for these efforts.

“For SMRT’s North-South and EastWest Lines (NSEWL) that run on Thales’ Seltrac system, we are in the initial phase of data mining to understand the trains’ power consumption,” Head of Signal & Communication Leow Wee Lee said. “This is an important step for the team to validate the potential energy savings from the new Next Generation Green CBTC algorithm.

“The objective of this project is to enable an energy-optimised trains operation that does not affect headway significantly. We are confident that further optimisation of energy usage can be achieved through improving train movement profiles and tweaking some of our operational procedures. Commuters on our services would not feel any degradation in service.”

Today, around 60% of NSEWL’s total energy usage goes towards powering and moving the trains. SMRT and Thales plan to reduce the traction energy used t o move trains on the NSEWL by 15%. SMRT is also working with Alstom to pursue similar efforts to reduce traction energy usage on Circle Line, which runs on Alstom’s Urbalis 300 signalling system. These energy savings will translate to reductions in SMRT’s greenhouse gas emissions.

Working with partners like Thales and Alstom,demonstrates SMRT’s collaborative philosophy: “Railway systems typically have an asset lifespan ranging between 15 to 30 years,” explained Mr Leow. “Having a good relationship with suppliers and OEMs is paramount to delivering a safe, reliable and sustainable railway service.

“One of our strategies to build these long-term relationships is through longterm service contracts with our partners.

We also invite suppliers and OEMs to co-locate their teams and facilities in our depots. This enables better sharing of knowledge and cuts logistics waste, which reduces our Scope 3 greenhouse gas emissions.”

Do Well: Future challenges

As Singapore’s dominant rail operator, SMRT provides the greenest and most sustainable mode of commute today, and is committed to halving its 2010 greenhouse gas emissions by 2030. In the longer term, SMRT aims to achieve net zero by 2050.

“In addition to TAMS, SMRT Trains has embarked on other initiatives under the iTrains Digital Transformation roadmap, to fulfil our sustainability commitments,” said Mr Lieu. “I’m very privileged to be involved in iTrains, and lead exciting projects such as the Green Station, where we leverage AI to better anticipate station cooling needs and reduce energy usage of our stations’

air-conditioning systems. These meaningful projects enable SMRT to move closer towards our net zero ambition and create sustainable futures for our communities.”

“Besides reducing energy usage, we actively explore ways to pivot towards renewable energy usage,” said Mr Leow.

“In Singapore’s public transport industry, we are pioneers in deploying solar photovoltaic systems. We installed our first solar photovoltaic system at Bishan Depot in 2016, with a 1MWp energy generation capacity. Since then, we have expanded the solar photovoltaic systems to Tuas West Depot, Mandai Depot and several Thomson–East Coast Line stations. Today, our total solar generation capacity is 4.8 MWp – generating about 5,760 MWh

of energy per year, equivalent to powering close to 1,270 households.”

As well as providing sustainable train services, SMRT is also greening other aspects of its operations. Before the recent merger of SMRT’s taxi business with Premier Taxis, SMRT had been operating a 100% hybrid-electric taxi fleet since 2020 and launched the first batch of MG5 electric taxis in August 2021. SMRT also aims to replace all internal combustion engine road vehicles with electric ones by 2030.

“Every day is a new challenge to work with the team to deliver a safe and reliable ride for two million commuters every day,” concluded Mr Leow. “This is what excites me to go to work every day.”

With over 50 years’ experience, Impcross maintains a stellar reputation as a manufacturer of precision components. With a strategy for growth in mind, Managing Director Steven Arnold and Sales Director Ian Humphries discussed the company’s latest movements, in a report written by Imogen Ward.

ON SUCCE

According to Sales Director Ian Humphries, Impcross is a one-stop provider of precision components for the aerospace industry: “Our engineering excellence and ability to solve complicated problems is part of our unique selling point. We are very well known for the machining and assembly of complex components with tolerances that are extremely difficult to maintain, including actuation cylinders, electronic housings and valve blocks.”

With a large work force predominantly made up of CNC machinists, the company currently operates in five different countries and has plans in place to enter the Canadian market soon.

ESS

“We have a very good enquiry from Canada, and we are hopeful it will come to fruition soon,” Mr Humphries said. “We are also now targeting the oil and gas industry and the nuclear sector. We have been working in the nuclear marine sector specifically for about 12 months and have h ad a lot of success so far, with two projects completed, four more in progress and another eight planned.”

With a large order book mainly consisting of contracts from the defence sector, Impcross is relied upon to manufacture MRO components for aircraft fleets globally.

“We’re very selective about the business we do,” Mr Humphries explained. “We

tend to focus on medium production projects that enable our engineers to apply their expert skillsets.”

Some of Impcross’ previous successes include manufacturing parts for Boeing and Airbus: supplying crucial components for airplanes and helicopters.

Investing in people

At Impcross there is a huge support network, from hardworking employees to loyal suppliers. Each bringing their own set of skills and knowledge to the table, Managing Director Steven Arnold acknowledged how important they both are to daily operations: “I think our

workforce is a huge benefit to the company. We have a wide spread of people from 18 to 80 – all with amazing characters. That mix of traditional and modern skillsets really progresses the more difficult projects, especially when the product we are redeveloping was originally manufactured a long time ago.

“Those with more experience in the industry are crucial for recognising what is needed to make those parts. There often isn’t a CAD model to rely on, so being able to understand old drawings and designs is essential. Some of our employees have worked at Impcross since it was first established more than 50 years ago.”

Originally outsourcing certain testing and processing to other companies, Impcross assessed the economic impact of trans -

portation to and from these centres. With careful consideration, the company realised the best course of action would be to expand its capabilities, investing £250,000 in a brand-new non-destructive testing unit (NDT). This was a logical step for Impcross as 99% of its products require this testing. The company also invested in a honing process, for Ministry of Defence projects.

All of Impcross’ machines are hugely reliable and promote sustainability – built by long-standing reputable manufacturers. These machines are given daily operator checks, and a put through routine maintenance, completed by in-house engineers and local companies. There is also a backup manufacturing line available should any breakdowns occur, removing any risk of delayed lead times for projects.

Impcross has a strong chain of suppliers backing its success who share the same core values. “We’re a family-run business and some of our suppliers are family-run as well, we support them as much as they support us,” Mr Humphries said. “We have built long-term sustainable relationships with these companies, and regularly visit their sites, and provide feedback Health and safety comes first thing and then you got the photo in some kind of up to you really I don’t know all paito reinforce this.”

A strategy for success

Following its decision to enter new markets, Impcross developed a crucial strategy plan which covers both short- and long-term commitments. “Our strategy plan

was laid out last year and accounted for everything from employees, to our USP,” Mr Arnold said. “We worked through every challenge and goal. For instance, one strategy was to target six new sectors as we moved away from civil aviation. To maintain our market lead, we had to replace that work with other projects. We tactically picked sectors and went for it.

“We also have a skills matrix here, that monitors what everyone can do, and what they need to develop. We are also pushing for increased customer exposure in all sectors, Covid really affected that, especially with the civil aviation sector suddenly stopping overnight. That’s why our new strategy is to make sure orders are mixed across as many different sectors to reduce the risk.”

Impcross supplies components for the following systems:

• Nacelle actuation cylinders, pistons, valve blocks etc.

• Flight control surfaces actuation cylinders, gearboxes

• Valve and guide matched assemblies

• Complex prismatic components –manifolds/valve blocks

• In-cockpit electronic enclosures

• Engine gearbox cooling – impellers and rotor assemblies

One of the sectors on Impcross’ radar is nuclear. Stepping into this area has been Health and safety comes first thing and then you got the photo.Kind of up to you reallyHealth and safety comes first thing and then you got the photo in some kind ofto you really I don’t Health and safety comes first thing and then you got the photo in some kind of to you really I don’t there are specific approvals required. The company is currently in the process of gaining these.

“As I said before, contact is the most important part of our strategic plan,” Mr Arnold explained. “We are constantly creating and developing relationships in new areas, and with this comes new approvals. Before we can even receive enquiries, we must go through auditing, questionnaires and site visits, but that’s just a process we have to follow.”

Rising to the occasion

With a steady confidence, Impcross plans to continue growing the business. “We are on a journey, naturally it will ebb and flow; we will have some successes and some knockbacks,” Mr Humphries said. “But we know we are always pushing in the right direction and putting ourselves out there.”

“We always attend air shows and meetings, to make sure our name is out there,” Mr Arnold added. “Mixing with potential clients, and just ensuring that people know we are open and ready for business.”

The company is confident in its market leading position, and with a team of experienced engineers at the helm, Impcross can offer advice on the best solutions, ensuring that customers receive the very best quality product for the best price.

“We love making things, and the harder it is to make, the more we want to do it,” Mr Arnold concluded. “People come to us because we are the only ones who can make what they need. We don’t do simple nuts and bolts; we leave that for other companies. That’s why customers come here to get stuff made, they trust we will do it right. We like being able to say we can do it, and we will do it.”

We love making things, and the harder it is to make, the more we want to do it

SUSTAINABLE FLORA AND FA

Established in 1987, SAVE Group has transformed from a simple manager of Venice's Marco Polo Airport into a modern and diversified group; safely and efficiently processing millions of passengers each year at several airports, alongside tens of thousands of tonnes of cargo. Decades later, Venice Airport continues to impress with its ability to meet and exceed the company’s ambitious sustainability targets. Davide Bassano, Director of Sustainability, spoke with Richard Hagan about Venice Airport’s robust sustainability program.

SAVE Group, headquartered in Italy, manages the Polo Aeroportuale del Nord Est – a group comprising the airports of Venice, Treviso, Verona and Brescia – as well as Belgium’s Charleroi Airport, in which it holds a 48.32% stake.

Across all of its operations and airports, SAVE Group employs 1,500 staff members and connects its airport to over 150 destinations in 56 countries with 56 airline companies.

As an airport management specialist, SAVE Group’s properties are managed

E FLIGHT, AUNA

based on exclusive concessions granting management and development duties towards the airports in its portfolio. Specifically, these make SAVE Group responsible for the operation and maintenance of each airport’s infrastructure and the coordination of all of that site’s operational activities. SAVE Group also has the task of developing each airport within the group, in terms of network/connections expansion, as well as the infrastructures needed to support any traffic increase.

Within its portfolio, Venice’s Marco Polo International Airport is a particular highlight.

The airport, located within Venice’s famous lagoon, covers an area of approximately 450,000sqm and is managed by SAVE, which is the leader company of the Group.

The central hub of Venice airport is its passenger terminal, which is even able to receive passengers from water taxis and boats alongside its dedicated waterfront area. The airside area, as expected, includes all of the airport’s operational buildings, including cargo areas, forwarding agents and cargo couriers such as DHL and UPS, alongside nearly 100 other companies.

SAVE GROUP I PROFILE

Sustainable air travel

In addition to delivering an outstanding experience for its passengers and stakeholders each year at its airports, SAVE has also embraced a raft of rigorous environmental sustainability schemes and targets. In May 2022, Venice Airport’s sustainability programme received high-profile recognition when the Airport Carbon Accreditation Certification Protocol awarded the airport a level 4+ certification, the highest level available.

But according to SAVE Group’s Director of Sustainability, Davide Bassano, Venice Airport isn’t stopping there: “Venice Airport’s decarbonisation strategy requires that Scope 1 and 2 emissions be zero by 2030. These are the emissions produced by the airport in its own operations and do not include those produced by aircraft and by passengers accessing the airport, for example via their cars and public transport.

“Energy transition towards Zero Carbon is part of a project conducted with the support from Alperia.”

Harvesting more than the sun

Venice Airport’s zero emissions 2030 programme is in line with SAVE Group’s Net Zero Carbon 2030 strategy that involves prioritising renewable energy production alongside divestment from fossil fuels including gas, diesel and petrol.

Consequently, Venice Airport has an exciting solar PV project planned. The project will see the installation of solar panels over an area of 645,000sqm, but of which only 40% will actually be covered. The proposed installation is raised up off the ground and deliberately leaves gaps between the panels to allow the sun to reach the soil below, where an impressive agricultural programme will be implemented. “The solar ‘roof’ over the soil will help shelter the crops from periods of drought and extreme heat,

enabling an even higher agricultural yield,” Mr Bassano explained.

The agricultural programme will be outsourced to a specialist operator and is expected to yield strawberries and blackberries – crops that are rare for the region but perfect candidates for the microclimate under the solar panels.

This new solar system will produce almost 50 Megawatts, meeting up to 67% of Venice Airport’s energy needs, with the balance being drawn from guaranteed renewable sources on the national grid. Any surplus solar energy produced by the new solar plant will be stored in batteries or used to produce green hydrogen to

fuel internal airport mobility systems like buses, vehicles and service cars.

Meanwhile, Mr Bassano was also keen to highlight the airport’s new water treatment plant. “The new plant began operation in early 2023 following a two-year construction period,” he said. “It is extremely technically efficient, and importantly, it is capable of recovering water too. The recovered water is expected to reduce the airport’s drinking water consumption by 30% by producing water for non-drinking use. For the sustainability and circular economy path that the company is following, this is a great achievement that we’re very proud of.”

Shielding sensitive neighbours

The future of Venice Airport is outlined in detail in SAVE’s new Airport Development Plan. The culmination of over 18 months ’

worth of research and planning, this vital document details the amount of traffic the airport needs to be able to handle between 2023 and 2037, plus both the infrastructural and technical requirements that the airport will need to put in place in order to support growing passenger numbers.

The Plan boasts many cutting-edge solutions, but sustainability is a particular

focus, and it is one that places the airport’s natural neighbours front and centre. Mr Bassano explained that the natural lagoon and sensitive wetlands around the airport will benefit from focused environmental investments totalling €2bn.

“The Venetian lagoon is an immense natural park, with protections and rules that come directly from the European community, said Mr Bassano. “Developing the airport in such a delicate and complex

environment is the biggest responsibility imaginable. Therefore, part of the development plan relates to the creation of buffer areas, protected ecosystems and nature reserves that both favour and restore flora and fauna habitats characteristic of this region.

“These nature reserves will allow the repopulation of native species and, to a certain extent, will be reserved for public use for scientific and educational activities,” he continued. “This is a compensatory project for the benefit of the territory, and it aims to restore the environmental values that the development of the airport will necessarily sacrifice, by upgrading areas and restoring ecosystems that can be returned to the territory.”

Mr Bassano emphasised that protecting the lagoon is vital to the airport’s future success. “Venice Airport is the first and last experience passengers have of their visit to Venice. The airport and surrounds must live up to their high expectations to ensure that we don’t spoil their trip with an inadequate experience.”

In closing, Mr Bassano highlighted the critical importance of the coming decade on the air travel industry’s future: “We are convinced that the future of air transport will be decided in the next seven to ten years, which will bring profound changes and require major transformations. Above all, the process of decarbonising our industry will have to be initiated and accelerated.

“We are convinced that it can be done, and that it’s possible to make responsible choices while working with diligence and rigour.” n

WRAPPING UP THE PALLE TISING MARKE T

Over thirty years ago, InterSystem’s founder seized an opportunity to build a company based around his revolutionary new palletiser design. Today, the company has evolved into the market leader in northern Europe, boasting tens of millions of Euros in annual turnover and a unique position in the palletising market. Company CEO, Erik Johnsson, chatted with Richard Hagan about the business of palletising Europe’s goods.

InterSystem AB, based in Ängelholm in Sweden, supplies bespoke palletising solutions for consumer products. The company designs, builds and installs systems for palletising worldwide, including self-produced conveyors for light goods and pallet handling.

InterSystem’s automation solutions are based around the company’s signature, uniquely compact palletiser, around which

conveyor solutions, stretch wrappers and marking equipment are integrated. The company’s multi-palletiser is its most popular product, thanks partly to its compact dimensions and its high capacity. The machine allows the customer to palletise products from two separate production lines and produces two different pallets.

A big idea about downsizing

In the 1980s, InterSystem’s founder, Anders Persson, was employed at a company that was providing very similar solutions to those provided by InterSystem today. There, Mr Persson developed relationships with some of the company’s customers, and two of those in particular – one in Norway and one in Germany – requested a very compact palletiser, something which his current employer did not have available at the time.

Developing the design for such a palletiser in his spare time, Mr Persson realised that this could be a nice opportunity to start a business of his own. So, with the above-

Intersystem CEO, Erik Johnsson

INTERSYSTEM AB I PROFILE

mentioned clients in hand, Mr Persson took the plunge and left his employer to establish InterSystem AB in 1989. The company consisted of only himself, an electrician, a mechanic and a programmer who got to work building the first compact palletiser as Mr Persson had envisioned it.

The development of the new compact palletiser was a success, and the first two machines were soon sent to Norway and the third to Germany. On the strength of the high quality and robust performance of its products, InterSystem’s relationship with these export customers rapidly grew, leading to further orders for another ten machines. It was not, in fact until InterSystem’s fourteenth machine delivery that it delivered a system locally in Sweden.

Efficient production

InterSystem has developed a highly efficient production routine that ensures full quality control and optimal use of its own

space. Using a carefully selected roster of subcontractors to handle all of its manufacturing requirements, InterSystem’s facility is primarily responsible for design, assembly, testing, packing and shipping.

The company employs 70 highly skilled employees across all of its departments, with an additional 30 subcontractors on site from time to time, depending on current workflows. “We use expert subcontractors for welding, painting, motors, pneumatics and other requirements,” explained CEO Erik Johnsson. “We assemble and test every system at our facility, and then it has to be disassembled and shipped off to the customer’s facility where it must be reassembled and installed.”

Today, InterSystem builds 40 to 50 pall etisers a year – an impressive achievement.

Mix and match modularity

I nterSystem’s palletiser and other systems are standardised and specifically designed to be modular. This makes every project

quite straightforward, primarily requiring InterSystem’s design team to arrange the customer’s specified modules, into the available space.

“It’s like Lego, because the different solutions and the different modules we have on the shelf all go together in any number of different ways,” said Mr Johnsson. “The modularity of our system makes layouts very easy and allows us to be super flexible for the customer. The build and the installation are easier, too. And if the customer wants to add capacity at a later stage, they can often do that.”

Flexibility and strong relationships are the keys to InterSystem’s success in the market, as Mr Johnsson noted: “Much of our business comes from repeat customers who return to us because of our highly flex ible offering and our commitment to deliver on time.”

In fact, repeat orders account for about 80% of InterSystem’s sales. “We are focused on quality, producing good projects and customer retention,” he added. Those efforts have delivered substantial yearly increases in turnover. Between 2016 and 2022, InterSystem’s turnover grew from €8 million to €20 million.

As it has done for several years now, InterSystem regularly exhibits at Interpack, where the company always looks forward to making new connections.

Sustainability in durable machinery

The durability of InterSystem’s products has been repeatedly proven during the company’s multi-decade lifespan. “We’ve

had customers come to us seeking a new machine, only for us to discover that they still have the same machine, fully operational, that we delivered 30 years ago,” Mr Johnsson recalled. “One particular customer, who I’m meeting soon, is buying their eighth machine from us, with their first machine having been bought in 1993 and which is still active!”

That durability record also helps to drive the company’s sustainability credentials.

“Our machines are super sustainable since they boast long lifespans, partly because of their simple componentry,” the CEO explained. “Added to that, we build our systems using one of the most energy-efficient motors on the market; they’re small and efficient.

“And when a customer replaces a machine, the whole thing easily disassembles into its components and can be recycled. It’s also very easy to tear down because none of the parts are integrated with one another, such as in a car, for

instance. Our machines are connected in a simple manner and it’s very easy to separate them into the different materials for recycling.”

In closing, Mr Johnsson mentioned that InterSystem’s team is optimistic about the future and expects to see further growth of the company. “Getting the right people in and engaging them in the company, managing our teams and seeing people develop as we grow is my passion, and along with the customers and their projects, InterSystem is just the most exciting experience.” n

HEWLAND ENGINEERING I PROFILE

When Mike Hewland began producing racing gearboxes in 1957, he set the course for decades of innovation from UK-based Hewland Engineering. The company continues to deliver bespoke transmission products to racing, specialist and OEM customers. Transformation & Sustainability Director Agnes Ragondet and Managing Director Andy Morley told Hannah Barnett more about what makes Hewland special.

Hewland was pioneering as the first manufacturer to design bespoke transmission products for motorsport. The company has always been keen to adapt to the demands of the market. These days, that means the rapidly expanding electric vehicles industry, which includes the marine transport and air mobility sectors.

“The key capability of Hewland is our ability to design fully bespoke gearboxes and respond to any type of demand from our customers,” said Agnes Ragondet, Transformation & Sustainability Director. “Having a background in motorsport helps because we are used to designing around very stringent safety factors and performance expectations.”

Alongside its work at the cutting-edge of transmission design is the company’s commitment to its own sustainability. Hewland is ahead of the pack on this too, by embracing sustainability thoroughly.

Investment and growth

Hewland has always been relatively small, with 135 employees based at one site with full design and manufacturing capabilities in Maidenhead, Berkshire. Its manufacturing arm is specialist and produces a small volume of around 600 gearboxes per year. But in 2020, Hewland embarked on a joint venture with Indian multinational component manufacturer, Hero Motors, a company with the ability to manufacture at mass volume.

“Hero Motors is now a major shareholder in our business and has helped us grow,” explained Andy Morley, Managing Director. “Hero produces millions of components for the likes of BMW, primarily in the motorcycle segment, but it’s got a huge section offering full e-bike solutions, and a joint venture with Yamaha to make electric motors. There’s a large growing market in Europe for e-bikes; around 25 per cent CAGR.”

Hewland is also investing £3.2 million into a new facility in Leamington Spa, which will be fully equipped for testing and development. “We will be able to close the loop on our in-house transmission validation for our customer projects, in addition to end of line sign-off functionality,” said Mr Morley. “This lets us correlate the virtual world simulations that we do here in Berkshire, improving and embedding our designs and efficiency testing. We'll be able to assess how efficient the gearbox is over time on our own equipment.”

The company is looking at a sustainable future and as an opportunity for growth and development, too. Hero Motors has had investment from GEF, a global economic fund and ESG

investor looking to partner with companies with robust governance and a clear sustainability roadmap

Energy spend, energy save

Dr Ragondet explained how the five-year sustainability roadmap she designed will allow Hewland to match environmental standards with busines s growth and demand.

“ We started our journey to sustainability by first understanding the environmental impact of our products. We conducted a lifecycle analysis on two of our bestselling gearboxes – one for combustion engine application and the other for EV application,” she said. “We were able to analyse the carbon footprint of our products through their entire supply

chain and identify the highest contributors to their environmental impact.

“The hotspots highlighted were energy and natural resource usage. We mainly process steel that is machined and shaped in-house via multiple operations. The complexity of the process requires great amounts of energy.”

The analysis showed that the need to offset the gearbox production process was paramount. To start, Dr Ragondet noted: “We are looking at opportunities to produce energy sustainably by installing solar panels which will allow us to produce 12 per cent of our yearly energy needs. We are also focussing on monitoring our machines’ energy usage to highlight opportunities to improve their efficiency and reduce their energy spend.

“We are also looking at reducing the manufacturing complexity of our components . Any manufacturing time saving opportunity is an energy saving opportunity that cannot be missed.”

Sustainable supply chain

The other key to enabling Hewland to operate more sustainably comes from its suppliers. The company is working towards a net zero supply chain.

“I haven't set a date for that yet: I’m still evaluating the size of the task,” revealed Dr Ragondet. She also explained that she sent a survey to Hewland’s suppliers to understand which of its wide network are already monitoring their carbon footprint.

“We work with 200+ suppliers,” Dr Ragondet said. “Some of them are small

“OPTIMISING THE GEARBOX IN ORDER TO BECOME MORE EFFICIENT IS CRITICAL”

NEXSYS SOLUTIONS LIMITED

NexSys Solutions Limited has been a trusted partner to Hewland for the past 10 years and has provided seamless service, strong expertise and constant efficiency, making our SYSPRO experience a great success.

editorial mention

local companies, others are bigger. Our message to them, especially to those who are small and haven't started the analysis, is that we are here to support them at meeting net zero supply chain targets together.

“Hewland wants to monitor its carbon footprint alongside them and become ne t zero together. We are all going to face more demand in the future from our customers to meet regulations and targets. And I want to be in a position where we are ahead of the game.”

Dr Ragondet said that the lifecycle analysis has already allowed Hewland to be ahead of the game on sustainability policy too. She explained that a customer

recently asked for information on a Hewland product to calculate its carbon footprint: “And we already had the answer because we had done the due diligence by completing the lifecycle analysis. This is something we typically see coming more and more often from our customers.”

An electric future

Hewland was ahead of the game when it came to the rise of electric cars, too. The company supplied all the transmissions for Formula E when the series began in 2014, and for the first few years of the electric motorsport championship’s

operations. This gave Hewland something of a head start when the large OEMs became interested in mass-market electrification.

“Many newer, and even some of the more established, OEMs, use a Hewland gearbox, rather than from a tier one manufacturer,” said Mr Morley. “And they’re looking to design and assemble the transmissions themselves. So, there's an opportunity for us to act as a component supplier and as a design consultancy.”

Hewland’s work in Formula E also revealed some of the challenges of electrification, particularly regarding

efficiency. “A traditional combustion engine might be 35 per cent thermally efficient,” explained Mr Morley. “When a transmission was 95 per cent efficient, it wasn’t really a problem because the most inefficient part of the car was the engine.

“But when we got to Formula E, the motor and inverter are 96 to 97 per cent efficient. So, the transmission being less efficient is much more noticeable. It’s a power limited series and the battery only lasts so long. But if you’re more efficient, you can use your battery for longer. So, optimising the gearbox in order to become more efficient is critical.”

Managing Director Andy Morley

Transformation & Sustainability Director Agnes Ragondet

HENSOLDT Avionics operates as the market leader in mission management systems for helicopters and smaller aircraft. Head of Sales Arend Wedekind and Marketing Specialist Marina Minardi updated Phil Nicholls about the company's operations and sustainable achievements.

There are many ways for a company to contribute to a better future: HENSOLDT Avionics’ guidance and navigation systems ensure safe operations for helicopters and smaller aircraft. The company is also conscious of its responsibilities for sustainability.

Safety forms the basis for a sustainable future, and sustainability is a central element of the HENSOLDT DNA. A clear view of its corporate activities, emissions

and resource consumption is therefore a matter of course for HENSOLDT.

HENSOLDT is a leading company in the European defence industry, with global reach. Based in Taufkirchen near Munich, the company develops complete sensor solutions for defence and security applications. As a technology leader, HENSOLDT drives the development of defence electronics and optronics and is continuously expanding its portfolio based on innovative

approaches to data management, robotics and cyber security. With more than 6,500 employees, HENSOLDT achieved a turnover of 1.7 billion euros in 2022. HENSOLDT is listed in the MDAX on the Frankfurt Stock Exchange. In 2021, EuroAvionics was renamed HENSOLDT Avionics, and continues to operate as the market leader in mission management systems (navigation systems) for helicopters and smaller aircraft.

Innovative avionics

HENSOLDT creates a broad package of products, including complete sensor solutions for defence and security applications. For example, HENSOLDT supplies the TRML-4D high-performance radar as part of the IRIS-T SLM air defence system

to strengthen Ukraine's air defence. HENSOLDT products enhance defence capabilities and protect human lives.

“With the help of our mission management systems, helicopters can land even when visibility is limited,” explained Head of Sales Arend Wedekind. “People in emergency situations are found and rescued more quickly; fires can be fought more quickly; accidents can be better identified, analysed and documented; border security becomes more efficient and effective. As a result, countries can guarantee greater security and people can live more safely.

“In addition, our moving map helps pilots: targeted flying saves lives. Furthermore, with our products, fatal collisions in the air can be avoided through early warning.”

Each HENSOLDT product stands out from the competition. As an illustration, EuroNav has performed successfully for generations and has more than met customer requirements. The system has flown in over than 5,000 helicopters in almost all areas and is constantly being further developed.

“Our latest generation CaviMission can even exceed these conditions,” added

Marketing Specialist Marina Minardi. “By linking several computers, this saves a total weight of up to 40 per cent and also saves electricity. As the next step, it implements digitalisation and thus meets the coming requirements for future generations of innovations in aviation.”

HENSOLDT Avionics is continuously working on innovations. This includes designing more compact systems, which also has an impact on size, according to Arend Wedekind: “If we manage to develop smaller products while maintaining or improving functionality, then this is very advantageous for the architecture of the equipment. The helicopter can thus be equipped with other important components and achieve higher performance, further improving energy efficiency.

“Weight plays a significant role in aviation. A lighter weight ensures longer flight and operating times. Consequently, paraffin consumption as well as CO2 emissions are reduced.”

Sustainable evolution

There is a clear trend for digitalisation within the marketplace. The HENSOLDT digital mission computer not only serves to avoid paper maps, but also supports safe operations around, for example, fighting forest fires or inspecting wind farms. HENSOLDT is a national champion in key technologies. For this reason, developers and engineers are working on technology projects for the future. One current trend surrounds artificial intelligence (AI).

HENSOLDT has been using technologies from the field of AI for many years to expand the capabilities of its products

and solutions. The company continues to drive technological development with the help of next generation AI

Similar technological advancement is also driving ambitious environmental gaols at HENSOLDT. Following ISO 14001 certification, the company closely monitors annual energy and water consumption. The company has reduced its carbon footprint by switching to optimised in-house prototyping. This avoids energy-intensive manufacturing and transport of metal prototypes to suppliers.

HENSOLDT has also invested a mid-six-figure amount in electric cars and e-charging stations. The step-by-step transition to e-mobility is an important move towards reducing emissions and serves to protect our environment.

Already today, more than half of the fleet are plug-in hybrid vehicles and 15% are electric cars. In addition, the company

has installed more than 50 charging points at HENSOLDT locations. By 2035, the CO2 emissions of the HENSOLDT fleet should be zero.

This commitment to sustainability is part of the Group-wide ESG strategy launched in 2021. One milestone is to be climate neutral by 2035 at the latest. As a contribution to this, the HENSOLDT site in Kiel should be able to cover its entire energy supply with hydrogen as self-sufficiently as possible in the future.

The company takes ESG responsibilities for its corporate activities, to the environment and employees seriously Entrepreneurial integrity, mindfulness in dealing with colleagues, the careful use of raw materials and the development of efficient solutions in line with the interests of our stakeholders –all these are part of HENSOLDT’s self-image.

A strong partner

HENSOLDT is still struggling with the effects of Covid, as many suppliers are no longer producing and there are supply bottlenecks. The company responded by adjusting the supply chain with supplier packages moved to Germany.

“The increasing chip shortage is definitely a challenge for us,” said Arend Wedekind. “We will always invest in the further development of our products in order to continue to meet the upcoming market needs. Sustainability has a meaning and that has its price. But we are convinced that society and our customers also appreciate this added value.

“One of our challenges, if not the biggest, is finding good employees. That is why we have been investing in young employees within the company for many years.”

HENSOLDT develops mission-critical technologies for the defence systems of the future. Thus, the company stands ready as a strong technology partner for these changing times. The need to actively protect peace and security with capable armed forces and an efficient defence industry has returned to political and social focus, as a result of the Russian war of aggression against Ukraine.

With its expertise in key technologies, its strong market position and the dynamic growth course of recent years, HENSOLDT is excellently positioned to assume more responsibility in this area.

The company is committed to making air navigation easier and safer, thereby preventing accidents and saving lives. “Equality is written large in our mission statement,” Arend Wedekind concluded. “For us, gender, religion and origin play no role. Everyone is treated equally.

“HENSOLDT Avionics takes its responsibility as a global citizen and sustainable local company very seriously and aims to pioneer technology and human potential. At the same time, our activities also serve the higher purpose of safeguarding the freedom and well-being of our societies and our environment.” n

In the high-stakes aviation industry, Eirtech Aviation Services has established itself as a world-leading provider of aviation services and integrated solutions supporting airlines and leasing companies. The world’s largest leasing companies and global airlines have come to rely on Eirtech Aviation Services’ bouquet of specialised products and services to manage smooth transitions, provide engineering solutions, comply with CAMO regulations and to develop bespoke products to keep their fleets running reliably, safely and efficiently. Richard Hagan met with Head of Sales Paul Gibson to find out what it takes to service the world’s leading airlines.

Having just celebrated its 14th anniversary, Eirtech Aviation Services is justifiably optimistic about its accomplishments. The company had also coincidentally, recently submitted its 10,000th project proposal, which was a significant milestone for the Eirtech team.

Amongst those 10,000 proposals lay another substantial milestone in that Eirtech marked: over 1,200 cabin reconfigurations completed to date. A cabin reconfiguration is often carried out when an aircraft is transferred from one airline or lessor to another, in order to ensure that the cabin is configured to suit the new operator’s requirements.

This might involve increasing or decreasing the number of seats inside the cabin, for example, or adding or removing dualclass layouts.

In these cases, Eirtech will carry out the design, engineering and provide approval the relevant authorities, while the actual physical conversion of the cabin will be carried out by certified Maintenance Repair Organisations (MRO) with full support from Eirtech.

Paul Gibson Head of Sales

A worldwide flight plan

Eirtech was formed in 2009 by Niall Cunningham and Gerry O’Shea in partnership with aircraft paint specialist Peter Collins, initially called Eirtech Painting.

The company received its all-important European Aviation Safety Agency (EASA) Design Organisation Approval (DOA) the following year. Following the standard two-year certification phase, Eirtech was granted Production Organisation Approval (POA). DOA and POA are crucial certifications granting permission for a DOA to alter the design of, make changes to or repair aircraft, or to provide parts and appliances to aircraft.

In 2017, Eirtech moved into its state-ofthe-art headquarters at Shannon Airport in Munster, Ireland. This facility houses the majority of its 50-strong engineering team, as well as its POA production facility.

Engineering and sales offices in Dublin, Belfast, London and Singapore soon followed. The London office came about as

a result of Eirtech’s 2021 acquisition of the well-established H4 Aerospace, adding significantly to Eirtech’s engineering team’s experience, as well as bringing a wealth of Supplemental Type Certificates (STCs) into Eirtech’s own asset base of over 100 STCs. STCs are issued by Civil Aviation Authorities and grant approval to modify an aeronautical product from its original design.

Given that Eirtech’s work substantially involves the modification of aircraft and aircraft components, STCs are a critical part of its operations. Today, Eirtech employs approximately 175 staff, with the majority based at its Shannon headquarters which also houses the finance and administration teams.

Future Expansion

Eirtech is already a globally established organisation and aims to substantially improve coverage of the Western hemisphere by expanding its US presence, as Head of Sales Paul Gibson noted:

“The US and Asia are an important part of our growth strategy and our plans will

allow us to have all major time zones covered, giving us true 24-hour coverage between the USA, Europe and Asia to better support our global customer base.”

Eirtech has aggressive growth plans, with further acquisitions to be announced in 2023: and that is just the start of the company’s expansion plans, according to Mr Gibson: “Along with organic growth targets, we have additional acquisitions planned for 2023 and 2024, particularly in the US, in aid of our three-year growth plan in which we expect to double the size of the business.”

A range of technical services

Eirtech’s busiest departments are its engineering and technical services. Mr Gibson highlighted an ongoing project with Scandinavian Airlines (SAS) as an example of the work done by these crucial departments: “We are currently in our second phase of an eight-year programme supporting SAS

with all of its aircraft redeliveries. We have a large team in Shannon managing that contract, and, to date, we have completed over 100 returns, on time and on budget, for which SAS has never incurred any penalties. Another US-based airline has recently engaged us for a substantial redelivery programme of up to 70 aircraft.”

The aircraft redelivery process can be very complicated, with many conditions to be considered and executed on-time and within budget. “The airline or lessor must be confident that the aircraft is in exactly the return condition which the initial lease states, minus any modifications that they might have carried out,” said Mr Gibson. “The lessor wants to know that the maintenance has been carried out correctly, that every part has been listed and checked, and that nothing on the aircraft has gone beyond its life limit. Finally, they must ensure that all of the aircraft’s technical records are complete.

“It’s in an airline’s best interests to bring an experienced team like us on board to ensure that all of the technical records and redelivery bible are presented in a timely manner and, of course, accurate.”

Collaborating with OEMs

Eirtech is currently supporting various aircraft OEMs, with two examples of those being French aircraft manufacturer ATR and famed US builder Boeing. Eirtech features in ATR’s aftermarket upgrades catalogue, thanks to its development of multiple STCs directly for ATR.

Meanwhile, Eirtech has an agreement with Boeing for the acquisition of commercial passenger aircraft data, products and services. Eirtech has also been granted license rights to use Boeing’s proprietary data for the provision of modification engineering services in support of select Boeing 737 MAX aircraft.

By 2023, the combined outcomes of Eirtech’s projects to date meant that approximately 3,300 aircraft worldwide were utilising Eirtech’s STCs; impressively, the equivalent to over 10% of the world’s aircraft.

In closing, Mr Gibson reflected on Eirtech’s traits that continue to deliver strong growth. “Our hallmark is our quality and on-time delivery,” he explained. “We have a high-calibre professional team with a wealth of experience with lessors, MROs and airline communities. They come from across the industry, including leasing, airline and MRO backgrounds. They’re a fantastic and talented team of people and every day I continue to learn more about this industry that I love.

“Together, we will continue building relationships with our customers, whilst ensuring that they can continue to trust Eirtech to deliver a quality product every time.” n

Family-owned DISCORDIA is a transport and logistics company whose growing reputation has made it Bulgaria’s, and one of Europe’s, rising stars. From two trucks to employing more than 2,200 people, it now plans aggressive growth with a high-quality customer experience at its heart. CFO Cvetomir Uzunov brought Andy Probert up to speed on DISCORDIA’s big ambitions and the drive to become more sustainable.

Discordia CFO, Cvetomir Uzunov

The reputation of DISCORDIA as a best-in-class fast forwarder, transport and logistics provider continues to accelerate beyond Europe's borders, firmly establishing its name as a reliable partner. A recent survey of clients confirmed a high satisfaction level, while those who would recommend the Bulgarian company were twice the average for countries in Europe, the Middle East and Africa (EMEA).

From small seeds

The couple Hristo Hristov and Galina Hristov а , along with two drivers and two trucks, founded the transport company 30 years ago against Bulgaria's emergence

from communism and its Soviet shadow. Mr Hristov's grandfather raised the initial investment loan by selling everything he owned to pour into the company.

“The first 15 years were a survival game, a learning curve until 2008, as the company established itself,” said CFO Cvetomir Uzunov. “But from 2012, the business model was refined and focused on its core activities.”

As Bulgaria shifted towards EU membership, the founders learned about the positive impact of Enterprise Resource Planning, which lit a determination to become a technological leader in the sector.

Today, DISCORDIA is Bulgaria's largest transport and logistics company, an

established leader in the Balkans and one of the rising stars in Europe. It offers three services: international road transport ( utilising a fleet of 1,400 trucks and autoforwarding services across Europe), rail freight forwarding, and sea and air freight forwarding, providing transportation logistics globally.

“In 2018, the company transformed from an entrepreneurial enterprise to a corporation,” Mr Uzunov explained. “This goes hand-in-hand with our accelerated growth in recent times. From 2012-2019, the business averaged 40 per cent annual growth, but that shifted up a gear to 50 per cent annually from 2019 onwards.

“This created another core business model: outsourcing. DISCORDIA doesn't own any trucks. It is not about owning the assets, but their efficient use.”

In 2007, the founders began using new Volvo trucks and designed a truck fuel-

saving incentive for drivers. It proved a Volvo truck used by DISCORDIA could achieve better fuel economy than the producer. “This is where efficient driving began and is now deeply ingrained in how we operate,” he added.

With offices in Bulgaria, Ukraine and Romania, DISCORDIA now employs more than 2,200 people, including 1,800 drivers.

Major growth

“When I joined in 2021, the company had less than 900 units, but by the end of 2023, it will rise to 1,800,” said Mr Uzunov. “To put this into perspective, the company has seen its driver contingent grow 17 times in the last ten years.”

This fast growth was underpinned by a unique business model driven by efficiency and high-quality customer service, according to Mr Uzunov: “We’re growing faster than the sector – consolidating

market share because of our strategy, providing best-in-class customer service and looking after our drivers.”

The fleet, which typically ranges between 16-20 tonnes of long-haul trucks, is primarily leased from the OEM and leading European FIs, and has a buy-back clause for the vehicle after three years with OEMs. The tractor units are mainly supplied by DAF, Volvo and Scania.

“It is a unique agreement within the industry, but it is essential to DISCORDIA,” Mr Uzunov explained. “Operating a truck in its earliest lifecycle phase means it is fuel efficient and has much lower operating costs. Our excellent long-term partnerships with the OEMs have been built over a decade.”

DISCORDIA has 4,000-plus clients in more than 70 countries, including 40 in Europe. “We are just starting to dream big, but we have more confidence that the big dreams will come true,” Mr Uzunov continued. “Our aspiration is to operate over 3,000 vehicles in 2025, and by 2030 we will operate 7,000 vehicles with 10,000 people. That 2030 figure could convert to 1 billion euros in revenue compared to 220 million in 2022.

“We also want to see our forwarding business grow faster than the transportation

arm. It provides an opportunity to expand our client base and service. We are looking for acquisitions in international forwarding in larger markets, such as Germany.”

Sustainable stance

“Sustainability is an area that offers DISCORDIA some differentiation in the industry,” said Mr Uzunov. “Because we operate newer vehicles which burn much less fuel, we want to position ourselves as a sustainable supply chain partner for clients. As more regulation around sus tainability comes forward, it will allow larger data-driven companies, like us, to consolidate market share and grow further.”

DISCORDIA is one of the first companies in Bulgaria, to invest in integrating digital and innovative software solutions as part of its ongoing transition. These help monitor vehicle fuel reporting, measure carbon emissions and offer a better customer experience.

“Our fleet completed 140 million kilometres in 2022, which will rise to nearly 200 million by 2023,” he continued. The average fuel consumption of its vehicles is 20% less

than the average European fleet. “That equates to each of our drivers saving 50 kilogrammes of carbon emissions per day, or 18 tonnes per driver per year. That is equivalent to more than 30,000 tonnes of carbon emissions savings for the company in 2023.”

Disruptor

DISCORDIA's commitment to sustainability goes beyond simple environmental actions. “We do care, and want to be an active partner in the community,” Mr Uzunov said. “Looking at diversity, we also have thirteen women drivers, who we are incredibly proud of. DISCORDIA also offers internships and scholarships through education partners and holds charity and humanitarian initiatives.

DISCORDIA is closely following the ongoing alternative energy fuel debates for vehicles and hopes it will “be one of the first movers in transforming its fleet when

the the technology and infrastructure needed for long-haul transportation are available.”

In 2022, DISCORDIA conducted an international survey to measure client satisfaction. It received high recognition, with an average rating of 8.7 out of 10 – a record result for the industry. The percentage of customers and partners recommending the company was 67, more than double the average for the EMEA region. To keep these high levels of satisfaction, the company offers its customers all possible models of work and lets them have the freedom to choose whether they want to cooperate with DISCORDIA on a spot, on a contract basis, or use both models.

Many times, the company is officially recognised for its driving policy, significantly

reducing harmful emissions. While the driver shortage is a generic challenge facing the industry, DISCORDIA aims to be an employer of choice for drivers by investing further in new vehicles.

“Against a background of moving our technology to best-in-class IT and data-driven processes,” Mr Uzunov concluded, “another challenge is the current macro-economic circumstances could have consequences in the future.

“We have many repeat clients, ensuring our business is sustainable. Indeed, DISCORDIA's name goes to the heart of what we seek to achieve: being a disruptor that stands for positive transformation and innovation in the transport industry.” n

Direct Link was established in 1986, opening its first office in New York, as a subsidiary of leading parcels and logistics provider of the Nordic countries – PostNord. Since then, Direct Link has expanded its global presence while adhering to a localised approach, as emphasised by Group Head of Marketing Annie Berg. Report by Imogen Ward and Hannah Barnett.

Direct Link operates through a global network of a offices, encompassing major cities such as Shanghai, Singapore, Shenzhen, São Paulo, Miami and Los Angeles. It maintains

a strong presence in New Jersey, Hong Kong, Turkey, Poland, Germany and the UK, while maintaining headquarters in Stockholm alongside its parent company, PostNord. Direct Link serves as PostNord’s

global offering and caters to all markets outside of the Nordic countries.

“In the Nordic countries, we operate under the name PostNord, whilst in all other markets, we are known as Direct Link, which represents PostNord’s global offering,” explained Ms Berg.

With the backbone of PostNord, Direct Link serves as a partner of choice for e-commerce companies seeking access to the Nordic market, according to Ms Berg: “Direct Link stands as a partner of choice for e-commerce companies aiming to enter the Nordics market. Leveraging our exper -

tise, we facilitate the delivery of millions of parcels annually to the Nordic region, all whilst showcasing our global reach, spanning deliveries worldwide. ”

Total Nordic coverage

Supported by PostNord, Direct Link boasts 100% coverage of the Nordic market, “We are dedicated to providing reliable and timely deliveries to every corner of the Nordics,” said Ms Berg. “PostNord’s extensive network allows us to reach major cities within one day, ensuring that our customers receive their packages promptly.”

With over 8,000 service points and more than 10,000 lockers strategically located throughout the Nordics, customers can opt to have their parcels delivered straight to their recipient's mailbox, or to be picked up from a nearby service point.

Ms Berg emphasised the importance of this network: “By leveraging PostNord’s

network within the Nordics, we are able to meet the growing demands of our global customers and provide them with a seamless delivery experience.”

Delivering anywhere

Direct Link takes pride in its global network, enabling businesses to deliver their products to over 190 countries each day. “Our coverage ensures that businesses can confidently ship their products to any destination, no matter how remote,” said

Ms Berg, highlighting Direct Link's agility and adaptability. “Our asset-light model enables us to optimise solutions, ensuring a fast, seamless and carefree delivery experience. This allows us to meet the precise needs of our customers worldwide.”

Direct Link's growth and global presence are bolstered by its responsiveness to e-commerce trade flows and its commitment to staying attuned to consumer trends and purchasing behaviours.

Ms Berg underlined the importance of staying up to date: “We proactively monitor product and market trends, studying what people buy, when they buy it, and where

they buy it from. This enables us to align with trade flows, whether it's a country purchasing from another country, or a trend emerging in a specific region. We remain continuously aligned with these dynamics.”

Highly skilled and motivated Another aspect of Direct Link's operations revolves around its dedicated workforce. The company places a strong emphasis on investing in its employees.

Ms Berg highlighted the significance of the workforce: “We are a company propelled by highly skilled and motivated individuals. At Direct Link, every employee shares a common goal: to excel in our business as a cohesive team.

“Whether they contribute to customer service, operations, warehousing, the finance department and so on - each person plays a pivotal role in driving the company's success.”

Green fulfilment

In addition to its operational focus, Direct Link places significant importance on sustainability. The company offers green

packaging options at it´s fulfillment centres and is committed to transitioning to renewable resources wherever possible.

Navigating the complexities of logistics can be a daunting task. Direct Link have made it one of their missions to simplify this process for businesses by offering fulfilment.

“By entrusting us with your inventory, our dedicated team takes care of the rest, ensuring a seamless fulfilment process,” said Ms Berg. “By eliminating start-up cost s, the need to hire additional staff and costly equipment investments, businesses can

allocate their resources more efficiently, and instead allow them to focus on their core business activities and driving growth.”

Responsible decisions

In addition to its operational focus, Direct Link places significant importance on sustainability. The company adheres to the PostNord supplier Code of Conduct .

“The PostNord Code of Conduct serves as a compass, guiding us towards sustainable development and responsible decision-making,” stated Ms Berg. “It outlines the principles we uphold to ensure that our business practices align with high ethical standards.”

The Code of Conduct applies to all employees within the countries where PostNord operates, regardless of their position or role. It sets forth the obligations and responsibilities of every individual in the organisation, emphasising the importance of ethical conduct, integrity and compliance with laws and regulations.

The company also expects its business partners to incorporate relevant parts of the Code into their agreements. This also

places a strong emphasis on maintaining robust relationships with its suppliers, recognising their crucial role as representatives of the company to the external world.

Ms Berg concluded by emphasising the significance of long-term partner relationships: “Building enduring partnerships is our goal. The Code of Conduct is pivotal as it ensures that our vendors and partners

align with our standards and share our commitment to sustainability in best way possible.”

PostNord has set ambitious targets, including becoming fossil-free by 2030 and achieving zero emissions in the last mile no later than 2027. n

Dedicated to enabling the transition to cleaner energy, Bowman Power Group designs and manufactures electrified turbomachinery for the industrial combustion engine and fuel cell sector. In an exclusive interview, CEO Paul Dowman-Tucker discussed the environmental benefits of these systems. Report by Imogen Ward.

As the world races to meet net zero, there are companies behind the scenes working hard to ensure these goals are met; Bowman Power Group is one of those businesses.

“Our impact on sustainability is a lot less obvious than some,” CEO Paul DowmanTucker said. “Currently, we mainly work with internal combustion engines (ICEs) that are generally considered to have

a negative environ mental impact. However, whilst we all envisage a future that is net zero, the current scene is a long way off that. A transition in fuel and infrastructur e needs to occur to achieve Net Zero. Bowman’s mission is to ensure ICEs are as sustainable as they can be as we work towards that transition.”

Demonstrating a serious commitment to the clean energy transition, Bowman has successfully developed three essential product lines that enable

ICEs to maintain their power without sacrificing the environment.

The longest running product under the Bowman name is the eTurbine. Having been manufactured since the company’s inception in 2003, eTurbine successfully recovers waste heat energy from an ICE’s exhaust gas, resulting in the production of additional free electrical energy.

“We’ve dedicated more than 30 million running hours of experience to the eTurbine, and in the last six months the fleet has generated around 75,000 MWhrs of free energy which otherwise would have been lost as heat ” Mr Dowman-Tucker explained.

“We also develop eCompressors, which help to boost ICEs, and allow them to burn fuel more cleanly. Our final product is the eTurbocharger which can do the jobs of both these machines.”

Project Highlight

Bowman has been collaborating with a turbocharger OEM partner on a co-development project. The goal is to create an eTurbocharger for heavyduty trucks: successfully harmonising the harsh environment of a truck engine turbocharger and the sensitivity of a very high-speed electric machine. The project has pushed the boundaries of Bowman’s capabilities.

Fuelling a new generation

Securing the future of the eCompressor, Bowman has recently developed the direct-to-market StartIQ™. This two-stage

next-generation com pressor runs at 50kW and accelerates from rest to 90,000rpm in under a second.

“StartIQ™ is really powerful,” said Mr Dowman-Tucker. “The renewables sector is our initial target market, and that won’t be limited just to the UK. Anywhere in the world that has significant renewables penetration is of interest to us.

“Renewables are dependent on externa l factors that mean they are intermittent power sources. There needs to be a provision in place for when that intermittency occurs. Currently, the UK relies on gas-fired generators to solve this, however these are often slow to reach full power. StartIQ™ is the perfect solution to this problem.”

With the announcement of National Grid Group’s new contracting framework, Quick Reserve, the current natural gas infrastructure cannot compete. Quick Reserve will require energy sources to

ramp-up and feed into the grid within one minute. Due to turbolag on the gas-fired generators (and their slow turbochargers), renewable power sources currently take as long as five minutes to begin supplying.

StartIQ™, however, has the power to ensure these engines can participate after all. The system ensures a successful ramp-up in seconds by supplementing energy to the engine’s turbocharger. Following pilot tests, Bowman discovered that the StartIQ could also slash CO2 emissions by using a tenth of the fuel required in a standard engine warm-up.

“These results really prove the positive environmental impact that can be had from our eCompressors,” Mr Dowman-

Tucker said. “It removes the need to constantly renew generator infrastructure, because our eCompressors are effectively upgrading an asset that is already there. We can upgrade existing generating assets to be fit for the future needs of the grid, which is much more sustainable than building out new capacity – especially when that new capacity is battery storage, which incurs an enormous carbon cost in manufacture and installation.

“Bowman is dedicated to enabling the energy transition to reach net zero, and our electrified turbomachinery is a vital part of that journey”

More power, more possibilities

Complementary to the new eCompressor, Bowman is developing a core power electronics module, which has opera tional capabilities of up to 60kW of power.

“It is quite difficult to find a power electronics platform on the market which is fast enough to control machines at the speed and power levels we operate at,” said Mr Dowman-Tucker. “On top of that, we would also need it to control power that flows in two directions. Over the years, we have developed several generations of power electronics.

“Bowman’s new platform will incorporate Silicon Carbide MOSFET technology, which has been around for a while, but is novel in our application. We are really taking a big leap forward with our core technology. The new generation will be compatible with our electrified turbomachinery, but we would also like to reach a point where our competitors can use it in their applications as well.”

There is certainly a lot taking place on the production side at Bowman, and with these advancements, the group anticipates sales will double this financial year and again next year. To accommodate

this growth, Bowman has taken the decision to relocate to bigger premises.

“Our new facility will be operational by the first quarter of 2024, and it will have enough capacity to cover our growth over the next three to five years” said Mr Dowman-Tucker. “Previously, we haven’t been as production-oriented, but the new facility gives us the opportunity to really explore that side of the business again. The new building is more efficient than our old one, and it also has an array of solar panels, which we would like to expand in the future.

This is only the beginning of our journey: not only to provide sustainable products,

but also to improve the sustainability of our own operations.

“We will soon establish a sus tainability baseline from which we can improve, and we hope to collaborate with Southampton University to achieve this.”

Steering towards net zero

The production of Bowman’s electrified turbomachinery will be considered in its new sustainability baseline. Currently, the impact of the production process is offset in mere hours of each system’s running time.

“Our baseline will focus on our energy costs: this is essential with the operation of a bigger facility and the increase in production capacity,” Mr Dowman-Tucker said. “One of the test processes we use today is a hot gas stand; it’s an effective way of

testing the products, but it does burn a lot of fuel to do so. With the move, a more sustainable recreation of this test is possible. We are really broadening the possibilities of what we can achieve in the coming years.”

On the topic of development, Mr Dowman-Tucker laid out Bowman’s main goal for the coming years: “Our growth journey is a key element of everything we do. We really want to establish ourselves in the technological sector and enhance our sustainability.

“Although our sustainability story isn’t as conventional as other companies,” he con cluded, “Bowman is dedicated to enabling the energy transition to reach net zero, and our electrified turbomachinery is a vital part of that journey.” n

Agunsa, a Chilean multinational company with over six decades of experience in the global logistics and agency business, has prioritised sustainability, diversity promotion and employee safety, while aiming to achieve a billion-dollar turnover in the coming years. Tomás Valenzuela, Mining and Energy Vice President, shared updates with Andy Probert.

Agunsa is a strategic partner to some of the largest mining, maritime and port companies, skilfully managing and coordinating worldwide movement with pride in its slogan ‘We Make It Possible’. With over 5,000 employees across 20 countries in South, Central and North America, Europe, and Asia, Agunsa's integrated logistics platform empowers clients to expand their businesses through efficient operations in multiple locations.

The company manages six port concessions and has operational contracts in more than 15 privatelyowned ports, as well as three airport

concessions. Additionally, Agunsa has over 4.5 million square metres of storage yards and 450,000 square metres of warehousing space.

In the mining industry, Agunsa has experienced significant revenue increases in the past two years through collaborations with renowned miners such as Codelco, Teck, Anglo-American, Cap, Antamina, Sqm and Bhp. The company has established new logistics centres, ports and airports in strategic locations to support its clients, and has added new services to its portfolio. Recent milestones include the successful concession of Terminal 2 at the Port of Valparaiso

and the acquisition of Agunsa Manatee Terminal, an important deepwater port in Tampa, USA.

Prioritising sustainability

While enjoying over $800 million in annual sales and setting double-digit growth targets for the coming years, Agunsa has a clear commitment to sustainability, operational efficiency, diversity and reducing its carbon footprint and water consumption, as explained by Tomás Valenzuela, Mining and Energy VP.

Agunsa was the first logistics company in Chile to obtain a sustainable loan and has recently published its first

sustainability report. The company has developed a sustainability strategy based on occupational health and safety, gender equality, water and energy efficiency, and carbon emissions reduction. Agunsa has been actively trialling electric trucks and mobile equipment within its operations to measure and develop initiatives that reduce its carbon footprint.

The company has also installed solar panels across its facilities and procured renewable energy, primarily solar and wind. As an example, Agunsa recently inaugurated intelligent lighting at its distribution centre in Talcahuano, Chile. The system uses movement sensors to dose energy and direct lights only where operations occur, resulting in energy savings of up to 70%. A digital platform remotely monitors consumption,

identifies areas with the highest operational flow, and optimizes locations to reduce traffic, extend equipment life and minimize maintenance costs.

Agunsa has also taken steps to minimise water usage by installing water treatment plants at its logistics centres. Furthermore , the company received I-REC certification for duplicating energy consumption from renewable sources in 2022. “With this increase,” said Mr Valenzuela, “we have already reached 30 per cent of our total energy consumption from renewable sources in our operations in Chile.”

Growing diversity & innovation

“Agunsa is committed to promoting gender equality by increasing the representation of women in executive positions and empowering them throughout the organisation” Mr Valenzuela explained. “Our

company has developed actionable plans to foster an inclusive workplace culture that supports gender equity, as it believes that a diverse workforce is essential for driving innovation and long-term success.”

The company is working on a corporate accelerator, the first of its kind in Latin America, dedicated to disrupting the logistics industry. Agunsa has also launched a Corporate Venture Capital area called Agunsa Labs, which made its first startup investment.

“We are actively seeking startups that can help us face new technological challenges,” Mr Valenzuela continued. “Agunsa is also endeavouring to continue adding value to their customers and to the communities. We aim to leave a positive and lasting impact that benefits and changes people’s lives.”

Agunsa’s long-term commitment to its suppliers and clients is underpinned by effective communications, trust, an alignment of objectives and consistency in delivering high quality services on time.

“Being flexible, embracing change and genuinely understanding clients' perspectives are key pillars upon which Agunsa maintains effective relations within its logistics eco-system,” said Mr Valenzuela.

Maintaining balance

While Agunsa has been a promoter of sustainability, there is still much work to be done within the global logistics sector to make a positive impact, according to Mr Valenzuela. He emphasised that the industry could take several steps to improve sustainability, starting with

Tomás Valenzuela, Mining and Energy Vice President

the adoption of green transportation methods such as low-carbon vehicles like electric, biodiesel, or hydrogen-powered vehicles, which would effectively reduce the industry’s carbon footprint.

In addition, Mr Valenzuela suggested that the industry should embrace inno vative technological advancements, such as the Internet of Things, artificial intelli gence and blockchain to improve supply chain efficiency and sustainability.

Furthermore, he underlined the need for the industry to minimise waste and adopt more renewable energy sources. “By implementing these strategies, the logistics industry can enhance its sustainability and make a positive contribution to the environment,” Mr Valenzuela concluded. n

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one planet – one chance – one voice

ENGINEERING & MANUFACTURING

An introduction to the engineering and manufacturing sectors, with innovations, news and a special report about an engineering charity, followed by company profiles.

Without Borders UK Engineers

UK-based charity and NGO, Engineers Without Borders UK has recently launched its Global Responsibility Competency Compass with support from the Royal Academy of Engineering, and with endorsement from the Engineering Council. The Compass provides a template to create a sustainability skills action plan for individuals and teams – providing confidence that responsible engineering principles are being embedded at every level.

ONthe charity’s website, CEO John Kraus said: “Closing the global responsibility skills gap in our profession is a collective role for all engineers, and Engineers Without Borders UK, its partners and supports are committed to upskilling 250,000 individuals by 2030.

“Engineers are uniquely placed to support a more ethical economy. Our profession has the ability to offer practical solutions to the complexity and uncertainty of pressing global challenges – but only if we can dra matically shift our perspective.”

It is hoped that with the introduction of the Global Responsibility Competency Compass, key skills needed to deliver sustainable projects will be more easily identifiable.

The organisation has also partnered with Forage (an Australian-based company that produces free virtual courses for work experience), to provide a Globally Responsible

Engineering programme dedicated to upskilling those within the engineering community. Those looking to take part will be met with four hypothetical scenarios that will explore responsibility, purposefulness, inclusivity and regeneration: the organisations main principles for responsible engineering.

The course takes around six hours to complete but can be done at the participant’s own pace. Upon completion, learners even receive a certificate. This course would make a great addition to any engineering-based CV.

More information about Engineers Without Borders’ programmes and the Global Responsibility Competency Compass can be found here: https://www.ewb-uk.org/

About EWB UK

Engineers Without Borders originated from the vision of a group of engineers, who dedicated their time and skills to

An overview of a charity helping engineers be more sustainable.

helping people in Ethiopia during the 1980s. Now the charity has more than 60 organisations worldwide.

The UK organisation was formed in 2001, after inspiration struck a group of students from the University of Cambridge. The organisation first began impacting the education system in 2011 and has since gone on to provide 200,000 hours of pro-bono engi neering. As of 2019, the charity chose to end its individual pro-bono work, to focus on developing projects capable of having a greater impact for change.

2030 Strategy:

In line with the organisation’s 2021-2030 strategy, Engineers Without Borders intends to build a movement powerful enough to radically transform the culture of engineering. To do this, the charity intends to move from an approach of engineering for people and planet to engineering with people and planet.

Other work completed by Engineers Without Borders UK include the Engineering for People Design Challenges, a programme that brings real-world design challenges to life within a controlled environment. This particular programme has impacted more than 60,000 students globally.

Latest innovations from the engineering industry

Pioneering a sustainable future

in energy solutions

Exide Technologies, an international leader in battery storage solutions, is revolutionising the energy industry with its unwavering commitment to innovation and sustainability. The company offers an extensive portfolio of cutting-edge battery storage solutions and customised energy systems powered by lithium-ion technology.

Exide Technologies is a leading manufacturer of innovative and sustainable battery storage solutions, for automotive and industrial applications. The company has ten manufacturing and three recycling facilities across Europe, ensuring a low CO2 footprint with a local supply chain. The company is committed to superior engineering and manufacturing. With a team of 5,000 employees, it provides €1.6bn of energy storage solutions and services to customers worldwide, every year. The Solition Powerbooster is one such innovative solution for the energy transition, which buffers power from the grid and reduces high-energy costs. The modular

system, made by Exide Technologies, effectively eliminates peaks in energy, while also supporting EV charging during periods of high demand. The lithium-ion technology provides exceptional durability, efficiency, and seamless integration into existing energy infrastructures – indoors and outdoors.

“As a trusted industry leader, Exide Technologies combines a legacy of credibility with pioneering expertise in energy storage systems,” said Michael Geiger, Senior Vice President of Energy Solutions at Exide Technologies. “Our commitment to excellence propels us to unparalleled heights in the rapidly growing energy storage landscape.”

Exide’s comprehensive range of lead-acid and lithium-ion solutions serves various applications, including 12V batteries for combustion and electric vehicles, traction batteries for material handling and robotics, stationary batteries for uninterruptible power supply, telecommunication, utility in-front-of and behind-the-meter energy storage, propulsion batteries for submarines, and more. n

Celebration Packaging adds sustainable ba

cups to its EnviroWare®

Celebration Packaging has introduced a new range of double-wall hot drink cups made from sustainable bamboo fibre, under its longestablished EnviroWare® brand.

The new cups are made from FSC (Forest Stewardship Council) certified bamboo fibre – with a water-based lining – and are certified commercially compostable (DIN EN 13432:2000-12).

“Ever since we created the EnviroWare® brand, over 14 years ago, it has been our mission to seek out more sustainable packaging solutions, and these are our most sustainable hot drink cups yet,” said Managing Director Nick Burton.

The new range of insulated, double-wall cups are available in popular 8oz, 12oz and 16oz sizes. Accessories are also available, including compostable domed lids to fit all cup sizes, made from moulded fibre (bagasse) or CPLA, plus kraft coffee sleeves and wooden drink stirrers.

“Bamboo is one of the world’s fastest growing plants and can grow as quickly as two feet per day,” continued Mr Burton. “Across the foodservice category, cafés and food-to-go outlets are seeking more sustainable solutions and with bans and

Latest innovations from the engineering industry

mboo fibre

taxes in place or on their way, consumers are turning away from single-use plastic products. We therefore believe that demand for sustainable EnviroWare® products, such as our new bamboo fibre cups, will continue to grow.

“If foodservice operators are looking to improve their sustainability credentials, they need to work with a consultative supplier to ensure that they're choosing the right packaging – that is functional, fit for purpose, popular with consumers and, above all, sustainable.”

The latest company and industry related developments from the engineering world

A2B-online announces the build of two new environmentally friendly container vessels

A2B- online reveals ‘orange is the new green’ and enthusiastically announces the new construction of two sustainable vessels of 650 TEU.

The new vessels have been designed with sustainability in mind and will be equipped with the latest technologies to reduce CO2 emissions significantly by up to 95%. The vessels will have a multi-fuel methanol propulsion system, shore power and battery capacity to operate emission-free during port and inland water operations.

A2B-online, a provider of flexible trailer, container and shipping services from the UK, has undertaken the construction of the two newbuilds as it prepares its fleet for the future.

The company, which operates seven container vessels, is implementing a fleet revitalisation programme with an eye on the long-term. As it replaces its older

tonnage, A2B-online has chosen to construct new vessels with a keen focus on sustainable performance.

A key feature of the new vessels is their optimised efficiency. The increased size of the cargo hold relative to A2Bonline’s existing vessels offers double capacity without the requirement to increase the overall length of the vessel significantly .

A2B-online has developed the vessels together with Hamburg-based design and engineering company Technolog. The company provides design, engineering and consultancy services to its clients and has been involved with this innovative project since the outset.

Currently under construction at the leading Sedef Shipyard in Turkey, the vessels are expected to be in service by the end of 2024, operating between Moerdijk in the Netherlands and Immingham, UK. n

Leading UK packaging specialist Xact is set to expand into new markets with state-of-the-art, multiformat packaging machines supplied by Spanish packaging technology innovator IRTA Group Packaging. This new partnership helps brands and retailers ‘future-proof’ their packaging processes.

The two businesses, each with over 30 years market experience, have joined forces to bring two new Vertical Form Fill sealing machines (VFFS) to the UK for the first time, both of which are capable of handling different packaging sizes, for mats and materials.

The IRTA VX STB DOY is a multiformat bag packaging machine, which can create the five most common, vertical pack shapes: Doy, pillow, envelope, block bottom, plus four and five seals. It can handle up to 100 bags per minute and is adaptable to any product type, making it perfect for contract

packers who need the ability to switch rapidly between products and packaging types.

The IRTA TR is a hygienic, vertical multiformat unit particularly developed with frozen food in mind. Handling up to 150 packs per minute and 100% washable, it is perfect for everything from frozen fruit and vegetables, to meat and fish.

Both machines boast low energy consumption, teamed with high efficiency and multi-functionality, including the ability to work with different packaging materials from heat sealable paper to PE and recyclable/recycled materials, while using less material than more common HFFS (Horizontal Form Fill) machines that are typically used for volume production. Importantly, they come at a mid-market price point, yet there is no compromise on build quality or functionality.

Packaging experts unite to offer “future-proof” flexibility, affordability and multi-functionality

HOME OF TECHNOLOGY-D EXCELLENCE HOME OF TECHNOLOGY-D EXCELLENCE

With more than 30 years’ experience, AB Garos is a master of specialist machinery for the food production industry. Project Coordinator Christian Norfjord discussed the evolution of the company. With Imogen Ward.

Drawing from prior experience in the meat processing industry, Swedish-based AB Garos understands the needs and requirements of its customers.

“The founder of Garos owned a sausage factory, and he knew how much potential was in machinery production,” Project Coordinator Christian Norfjord said. “Having that first-hand insight and knowledge was really key to working out how best to serve our customers. Now we have machines on every continent except Antarctica.”

Inspired by the industry, Garos began operating as a reseller of equipment for the Scandinavian meat processing sector. Taking a chance in the mid ‘80s, the company went on to develop its own machinery.

Now under the second generation of management, Garos continues to manufacture market leading technology for the meat industry.

“Our machines fit within our niche expertise,” Mr Norfjord explained. “We have mastered specific processes, from thawing to injecting and tumbling, and all our machines are adaptable to any company’s production process.”

Outshining the competition

Since Garos entered the market, it has evolved its products to meet the developing needs of its customers. The company produces a number of advanced products, including fully automated lines, injectors, tumblers and roller tenderisers.

DRIVEN DRIVEN

AB GAROS I PROFILE

Currently on its fourth generation, the company’s brine injector (GSI) has been adapted to improve performance ratings. As one of the most advanced injectors on the market, the GSI is optimised to ensure precision and efficiency.

“When it comes to injectors, customers expect precision,” Mr Norfjord explained. “They don’t want the machine to do anything other than what it is programmed to do. You don’t want it to inject too much or too little, because then the end product is completely different to what

the customers expect. So, precision is key.

“The machines also have to be adaptable. Customers invest a lot of time and money to ensure that their products are perfect, so they need to be confident in the knowledge that our machines will successfully meet their specific needs.”

Most recently, Garos has updated its tumbler range with the GBT 600. This machine has double the capacity of the GBT 300 and incorporates all the fan favourite elements of its predecessor.

“Even before we launched the 600, we had customers asking for quotes, because the GBT 300 was such an immense success,” Mr Norfjord said. “The machine itself is so versatile as well: it can be used for tumbling, coating, mixing and marinating. We have customers that use it for mixing nuts and candies, some use it for salads and others marinate meat with it.”

The tumbler’s flexible nature ensures customers require fewer machines in their production lines – making them more efficient and sustainable. With a single machine capable of four different processes, Garos also intends to help customers save money, removing the need for multiple suppliers and the big price label that comes with multiple machine purchases.

Pioneering transportation

Ever innovative, Garos offers customers a unique transportation system. The Vacuum Filling System (VFS) automatically transports products to the next stage in the process, via a network of tubes. The VFS is customised

to fit any factory and is future-proofed for an improved demand in production (expansions can be added at any point).

“The VFS is by far the most efficient way to transport products,” Mr Norfjord said.

“When you compare it to more traditional transportation methods – using buggies or conveyor belts – which have limitations. Our system requires minimal maintenance costs and is extremely hygienic. Unlike conveyor belts, the VFS is space-saving and doesn’t require constant monitoring. Effectively, an operator can press the start button and then forget about it.”

With every new customer comes new and interesting challenges. From product weight to consistency, Garos customises its systems to account for these variables.

Built to last, all Garos machines also have an impressive lifespan, with the majority lasting more than 20 years. Mr Norfjord saw this as another way of helping customers maintain a more sustainable process:

“Thanks to our machines, the customers do not have to go through the process of

buying new machines on a regular basis, which helps to minimise the emissions generated from material procurement and manufacturing.”

First-class service

Maintenance comes part and parcel with the purchase of a Garos machine; each one is incredibly complex and requires a certain

level of knowledge and understanding. “ Of course, the best people to service the machines are the ones that built it,” said Mr Norfjord. “We have service personnel who take on that role, we also have a solid network of partners all over the world that are trained to repair Garos machinery.

“Whether it’s a breakdown, service or software update, our professionals can be at the location within a matter of hours to solve the problem.”

The company believes in a more practical approach to training, opting to position employees in the factory where they can learn about the facility first-hand, and experience solutions being applied in real-time.

On the topic of sustainability, open communication is strongly encouraged at Garos. The company relies on the synergy of its workforce, to actively make conscious efforts towards improvement, including waste management and efficiency goals.

Looking to the future, Garos will continue to provide its customers with the very best food processing solutions. Development is

an ongoing process, and the company is determined to uphold its commitment to ensuring excellence.

“We are always trying to develop our machines and look for better solutions, to make them more efficient and userfriendly,” Mr Norfjord concluded. “We are also focused on getting the Garos name out there, because we would like every production facility, big or small, to be able to benefit from solutions that are

modern, sustainable and will improve their production. We are just a small piece of the puzzle, but our machinery is integral. What we do plays a part in feeding millions of people, and we do that with innovation at the forefront.

“These days, food variety is greatly improved and that is in part due to the development of innovative machinery. Even the simplest products are backed by huge ingenuity.”

SPECIALISTS IN BESPOKE

STEEL SOLUTIONS

Barlage GmbH is prolific in the steel industry. The German company specialises in designing, manufacturing and delivering oversize welded structures such as pressure vessels, reactors, tanks and heat exchangers. Whether it is large components, special devices or production for conventional construction, Barlage has a solution. André Schöning, General Manager, explained more about what the company does to Hannah Barnett.

When the company was founded back in 1963, Barlage was a sheet metal construction business, mainly manufacturing dust filters, electrostatic precipitators and ducts.

At the end of the 1990s, Barlage shifted into operating as an equipment manufacturer, initially in order to serve the coal and gas industries. The sector transition was

complemented by an expansion into new facilities alongside its original location in Emstek-Halen, with an additional site in Haselünne-Flechum. Both are in Lower Saxony, in the northwest of Germany.

“In 2008, we took the next step and became a special equipment manufacturer,” recalled General Manager André Schöning. “In order to support this change, a large assembly hall was built at Europort in Haren, with a canal

connection leading directly to the factory. We have been building components for transportation by the inland waterway industry since 2017.

“We are now a one-stop shop for the manufacture and delivery of bespoke steel items. We can manufacture large cargo up to nine metres in diameter, and up to 90 metres in length.”

As a special equipment manufacturer, Barlage now serves the inland waterway, chemical, petrochemical and sludge industries. This involves making components for

power plant construction, the chemical or oil and gas industries, apparatus or aeronautics, shipping, agricultural technology, and the mining or pipeline sector. The company develops individual solutions to create optimal results.

The facilities

Barlage attaches great importance to maximum safety and optimal conditions for the quality of its products, because some of the components are used in sectors where precision, durability and reliability are vital. As a result, the company ensures that the facilities where its items are manufactured are state-of-the-art. Barlage boasts approximately 200 employees across its two sites. The Flechum location has a workshop area of approximately 21,500 square metres spread over nine manufacturing halls with a storage area of approximately 90,000 square metres and a separate

stainless-steel production area. From there, it can move bespoke steel items up to six metres in diameter, 60 metres in length and 600 tonnes in weight.

The Haren site has a workshop of approximately 3,500 square metres and a storage area of approximately 10,000 square metres. From there, it can transport steel items up to nine metres in diameter, 90 metres in length and 900 tonnes in weight.

“The Haren location also focuses on shipment via inland waterway vessels or pontoons,” Mr Schöning explained. “That site has a huge logistical advantage due to its direct port connection. Since 2017, we have built over 100 tanks for the shipping industry, which is something we are very proud of.”

Expansion and sustainability

Nothing stands still in the steel industry, and as a result Barlage is looking to expand its Europort site in Haren with a recently opened new administrative building. “Alongside the upgrade of the office infras -

tructure, our machine park is constantly renewed in order to remain the state-ofthe-art facility it is,” said Mr Schöning.

Of course, any modern business must adapt and evolve in accordance with environmental concerns; Mr Schöning explained that Barlage has recently started using solar power rather than deriving all its electricity from the grid: “Our new PV system will self-generate nearly 50 per cent of the electricity needed for welding.”

Unsurprisingly, the company’s sustainability policy does not end there, with

a doubling of PV capacity planned in upcoming years. Barlage also has a district heating connection to a nearby biogas plant, as well as newly installed heat-meters in every manufacturing hall to monitor and control heat consumption.

Into the future

Mr Schöning was clear that what sets Barlage apart from its competitors is also what will continue to propel the company into a successful future.

“We always ensure on-time delivery, which includes direct shipping,” he said. “And the size of a component does not matter – not even during transport. Thanks to our intelligent assembly and logistics concepts, we always deliver products on time, worldwide. Plus, offering the highest quality of product is vital to us. And we

can – and do – react flexibly to customer requests at any time.”

Indeed, as a business, Barlage is proud of its reliable, made-to-measure solutions, extensive staff knowledge and compliance with higher safety requirements. The company has been quality management certified for over 20 years.

Mr Schöning acknowledge that, like any business, Barlage does face challenges going forward. Firstly, there is a shortage of skilled professionals. “We intend to overcome that by forging close contacts with schools to increase the number of trainees,” he said.

Another challenge is inflation of costs, and a third is the energy crisis which the company is already striving to overcome with countermeasures like the new photovoltaic system. Mr Schöning also

acknowledged that Barlage has been impacted by supply chain delays and price concerns due to the Ukraine conflict, with especially large fluctuations in the cost of raw materials.

However, it is clear, that the future is bright for this dynamic, synergistic company. Always keeping an eye on evolution and development in the industry, Mr Schöning indicated that he thinks CO2 vessels will be the next big thing.

But for now, the challenges of the job are something that keeps the General Manager flourishing in the role. “Every project is different, no two days are the same,” he concluded. “And we very rarely build the exact same vessel components

again. It makes us so proud watching the whole journey; from the drawing board at our manufacturing site, to the delivery of the finished components.” n

Chemtrix specialises in the design and implementation of continuous flow reactors for challenging chemistries. By combining engineering and chemistry expertise, the company has developed a range of small-footprint flow reactors for mg-scale reaction screening, through to multi-tonne industrial production. Chemtrix recently marked 15 years in operation, and CEO Charlotte Wiles told Hannah Barnett what the company has achieved so far – and where it intends to go next.

Ch emtrix’s technology allows chemicals to be produced in a safe and sustainable way. Rather than performing reactions in a batch vessel, as is the industry standard, in flow chemistry a chemical reaction is performed as a continuously flowing stream. Pumps carefully meter reagent streams and the reaction takes place within the flow reactor under precise thermal control.

“It means you've got flexibility over how much you produce based on how long you run the process for, rather than increasing the size of your batch vessels,” said CEO Charlotte Wiles.

“We can increase the process safety, reduce operating costs, reduce energy usage and, overall, reduce the amount of waste associated with performing chemical transformations.”

A decade and a half Chemtrix BV was incorporated back in March 2008, establishing headquarters in the Netherlands. Its base in Geelen allowed the company to to be close to launch customers in the specialty, fine chemical and pharmaceutical sectors.

According to Dr Wiles, the entire industry has evolved substantially since then: “The biggest shift over the last 15 years has been the development of the technology from what was initially thought of as a research curiosity into what's now a maturing technology used for manufacturing across the world.”

Chemtrix seized the opportunity to start developing equipment suitable for customers who had an R&D question to answer. But as flow chemistry became embedded in R&D labs, larger equipment was needed, and the focus shifted to the

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development of scalable flow reactors for industrial manufacturing.

“In the early years, companies were hesitant to develop in flow if there was not a way exploit the technology to access larger quantities of material,” Dr Wiles recalled. “The key milestones for us were going from milligrams to kilos, and then kilos to the first metrictonne. And when you can make a few 100 tonnes a month, you realise you've got a portfolio of equipment that allows people to trust in the technology.”

A sustainable method

“Though exact reaction parameters vary from process to process, typically you need pumps, a reactor and a heating (or cooling) unit. Any complexity beyond that depends on the process, but we routinely employ process analytical tools (PAT) from our partner Mettler Toledo to give real-time monitoring of the process(es),” said Dr Wiles.

“Because of the increased mixing and thermal efficiency, a continuous flow production system has a footprint of a few square metres, which is considerably smaller than a typical multi-purpose batch plant.”

Batch processes require large tanks that must be heated up and cooled down, a more time consuming and less sustainable method than that favoured by Chemtrix. “A nice thing about a flow reactor is you maintain its temperature, reducing the peak loads on your utility system and reducing the overall heating or cooling capacity required,” as Dr Wiles put it.

Chemtrix is also looking into developing further sustainable solutions through the use of photochemistry, a branch of science concerned with the chemical effects of light.

“Our existing equipment is directed towards reducing energy usage, high atom economy and lower waste

generation,” explained Dr Wiles. “But we are now also looking towards what we can do by bringing light into devices. And we are researching whether we can use that as our energy source to further improve the products we have available.”

Securing the supply chain

Following the disruption created by borders shutting during the Covid pandemic, companies and governments alike are pushing towards decreased reliance on external sources – and flow chemistry has started to come into its own.

“Companies are looking towards securing their supply chains for key raw materials,” Dr Wiles said. “That's been our biggest area of growth. It started preCovid, but the pandemic accelerated the conversation about local manufacturing, which was one of the target concepts we had as researchers over 20 years ago.”

As with any successful business, Chemtrix also places value in its own

supply chain, and in forging long-lasting partnerships. “Sustainability of our relationships is key,” said Dr Wiles. “We look for an equally balanced partnership, where we can bring something to the table, and in return get something that fills our knowledge gaps. We find that being open and collaborative has been central to building not only our relationships with our customers, but also relationships with our suppliers.”

Dr Wiles stressed the benefits of working with local suppliers where possible and cultivating an atmosphere of collaboration rather than competition: “We think it's important –from an OEM component supplier, all the way through to an engineering partner – that we have a collaborative way of working.”

An example of collaboration in action comes in the form of Chemtrix’s partnership

with Flowid. The latter is also a continuous equipment manufacturer, focusing on flow solution provision and system integration, and is based nearby, in Eindhoven.

“By working together, we provide a much bigger offering to our customers, working together to reduce the barriers to entry for a customer,” explained Dr Wiles. “

The future of flow chemistry

Dr Wiles was candid: the biggest challenge the company faces is overcoming the conservative nature of the chemical industry. She explained this means competing with already established infrastructure: “If a company has a large asset that is not being fully utilised, no

matter how good an alternative solution is, the company will always choose to use the existing depreciated asset.”

As a result, Chemtrix is intent on growing the flow chemistry market as a collective. I n 2024, it will organise the third edition of the Flow Chemistry Pavilion at the tradeshow Achema. “We're looking at around 25 to 30 flow chemistry providers being present within the pavilion,” Dr Wiles said. “By standing together as a community, we show that we're not competing with each other: we're competing with the old way of working.”

Recent ICH Q13 guidance published on continuous manufacturing is another step in the right direction. The guideline describes scientific and regulatory considerations for the development, implementation, operation and lifecycle management of continuous manufacturing. “The guideline goes some way towards demonstrating how the technology is maturing. It is a strong signal

from the regulators and will give companies a lot of confidence,” said Dr Wiles.

It is clear that the past 15 years are just the beginning for Chemtrix. But what next?

“Our objective is to continue doing what we're doing, and doing it well,” concluded Dr Wiles. “Whilst the technology’s adoption continues to grow, we are clear that we don't aim to replace every batch tank. This is a complementary technology, that will co-exist alongside batch infrastructure and as it matures, our knowledge about where it adds value will continue to increase.

“We embrace curiosity, and challenge companies not to stick to the status quo. Start questioning why you do something a certain way. Half the time you'll find it’s simply because it's always been done that way. There's a lot still to be improved on, even for established processes. So, we encourage people to ask questions, and continue to push boundaries to see what's possible.”

DRIVING

INNOVATION

Denny Bros Ltd has nearly 80 years of experience providing printing services to customers and industries. At its forefront is Fix-a-Form, an innovative solution that has established the company as one of the world's leaders in innovative labelling products. Commercial Director Ashley Simpson spoke to Andy Probert about the company's commitment to sustainability and to its employees.

DENNY BROS I PROFILE

Company Founders Douglas Denny and his brother Russell would have little thought that their simple question in 1945 - “Where can we get dance tickets printed?” - would spawn a global company.

From modest beginnings, Denny Bros Ltd has grown into a leading specialist print company steeped in developing innovative new solutions. Central to this was the invention of the world's first multi-page label, known as Fix-a-Form, in the late 1970s This highly effective idea has changed the way on-package information is presented in the space of a single label.

“Fix-a-Form has stood the test of time and enabled the company to enter many industries, where it is regarded as a partner of cost-effective labelling that can be quickly adapted to a client’s needs,” said Mr Ashley Simpson, Commercial Director.

Today, the company is the largest member of the UK-based Denny Bros Group which includes Willowbridge Labels Ltd, specialist name plate company Inform Products Ltd and engineering bespoke machine building, under Fix-a-Form International Ltd. The group has been employee owned since 2021 and from its state-of-the-art Suffolk premises, where it employs the latest technology, remains deeply committed to creating new and imaginative ways to meet complex on-product communication needs: and that flows through to its sustainability credentials.

Detailed approach

Based in Suffolk, Denny Bros Group employs around 115 people through inter-related businesses with printing products at its fulcrum. Its purpose-built factory includes state-of-the-art printing and manufacturing equipment that offers flexibility

to tailor processes and create boutique solutions.

Combining modern digital, flexographic and lithographic printed label production technology with custom finishing equipment, Denny Bros offers a host of labelling products in multi-page, peel-and-reveal, single ply and booklet formats.

With top industry standard accreditations, it boasts clients in the pharmaceutical, nutraceuticals, motor care, ink cartridges, food packaging and cleaning industries. Latterly, it has entered the health and beauty niches and sees a lot of business in the clinical trial segment of pharmaceuticals

“It was through a response from a local agrochemical client that Denny Bros devised a leaflet for the side of fertiliser tanks held in place by a rubber band,” Mr Simpson said. “Its shortcomings were quickly realised, so Denny Bros invented Fix-a-Form, a patented folded leaflet onto a label secured by a web. And business exploded.”

By 1983, the Fix-a-Form multi-page label solution was licensed to partners in more than 20 countries and has continued to be the company's core product for the past 40 years.

Fix-a-Form is a versatile combination of a printed and folded leaflet with a selfadhesive label created to accommodate extra content for the product user. A multi-page label occupies the same space as an original single-panel label but may contain up to 120 pages of additional information.

Supplied in a standard reel format, it can be tailored to suit different product needs and applied with standard industry-labelling equipment. Adaptable for various purposes

and available in custom finishes, shapes and sizes, Denny Bros also offers a consultative design service to suit clients’ requirements.

Employee Ownership Trust

In 2021, the company became employee owned with a majority of its shares now held in trust for the benefit of its employees, designed to safeguard employees’ futures and take the business to the next level.

“The company retains a family feel and remains deeply committed to being a longterm local employer,” Mr Simpson explained. “The EOT was an excellent choice as it is a superb succession plan. However, the business mentality hasn't changed much as the management team has

always encouraged staff engagement in decisions.”

Denny Bros continued to flourish through the Covid era as it met high demand for multi-lingual labels from global pharmaceutical brands. “Business was very stable across 2022, and continues to enjoy good growth in 2023," he said.

Exports represent around 25% of business, primarily to western Europe for manufacturers in the pharmaceutical and animal health space, while Denny Bros has continued to diversify with other solutions, such as peel-and-reveal labelling.

"Denny Bros also supplies different print components as part of its many partnerships across the print industry,” Mr Simpson continued. “Many believe print is dead. Far from it in our case.”

Strong on sustainability

Mr Simpson said sustainability has significantly influenced Denny Bros’ evolution. An ambitious eight-year project to install

solar panels across its entire factory roof was completed in 2022. Its fourth and final i nvestment of £200,000 gives it the potential to derive 560kw of power. With more than 1,800 panels installed, the factory can be completely powered in the summer and generates 50% of its annual power supply from renewable sources.

The company’s long-standing environmental impact reduction programme has received many awards, including achieving Suffolk Carbon Charter Gold status in 2022 “We have a clear objective to minimise any adverse impacts on the environment,” Mr Simpson said, “and the aim is to be net zero without resorting to carbon offsetting by 2030. The collective view is that environmental initiatives must deliver measurable improvements to be worthy of note."

Buildings have LED lighting, heat pumps for offices and high-efficiency gas heating for the factory floor. Its fleet comprises plug-in electric, plug-in hybrid, and Euro6 commercial diesel vehicles.

From 2013 to 2022, Denny Bros reduced its carbon footprint by 65%.

The company reduces, re-uses or recycles wherever possible, with 95% of its nonhazardous waste either directly recycled or processed as solid recovered fuel for electricity generation. Its paper is supplied from sustainably managed forests under either FSC or PEFC accreditation.

In terms of efficiency, the company reviews its machines regularly to ensure maximum output with minimal effort. It has also invested over £1 million in a new Heidelberg litho-printing machine to enhance its capabilities. "It is exciting for the employees as they see the company investing internally for the long term," said Mr Simpson.

“The new machine offers greater and consistent quality, more capacity to do other types of printing and is operationally

faster. It will further enhance our reputation as a one-stop print solutions hub."

The company has also introduced a new labelling solution, called Print and Protect. It is a unique patented product aimed at the healthcare, over-coding and clinical trials markets. It is designed with an extra layer of laminate that can be applied over the top of the label to prevent the print from rubbing off.

“Denny Bros prides itself on being the expert in the printing space, working closely with clients, listening to their needs and looking to solve issues they f ace,” Mr Simpson concluded. “It remains authentic, transparent and accountable, never shirking responsibility to customers, suppliers, or the environment.” n

Ashley Simpson, Commercial Director

COMMERCIAL KITCHE GREASE SEPARATOR CHANNELS ALTERNAT FUEL POTENTIAL

There is a growing argument for countries to harness the benefits of used cooking oils in relations to biofuel production; the very waste fast disappearing down kitchen sinks. At Grease Guardian, the Northern Irish company that produces automated grease trap units for the commercial world, there is a belief and a need to take kitchen waste seriously. Divisional Director Michel Fitzpatrick sat down with Andy Probert to discuss Grease Guardian’s adaptability and global reach.

From Antarctica to one step away from blasting into space, Grease Guardian’s products go much further than geographic location. Whether treating galley wastewaters on the seven seas, on an oil rig, in an aircraft carrier, or, (more commonly), in a restaurant kitchen setting, its grease trap solutions help prevent fats, oils and grease from adding to the ‘fatbergs’ clogging sewer pipes.

Grease Guardian Divisional Director, Michel Fitzpatrick

All food service operators must install a grease trap or grease removal device to prevent blockages. For over 30 years, Grease Guardian has been manufacturing and supplying compact, stainless steel grease traps that fit snugly in the kitchen, automatically trapping and removing waste.

While the prevention of fats, oils and grease (FOGs) has been the name of the game for decades for the Irish family-run

concern, it is seeking to become a leading advocate of the growing clarion call for nations to adopt better regulation and enforcement, and to have infrastructure in place to help convert the waste from meal production into biofuels as an alternative fuel source.

“I think we are on the cusp of a new industrial revolution in which the transition from fossil fuels and energy is happening,” said Michel Fitzpatrick, Divisional Director. “As a society, we need to consider how to recycle these FOGs as washing them down sinks is literally pouring money down the drain.”

Environmental protection

Grease Guardian is a division of FM Environmental, which was founded by Michel’s uncle, Eamonn Fitzpatrick, in 1977. Based in Newry, it is one of Ireland’s longest-established water and wastewater engineering companies.

FM Environmental is internationally recognised for designing, manufacturing, installing and servicing mechanical and

electrical pumping and wastewater treatment solutions. Primarily providing turnkey projects for Ireland’s wastewater industry, clients include private and commercial concerns and statutory public bodies, such as NI Water and Irish Water. Some of the most common problems in pumping stations, sewer networks and wastewater treatment systems are attributed to FOGs. In a wastewater sewerage network, these can block pipes, restrict flow, give rise to network

overflows and contribute to equipment failure and inhibit biological treatment processes.

To counter these challenges, FM Environmental developed the Grease Guardian range of automatic and manual grease removal equipment to tackle the problem at the source – in kitchens and food preparation areas. The company’s products remove 98% of free-floating grease and oils, ensuring the pipework remains FOG-free.

The Grease Guardian is energy efficient, contributing to reduced carbon emissions and better waste management. It also promotes recycling, regenerating waste cooking oil into biodiesel as FOG is separated by the Grease Guardian, allowing the user to dispose of waste in the appropriate collection containers quickly.

FM Environmental employs 65 people, including at offices in the UK, the Republic of Ireland, the United States, Malta and Malaysia. Malta is the manufacturing hub for Grease Guardian, while Malaysia is a

joint enterprise poised to give it greater visibility in Asia.

The Grease Guardian Division has forged a thriving network of more than 60 distributors worldwide. It exports to clients in over 40 countries, with the primary focus on the US, UK, Ireland, France, Scandinavia and Australia.

The company recently expanded its Malta office and manufacturing facility by 25%, including upgrading its test rig –one of only a handful globally. This enables the product performance and hydraulic testing of proof of concepts in accordance with various national and international design and performance standards, in particular against US and European standards.

In the world’s kitchens

Reputed to be among the world’s top five producers of grease trap devices, Grease Guardian has developed a portfolio for a wide range of scenarios and industries.

“Wherever fats, oils and grease are present in a kitchen environment, there is more than likely to be a Grease Guardian unit treating it,” Mr Fitzpatrick said. “Our product ranges from half-a-litre per second to over 20 litres per second, equivalent to taking wastewater from

one sink up to catering to wastewater in an aircraft carrier.

“It is estimated that we have supplied upwards of 26,000 units since inception, and that equates to many millions of litres of grease prevented from entering the waste systems of the world. The potential for Grease Guardian is endless.”

While it primarily services professional kitchens in cafes, restaurants, fast-food units and hotels, Grease Guardian’s products serve in diverse places. The latest installations are in a religious building in Vietnam and at a Brittany food production unit which produces pâté and prepared game products.

Grease Guardians have been installed at Dublin’s Croke Park Stadium, the Guinness Brewery, the Central Bank and the National Gallery. Units can be found at Arsenal FC’s Emirates Stadium, Manchester United’s Old Trafford, at Olympic and World Cup stadia globally, and at international airports, such as Changi International, Singapore. Its units

are also installed at New York’s Grand Central Terminal, Empire State Building, at the Uber and Microsoft headquarters, plus at Tesla – the owner of Space X. They can also be found at a research facility in Antarctica, at Santa’s Village in Finland, and McDonald’s fast-food units across Europe.

“Grease Guardians are also on superyachts, cruise liners, tankers and navies worldwide,” Mr Fitzpatrick added. “We have designed fully automated, compact grease traps in line with international maritime rules that govern wastewater discharge.”

Biofuel potential

Mr Fitzpatrick explained how Grease Guardian had begun evolving discussions and relations with various companies that could collect the kitchen waste extract and reutilise it as biofuel. “Cooking oil and potwash oils can be harvested,” he said, “and those animal fats can be converted into biofuel once contaminants are removed. The advantage of a Grease Guardian is that many contaminants are removed because it is located, filters and extracts at source.

“We are still forging relationships with the oil collection companies. They acknowledge the product is of a good enough quality to harvest, similar in recycling value to soybean. Several North American international airports are also looking to Grease Guardian to provide drainage protection solutions for their food concessions and to contribute to the process of converting the resulting waste into a sustainable aviation fuel.

“Biofuel or waste oils are now powering trucks worldwide, so the transition is happening, and Grease Guardian can play an influential role in that change.”

The company is now part-way into a ten-year business plan that seeks to triple the company’s size, aggressively expand deeper into North and South America and Asia, and develop new product concepts.

“We are also ensuring Grease Guardian remains regulation-compliant, future-

proofed and ahead of the competition,”

Mr Fitzpatrick concluded. “Another focus will be to drive legislation in all our markets to ensure that minimal standards around grease traps are in place and enforced.

“Our desire is not only to be the world’s number one brand for grease separators, but that our high-end products provide a potential fuel alternative for the future –and all from the kitchen sink!”

Orora Packaging Solutions is a leading, worldwide provider of bespoke sustainable packaging products and services to a global customer base. Richard Hagan spoke with Chief Marketing & Sustainable Design Officer Chris Bradley to learn about Orora’s market-leading sustainability programme.

Orora Packaging Solutions is a truly global sustainable packaging company. With more than a century of experience developing innovative packaging solutions, the company proudly continues to push the boundaries of what is possible in packaging while focusing on designing for the circular economy.

Global production

Today, Orora Packaging Solutions (OPS), the North American entity of Orora Limited, designs, sources, manufactures and delivers sustainable packaging and

visual signage solutions to thousands of customers throughout North America and internationally.

Orora is also proud to be one of the world’s largest producers of highly-recycled packaging substrates (aluminium, glass and corrugated board) from its strategically located manufacturing facilities throughout North America and Australasia. Orora employs 4,800 people worldwide across seven countries. The corrugated manufacturing facilities alone are responsible for the production of 400 million square metres of corrugated board

“Orora Packaging Solutions is the proud manufacturer of Envirokraft™, which is 100% recycled corrugated board”

every year. Adjusted to a 60cm wide strip of corrugated, it would be enough corrugated to stretch around the world 33 times.

OPS also operates packaging design, automation services, vendor managed inventory and testing services from its other 60 customer-facing solutions centres. The company’s physical manufacturing footprint is significantly influenced by the locations of its customers to ensure that its customers are never far away from the company’s resources, according to Chief Marketing & Sustainable Design Officer Chris

Bradley: “For example, we have operation s in Hungary and in Malaysia to support our top customers in those regions.”

Circular packaging

The circular economy is a core element of the company’s three sustainability pillars, which include Community, Climate Change and, of course, Circular Economy.

“The circular economy is one of our three sustainability pillars and it’s all about designing packaging that is reusable, renewable or recyclable,” said Mr Bradley. “We’ve invested a lot of resources and energy into figuring out

how to increase the recycled content in everything that we make and sell, and now we have some of the highest recycled content corrugated, glass and aluminium in the world.”

Orora Packaging Solutions’ plastic products do not escape efforts to move to circular economy principles: “Even in cases in which we sell plastics, we endeavour to ensure that the plastics have PCR content so that the customer participates in the circular economy,” he added.

The company has made significant worldwide investments in circular economy manufacturing. For example, Orora Packaging Solutions is the proud manufacturer of Envirokraft™, which is 100% recycled corrugated board. Coupled with its unique digital printing capabilities, Orora Packaging Solutions is one of only a handful of suppliers in North America that can offer customers 100% recycled corrugated with digital printing.

Since 2021, Orora has also made significant investments in increasing recycled

content in its glass manufacturing operation in Australia.

“We made a major $25 million investment in our new world-class glass beneficia tion plant, for the purpose of reducing our energy use and greenhouse gas emissions,” said Mr Bradley.

Climate change is the second pillar, and here Orora Packaging Solutions strives to help its customers make the best choices for the environment. “We believe that our role is to help our customers make more sustainable choices for the products that they require,” he explained.

The third pillar is community, encompassing the company’s efforts to champion diversity and human rights as well as the health and safety of its staff. The company’s Women in Leadership at

Orora (WILO) programme, which promotes women in leadership roles, is a particular highlight here.

The reusable revolution

“We see reusable packaging as a critical enabler of the circular economy, and we are focusing resources and investments on developing reusable solutions in order to meet the demands of what will surely be a critical factor in the future of packaging,” Mr Bradley explained.

Orora is also partnering closely with the US Department of Agriculture and has been invited to participate in a new US/EU dialogue on reusable packaging, prompted by the PPWR – a new packaging directive in the EU – which will have massive impacts across the world.

THE REFLEX GROUP I PROFILE

The Reflex Group is one of the UK’s largest labelling and packaging solution specialists –delivering the highest quality and most cost-effective packaging, produced on its state-of-the-art machinery. Innovations & NPD Manager Kevin Dudman and Sustainability Manager David Liversuch reviewed the group’s portfolio, awards and sustainability agenda, in conversation with Phil Nicholls.

ASa leading producer of labelling and packaging solutions, the Reflex Group is taking an active role in developing the sustainable solutions its customers need.

“Our focus remains on researching, developing and delivering innovative materials and print techniques in packaging and label markets,” explained Innovations & NPD Manager Kevin Dudman. “For example, our ability to use water-based inks and coatings in carton boards allows for environmentally friendly innovative solutions.”

Reflex began in 2002, with a single print site in the UK. Driven by the goal to be the world's most sustainable packaging company, Reflex steadily expanded into today’s operation with multiple facilities around the globe. The company has always worked with sustainability at the heart

of operations; continually finding new ways to offset carbon emissions and help support the environment and local communities.

Packaging with purpose.

An eye-catching label gives a product instant brand recognition. Reflex produces a huge variety of label products, across multiple sectors, for some of the world’s best loved brands. These labels can be f ound on all manner of food and beverage items, including tray-packed, bottled and even netted and bunched products. Other options include luggage and carcass tags, or small flash labels that help promotions stand out on the shelf. Reflex labels are also certified for use on pharmaceutical products.

For customers looking for more impact, Reflex Label Plus offers a premium label solution, delivering enhanced labelling for brands seeking premium finishes, materials and a bespoke service. These labels stand

THE REFLEX GROUP I PROFILE

out from the crowd, win awards and convey a premium brand message.

These deluxe labels are frequently presented on products such as beers, wines and spirits, cosmetics, pharmaceutical products and premium food packaging. Customers also have the option to work closely with Reflex’s in-house proofing studio, Proof+, who create label and packaging prototypes to help finesse the final design, use of colour, varnishes, foil, et cetera, before customers commit to a full print run: thus , saving clients’ money and time. This integrated way of working means an incredible final outcome.

The Reflex Group provides the full end-to-end solution, with offerings in each aspect of the packaging world. Options include flexible packaging, such as dynamic pouches that re-seal to keep food f resh, alongside bags and printed lidding films. Reflex also supplies an extensive range of protective packaging solutions, from specialist packaging tape to pallet wrap.

The Reflex Group also has its very own creative design studio Graphic Brands, that specialises in designing packaging and labels, helping brands ensure their labels are compliant and print ready with its compliance and artwork teams. This award-winning studio helps customers

with every aspect of design and branding

These extensive services include CAD design, 3D rendering and creative product photography.

In consideration of the environment, Reflex offers many sustainable options to clients. Leading the way is the Reflex Pack Plus range, using up to 90% less plastic than traditional plastic trays, and featuring 100% recyclable board and film. Another sustainable option is the Linerless Labels range, which delivers additional environmental and financial benefits to clients due to the reduction of backing paper, reducing waste and allowing more labels per reel.

Reflex’s ongoing drive for innovation and sustainability can be seen in its latest products. 2022 saw the launch of the British Collection vine tomatoes from UK retailer Marks and Spencer, in a one-of-akind recyclable carton board punnet. This packaging replaced the traditional plastic sleeve that can be difficult to recycle, with an easy to recycle cardboard punnet and uses only minimal plastic film to preserve

freshness. Reflex adopted sandwich packaging to develop this new line, which uses 95% less plastic and helped the company r emove eight million units of plastic food packaging by the end of 2022.

New for 2023, Reflex Pack Plus introduces t hree new skillet packs perfect for the foodto-go market, offering lightweight, robust, plastic-free and sustainable packs. This new launch is helping to change the landscape of the food-to-go market, offering a sustainable and recyclable option for one of the fastest growing food sectors, and one that produces millions of tonnes of waste each year.

The Reflex Group hopes to continue to offer packaging options that help reduce this waste, including the introduction of Reseal-it: resealable film that keeps food fresher for longer.

Award-winning quality & ethics

The reputation of Reflex within the industry is clear from the sheer number of its awards: 2022 alone saw Reflex win the Environmental and Sustainability Award

at the Sammies, reflecting the company’s efforts to reduce the Food-to-go sector’s impact on the environment. This impact was reinforced by the FlexoTech 2022 award for being the Environmentally Sustainable Company of the Year.

Reflex also performed well at the prestigious Flexographic Industry Association (FIAuk) awards. At the 2023 event, Reflex took home an incredible five awards including best in show.

With such an award-winning pedigree, it is no surprise that Reflex stands out from the competition as a one-stop solution for a customer’s labelling and packaging requirements. This position is reinforced by the company’s sustainable options, with a range of environmentally-friendly packaging choices offered to customers.

“Our paper-based label stocks focus on the use of recycled pulp to allow for the recovery of materials,” said Mr Dudman.

“We also offer customers flexible packaging options, such as our single-substrate packs. Another popular option is our Reseal-it labels that help consumers reduce their food waste.”

A sustainable industry

These labelling options from Reflex are fully aligned with the broader, consumerled trend for sustainability. A dedication to pulp-based paper and cardboard materials, combined with the use of PCW (post-consumer waste) in face materials, enhances the sustainability of Reflex’s output.

“ Reflex is at the forefront of using new and emerging materials and structures to meet the ever-changing packaging requirements of our customers,” Mr Dudman explained. “The ability to make quick and effective innovations and investments, along with our supplier relationships and

development opportunities, are what keeps Reflex at the cutting edge of packaging development.”

The company delivers sustainability not just with its products, but also in its operations. Reflex has embraced on-site renewable energy generation, with solar panels and wall-mounted wind turbines installed across multiple sites. The company tracks real-time energy use and aims towards a zero-to-landfill policy.

Reflex also endorses nature conservation with a tree-planting programme

supporting UK woodlands, with over 50,000 trees planted so far. Investments include state-of-the-art machinery to deliver efficient operation and waste reduction, plus deploying a fleet of hybrid and electric cars.

“At the local level, we are launching site bursaries in 2023,” added Mr Liversuch, “whereby each Reflex site can choose a sustainable community initiative to become involved with and to sponsor. This creates freedom at our sites for choosing partnerships that mean the

most to them, which encourages employee participation.”

Working in this supportive environment has many rewards. “The varied nature of the Reflex Group business means that n o two days are ever alike,” concluded Mr Dudman. “There is huge personal satisfaction in developing a product and seeing it on the shelf, like the M&S Collections Tomato on the vine range. This gives me the drive to receive, create and execute a customer’s brief, along with supporting Reflex’s many production teams.” n

Reflex's first fully recyclable cardboard exhibition stand

Reflex Woodland in Stronafian

KSA-based SAPIN has over 45 years’ experience as the chosen supplier of metal and plastic packaging for leading national and multinational companies. Business Development Manager Fahad M Pizada outlined the sustainability goals and recent company achievements to Phil Nicholls.

The goal of operating sustainably is shared by businesses around the globe. As an active member of the Emirates Nature and WWF, SAPIN is committed to sustainable growth in harmony with the environment.

“SAPIN has set an ambitious goal to transition towards sustainable and cleaner sources of energy, as part of our strategic plan,” explained Business Development Manager Fahad M Pizada. “We have the goal of becoming one of the leanest and cleanest packaging manufacturers in the region, and the solar project at our UAE facility is a great step forward.”

Established in 1976, SAPIN has grown to become the premier packaging solutions provider in the MENA region. The company has emerged from the pandemic

with modified systems and procedures that ensured production did not halt for a single day.

SAPIN has three manufacturing facilities in Dammam, Saudi Arabia and one in Dubai, UAE. The company is in the final stages of adding a fifth facility in Riyadh, dedicated to producing engine oil cans. These factories enable SAPIN to offer a broad portfolio of packaging solutions. From paint to chemicals to food, SAPIN’s cans are versatile enough to package both solvent and water-based products. Using state-of-the-art manufacturing techniques and premium tinplate, these cans protect the contents from the environment, and vice versa.

SAPIN is also the leading manufacturer of totally integrated aerosol cans in the Middle East, with applications including insecticides, air fresheners, oven cleaners, polish and many more. The company also began manufacturing plastic

Fahad M Pizada, Business Development Manager

pails in 2004 and is now a leading supplier of heavy-duty industrial pails in the GCC. Made from high-impact polypropylene, these pails are amongst the strongest and most durable available.

Operation at three manufacturing sites has brought SAPIN impressive market share figures, according to Mr Pizada: “In the milk powder category in the GCC, we have approximately 47 per cent market share and in the industrial metal paint can sector in the KSA, we are the leaders with more than 50 per cent market share. For the aerosol category, we are the market leaders in the UAE with a 38 per cent share.”

Growing to market needs

SAPIN is ever growing to meet the needs of the market. The company is in the process of increasing its production capacity for plastic IML cans by adding a new machine which will be commissioned by the end of Q1, 2023. Recent key upgrades to the product range include new and improved 20L plastic pails that are UN Group II and III certified.

“We are awaiting commissioning of 63 and 73mm diameter cans for evaporated milk and fresh cream,” Mr Pizada said. “This is a new category for us, as previously our portfolio only had packaging solutions for dry food. This will be the first time we are introducing cans fo r wet food.

“SAPIN is also in the process of introducing 58, 70 and 82mm diameter twist-off caps, which are mostly used with glass jars for cheese. This is another very new category added to our portfolio.”

Solar-powered

To power these expanding capabilities, SAPIN is embracing solar energy at its UAE facility. In January 2022, TotalEnergies installed a 367kWp solar PV rooftop for SAPIN. Constructed from over 700 PV modules, the solar rooftop is expected to produce more than 500MWh in its first year of operation and will cover approximately 40% of the facility’s electricity needs.

As a result, SAPIN will reduce its carbon footprint by over 200 tonnes of C0 2 annually, which is equivalent to 6,400 trees planted per year.

“Becoming one of the leanest and cleanest packaging manufacturers in the region requires continuous work and involves numerous small initiatives,”

continued Mr Pizada. “For example, we are undergoing pack test studies to reduce the amount of shrink wrap used on final goods sent on pallets to customers.

“Additionally, tinplate, plastic wrapping, cartons and chemical waste are monitored and recycled via scrap dealers approved by Saudi authorities, who have set yearly targets to reduce hazardous waste. To meet these requirements, we have started proper separation of waste generated, so that it can be monitored and segregated.”

Other initiatives at SAPIN include upgrading to electric forklifts and replacing the company’s conventional fixed speed driven air compressors with VFD driven oil-free air compressors. Also, a Regenerative Thermal Oxidiser has

been installed in the SAPIN Printing factory to treat the exhaust gas with volatile organic compounds to comply with national environmental emission standards.

Innovative partnerships

SAPIN stays ahead of the competition by continuously improving and innovating: refining its processes at each stage to pass on the monetary advantage to customers. As part of the company’s core

values, SAPIN applies innovative thinking to developing new products and services that help customers enhance and differentiate their brands in the market. Thanks to this focus on innovation and technology, SAPIN was the first in the Middle East to manufacture aerosol cans, adopt computer-to-plate printing technology and begin production of two-piece aluminium cheese cans.

Equally core to SAPIN’s success is a close partnership with suppliers, according to Mr Pizada: “Our suppliers, like those of any other manufacturing company in the world, are of supreme

importance. SAPIN’s growth is determined by the success of every element of the value chain – all the way from iron ore to the consumer receiving their end product.

“Just as our customers build partnerships with us, we are in it for the long haul with our suppliers. For example, achieving sustainability is not a single-handed feat. We must work closely with our major tin plate suppliers to attain this in the long run. We have to align our vision with both our suppliers and customers alike.”

As with every other industry, SAPIN was impacted by world supply chain issues,

as its main raw materials are sourced globally. However, the larger challenge facing packaging manufacturers, according to Mr Pizada, is the fear of a looming recession. Such a fear means customers will push to reduce costs as they see a potential reduction in sales and their bottom line.

Another major challenge arises from working with major multi-national companies, who have committed to being net zero by 2050. SAPIN will then be faced with the task of adapting to these environmental requirements in order to remain a preferred partner.

SAPIN is ready to face these challenges and will continue to support customers with excellence and innovation: “Our future outlook is to expand our portfolio from existing metal and plastic can manufacturing,” concluded Mr Pizada, “to offer more products within the packaging industry, be it flexible, paper or new bio plastics.

“Our other major goal is to become one of the leanest and cleanest packaging manufacturers in the region.” n

BETTER HEATING

BETTER PLANET

UK-based Star Refrigeration, a leading supplier of industrial refrigeration and heating systems, is staying at the forefront of innovation. Romana Moares spoke to David Pearson, Group Sustainable Development Director, about the company’s heat pump business that is already playing an important part in decarbonisation around the world.

Founded in 1970, Star Refrigeration is t he UK’s largest industrial refrigeration contractor. It produces world class natural refrigeration and heating technology for the benefit of customers and the environment alike.

Through the acquisition and development of a range of businesses, the Star Refrigeration Group today is comprised of six business units, one of which is Star Renewable Energy, which brings highefficiency natural working fluid heat pumps for medium to large applications regardless of application.

“When we realised that a large portion of climate change is attributable to the burning of gas for heat, we had to bring our skills to this new challenge. It began 14 years ago with boosted heat for a chocolate factory,” said Group Sustainable Development Director David Pearson. “We pushed further with the world’s first 90°C ammonia heat pump taking heat from a Norwegian fjord for heating homes and offices. Every time we think there is a limit to heat pumps the technology improves. A 200°C heat pump is within grasp, and this opens up petrochemical and other processes assumed to need combustion.

“It's quite a clever diversification strategy, because it is baking a totally different cake using the same ingredients.”

Star’s heat pumps

As the company’s website... www.neatpumps.com explains, heat pump technology can typically reduce

Queens Quay; owned by West Dunbartonshire Council and delivered by main contractor Vital Energi

carbon emissions from heating and hot water production by up to 80%. This can be more if the grid is 100% clean, as renewable electricity is zero carbon. Heat pumps also improve air quality since they do not emit any NOx, SOx or particulate matter locally, all key contributors to air pollution.

Launched under the name of Neatpumps (natural heat pumps), Star’s heat pumps are available with capacities ranging from 700kW to 10,000kW with multiple modules possible. They can cool water and secondary fluids such as glycol.

Mr Pearson explained that water source heat pumps are the most versatile in terms of applications: They can utilise rivers, waste heat from industrial processes and harness the heat from the very ground itself.

“Decarbonising cities is a massive challenge . Our focus is on river source heat pumps, as rivers and the sea are the only source big enough. We use a natural

working fluid,” he said. “That’s really important and a factor that distinguishes us from many others.

“It’s cheaper to do it the wrong way, but is important to do it the right way. The European Parliament is now finalising legislation that will further squeeze down the use of synthetic working fluids, as it has been found that they cause pollution in drinking water as well as exacerbating global warming.

“Ammonia, a natural working fluid is actually a better working fluid for heat pumps, as they can get to slightly higher temperatures more efficiently and can tackle older buildings more easily and with less disruption.”

Pioneering novel solutions

Mr Pearson highlighted a recent project that has demonstrated how heat pumps are not only suitable for new building developments (as is generally believed),

but that with the right design, they can be harnessed anywhere. A prime example is the Queens Quay heat network near Glasgow, a mixture of new-build and retrofit buildings.

The solution for West Dunbartonshire Council at Queens Quay has two 2.65MW ammonia water source heat pumps, and a 130m3 thermal store at the heart of the low-carbon system. At peak utilisation, this will provide around 80% of the 51,000MWh annual heat demand, with the remainder supplied by backup gas-fired boilers until these are swapped at some stage. There is scope for two further heat pumps to be added as the heat demand increases.

The heat pump harnesses the ambient heat from the river to evaporate the ammonia working fluid in titanium tubed spray chillers provided by Austrian spe -

cialist Holger Andreasen and Partner. The ammonia vapour, when compressed, heats to around 100°C, thus allowing heat to be transferred to the district heating network via Vahterus heat exchangers –raising the water from around 60°C to 80°C.

This water is distributed via a 1.5km district heat network serving the 23-hectare development. It will eventually serve 1,200 homes, and the associated infrastructure needed to support these, such as health centres and commercial facilities. As the heat is transferred, the ammonia is condensed to a high-pressure liquid: allowing this to expand through a Danfoss expansion valve results in the ammonia seeking heat to evaporate.

The final clever bit aside from lots of pressure and temperature sensors (Danfoss and Dean and Wood) and hundreds of pressure fittings from Hydrasun on the oil

management system, is that the electrical power harnessed by ABB motors makes up only approximately 33% of the useful heat delivered. The rest was pumped with Desmi pumps from the river for free.

Simple physics

When asked about further prospects, Mr Pearson admitted that conditions are not ideal: “In the UK, we have legally binding decarbonisation targets. The delivery legislation is evolving but progress needs to be faster; we are really lagging behind most European countries. Despite the highest amount of renewable electricity from wind in Europe at some of the lowest costs in the world, the purchase price of electricity is tied to gas. This, plus a suite of policy costs, raises it by around 700%.

“The fact is that there is not a single building in the UK that could not be heated with a heat pump, including the Houses of Parliament. Coupled with significant renewable electricity generation, this should see the Government’s targets regarding decarbonisation being met quite easily. However: with developers still building new houses with gas boilers, older buildings free from

any obligation to decarbonise (even public sector ones) and electricity hiked so dramatically, the potential for heat pump installations large and small is sailing away from us not towards us.

“Rather than offer subsidies to overcome the generic deficiencies of the power market, the Government should remove levies on electricity for heat pumps. This would then see private institutional investors ploughing billions of pounds into the market – raising billions in tax revenue.

“If we can make electricity for less than 4p/kWh, why not just add a 20 per cent delivery levy, provided it was windy (it usually is in winter) and allow heat pumps to be privately funded? The gaps in wind generation could easily be bridged with top up boilers in the short-term and this would actually encourage more strategically located deployments of wind farms close to where heat is needed”.

Moving a dysfunctional market

Mr Pearson affirmed that sustainability is something that is ingrained in the very core of the business. His responsibilities cover three areas: firstly offering existing and new

customers heat pumps as an alternative and preferred solution to burning fossil fuel.

T he second area is data analytics –measuring whether the customer’s system is managed correctly in order to establish whether an improvement, sometimes up to 50%, can be achieved with the existing source, thus helping clients to achieve a more sustainable use of electricit y.

The third area is the sustainability of the business itself, to make sure that Star develops in line with the United Nations 17 Sustainable Development Goals. “There’s much more to sustainability than just energy use,” he said: “it covers health and education and various other aspects. That’s why I agreed to become a Visiting Professor at Edinburgh Napier University – to help spread the knowledge we need and inspire students to join this mission. We are in the early stages, but we are trying hard. I’d like to see the needle moving in a positive direction in all 17 areas.”

Looking ahead, he affirmed that the company will continue to push for changes to this dysfunctional market. Changes are

slow, but Star Refrigeration hopes to see more project wins soon.

“It will be two years since the previous one, but this is still a market we believe in,” Mr Pearson concluded. “Just because things are tough doesn’t mean they are impossible. We owe it to future generations to keep going. To find new ways to use heat pump to avoid burning gas.

“People, planet, profit isn’t an original mantra of Star’s, but it seems to fit pretty well.” n

David Pearson, Group Sustainable Development Director

WEAVING SUSTAINABILITY AND INNOVATION

For over 140 years, V. Fraas has woven its way into the hearts of consumers worldwide with high-quality scarves, beanies and blankets. As a global brand committed to sustainability and ethical practices, the company continues to innovate and expand, offering unparalleled products and an inspiring vision for the future. Richard Hagan sat down with Sales Director Christian Ruehrschneck, to find out how this storied family-owned company continues to blaze a trail in sustainable fashion.

Founded in 1880 by Valentin Fraas in Germany and named after the founder, V. Fraas started life as a weaving factory specialising in scarves. Over the years, the company expanded its product line to become one of the biggest suppliers of textile accessories for all seasons. Then, as the business transitioned from local to global under the leadership of Dr Robert Schmidt, the fourth-generation owner, it opened branches in New York, Toronto, London and Hong Kong.

V. Fraas operates its two factories –one in Germany and one in China – strictly according to the same, western labour standards, ensuring ethical working conditions for all of its employees. The company’s dual-factory model provides

flexibility in sourcing materials and contributes to a more sustainable footprint.

Andreas and Alexander Schmidt, the fifth generation of the Fraas family, joined the business in the early 2000s, further developing the company and expanding its global presence. Today, V. Fraas operates 29 locations worldwide, including showrooms, factories, and warehouses, and employs 450 workers, with 200 based in Germany.

Holistic sustainability

V. Fraas has long recognised sustainability as the most important trend in fashion. The production company obtains 100% of its energy consumption from ‘regenerative’ resources. Targeted investment (more than €500,000 has been invested for this purpose) has reduced energy consumption by 20% in recent years. Similarly, the company’s modern plants operate significantly under legal limits for carbon emissions. Sales Director Christian Rührschneck is also proud of his own wells on the company premises, which minimise the consumption of drinking water.

The company focuses on maintaining a locally sourced product line that has travelled short distances. V. Fraas has upheld this ethos since the 1980s when i t developed a groundbreaking synthetic fibre called Cashmink®. This new acrylic material was softer than cashmere, but more affordable due to its artificial composition.

“Cashmink® is a great example of what sustainability means to us,” said Mr Rührschneck. “Compared to a T-shirt from a mainstream brand that travels around the planet three times before reaching the consumer, our Cashmink® is locally spun, dyed and woven in Germany – another piece of evidence which proves that V. Fraas has always followed a sustainable production path.”

Commenting on the ethical aspects of the company’s commitment to sustainability, Mr Rührschneck highlighted its passion for animal welfare too. “For example, our wool is mulesing-free,” he explained. “It’s a terribly cruel practice that is specific to some actors in the sheep farming industry.

“We refuse wool from producers with a mulesing policy. We maintain specific

wool qualities based on Responsible Wool Standards (RWS), a voluntary global standard that addresses the welfare of sheep and land management practices and which provides complete traceability of the wool.”

Certifiably recycled

More and more recycled products are being certified by independent institutions – among others, they are certified according to the Global Recycling Standard. This costly, strict and rigorous process is considered the industry’s leading standard.

“We don’t just claim that our products are made from recycled yarns; we actually get it certified,” said Mr Rührschneck. “GRS requires that both V. Fraas and our full supply chain of custody must be audited and certified. Nobody in the chain may be excluded. This way, the integrity of our recycled material claims can be proven. It’s probably the most honest and most rigorous approach to controlled sustainability currently available.”

Gorillas and Cashmink®

In 2021, V. Fraas embarked on a mission to offset its remaining unavoidable CO2 emissions produced in the manufacture of its Cashmink® and FRAAS Sustainability Edition branded product ranges. Following some investigation, the company partnered with Climate Partner and joined a certified gold-standard environmental project in the Virunga National Park.

V. Fraas’ investment in this project goes towards the operation of a hydropower plant which powers both the park – one of the oldest national parks in Africa and famous for its population of gorillas – and its surrounding communities.

“Our investment in the operation of this hydropower plant ensures that the nearby communities don’t have to cut the forest for heating and other purposes,” Mr Rührschneck revealed. “The funding indirectly protects the gorillas by protecting their forest habitat. Another reason we chose this particular project is that Virunga is mountainous and forested just like the area around our headquarters in Germany,

so it was a project that we could relate to on many levels.”

The Virunga Park project joins a second carbon offset project that V. Fraas participates in, and which helps to protect the Amazon rainforest.

Award-winning sustainability

In October 2022, V. Fraas was honoured to receive the Travel Retail Award for its sustainable, CO2 neutral poncho collection. Made in Germany, the collection featured V. Fraas’ famous ‘FRAAS’ plaid and was voted best fashion accessory of the year by TR magazine in Britain.

Then in January 2023, V. Fraas won the license to produce men’s headwear and scarves for Bugatti, a well-known European fashion brand. “This is big news for our company, and we look forward to rolling Bugatti out to our global network for fashion accessories, especially our customers across North America, Europe and Asia,” Mr Rührschneck said.

In the meantime, V. Fraas intends to continue blazing new trails in its sustainability programme, and Mr Rührschneck proudly announced some impressive news in that regard: “Our vision is to offer a cradle-tocradle product; a product that is not only recycled but also recyclable, so that it can form an eternal cycle. We are working

diligently on this; we would like to take a pioneering role here.”

In closing, Mr Rührschneck commented on the company’s culture and its work: “I love working for a family-owned business. We’re also a global family; a global village. We are proud to offer great accessories that follow the latest trends in fashion, and with great sustainability credentials. Plus, we offer great service!”

Founded in the heart of the United Kingdom, Sewtec Automation is a respected name in the field of industrial automation. Having just been commissioned to provide machinery for the illustrious Royal British Legion’s new plastic-free poppy, Business Support Director Mark Atkins and Head of Sales Andy Perks spoke with Richard Hagan about this landmark project, sustainability and Sewtec’s vision for the future.

Se wtec Automation has a robust and proven track record, having risen to prominence by consistently providing innovative and bespoke automation solutions. It has carved a unique niche for itself with its ability to design, manu facture, build, test, install and commission one-of-a-kind machinery

that meets specific needs not addressed by conventional automation technology. The company is highly flexible, according to Business Support Director Mark Atkins: “At Sewtec, every day is a learning day; we get the opportunity to create solutions that are bespoke and do not exist anywhere else. People come to us when other companies cannot achieve what is required.”

Sewtec prides itself on its technical expertise, knowledge of the automation industry and experience of a wide variety of industry sectors. Its solutions are deployed from an impressive 75,000 sqft state-of-the-art design and manufacturing facility in the UK.

Partnering for a green future

Sewtec’s commitment to environmental sustainability is notable. The company is determined to achieve net zero status by 2030 and has formalised this pledge by signing up to the UK Government-backed SME Climate Hub. “Sustainability is not just a buzzword to us,” said Mr Atkins. “We are committed to working in a way which

promotes the best sustainable practices across our manufacturing processes.”

To reduce its carbon footprint, Sewtec has adopted a multi-faceted approach. One such initiative is its commitment to retrofitting customer machines to increase efficiency and prevent them from becoming waste. The company boasts a proven record of modernising control systems, drives, motors and software, enabling old machines to run up to 50% more efficiently at a fraction of the cost of buying new.

“We understand how important sustainability is for any business, but especially in manufacturing,” Mr Atkins continued. “We pride ourselves on being an environmentally friendly organisation

from designing

efficient plastic-reducing packaging production machines to retrofitting machines to ensure they do not end up as waste.”

A significant aspect of Sewtec’s commitment to sustainability is its practice of sourcing locally to support the regional economy. By engaging local suppliers, Sewtec minimises the environmental impact on its community and supply chain. This approach underlines the company’s broader mission of being a responsible corporate entity, demonstrating a deep sense of commitment towards its community and the environment at large.

The plastic-free poppy Sewtec’s recent high-profile partnership with the Royal British Legion (RBL) exemplifies the ethos of combining

innovation and sustainability. Tasked with creating machinery to manufacture RBL’s new plastic-free version of its iconic poppy, Sewtec accepted the challenge with enthusiasm.

The new, sustainable poppy is made entirely from paper and can be recycled in ordinary paper recycling collections. It maintains the classic poppy design and leaf shape and can be fastened with a pin or inserted into a buttonhole. Stick-on versions of the poppy are also available. This unique endeavour was not straightforward, as no machines for this purpose existed in the world.

“The poppy machines have been an extremely challenging concept,” said Andy Perks, Head of Sales. “It has been a real privilege to work with such an iconic brand.”

Three bespoke machines were designed and built, one of which was specifically tailored to the Scottish poppy’s distinct design, and they are now producing the UK’s first plastic-free poppies in time for the Royal British Legion’s 2023 Poppy Appeal. “Everyone involved in the project was driven by th e same objective, and when you look at the final product, you cannot help but

be amazed by what we achieved through innovation and teamwork,” said Mr Perks.

Sustainability and growth

As Sewtec propels forward, it does so with an eye towards both innovation sustainability. The company has a rich history o f maintaining the ISO 14001 standard fo r over a decade, providing a firm foundation

for its environmental ambitions. Its dedication to sustainability has earned Sewtec the gold status EcoVadis accreditation, a 5-star zero waste sustainability award, and nominations from Sedex (the world’s largest data platform for supply chain assessment) in the Technology and Innovation category.

This drive towards achieving net zero status by 2030 plays an integral role in shaping Sewtec’s future plans, as Mr Atkins explained: “To ensure we achieve this target, we will cut our carbon emissions in half by 2030. To reach net zero by 2050 means we have committed to putting no more carbon into the atmosphere than we are taking out of it.”

The excitement of innovation

Sewtec’s commitment to developing unique solutions for its clients is what fuels the passion of its workforce. The company thrives on the challenge of beginning each project from a blank canvas and crafting solutions that other automation companies might deem impossible.

“At Sewtec, every day is a learning day, ” Mr Atkins said. “We know our team of

engineers are best in class just by looking at some of the solutions we produce, which are operating at blue-chip sites around the globe.”

Indeed, the company’s history is as deep as its reach across Europe’s industrial sector is wide. “There probably isn’t a household in the UK that doesn’t have one or two products created by automa tion solutions that we designed and built, ” Mr Atkins proudly confirmed.

Sewtec Automation is more than a pioneering leader in industrial automation; it is a company committed to bettering the world through sustainabl e practices, innovative solutions and local engagement. Every day the team at Sewtec is driven to create unique solutions for unique challenges, making it a force to be reckoned with in the world of automation and sustainability.

The company’s passion for innovation, commitment to environmental responsibility and dedication to its customers and community sets it apart and paves the way for a greener future.

Founded in 1973 by Camillo Baggio, Ismec has grown from a small artisan workshop to a major player in the manufacturing of mechanical components for various industries, including the energy, naval and aerospace sectors. As the company prepares to celebrate its 50th anniversary, Richard Hagan met with CEO Gianni Baggio to find out how this family-owned business has risen to the challenge of servicing these demanding industries.

Located in Italy, Ismec's facilities employ 50 highly-skilled professionals who provide a range of services, including steelwork, turning, milling and assembly work. With machinable sizes among the largest in the international market, the company can accommodate very large and highly complex projects, including the ability to move parts of up to 150 tonnes and the ability to precisely manufacture to tolerances of an impressive 5 microns.

“Our machinable sizes are among the largest in the world,” said CEO Gianni Baggio. “We can perform turning up to six metres in diameter in parallel, with 18 metres in length, with even greater capacity on our milling facilities.”

High-tech solutions

Ismec has invested strategically in state- of-the-art machine tools while specialising in various sectors such as energy , shipbuilding and aerospace in order to mitigate the variability of markets. The c ompany's experience and creativity have

allowed it to solve complex engineering problems and build parts that, as Mr Baggio highlighted, sometimes seem impossible to produce. “Some of the international projects that Ismec has been involved in have been truly awesome.”

“For example, we machined the spindles of the world’s largest solid-fuel engine: the project began with the client literally showing us a piece of paper with some rough measurements and weights; Ismec provided a risk and feasibility analysis and based on that, the project proceeded to a successful completion.”

Ismec has been central to various other equally impressive projects. For example, it was involved in building the connection tower of a large tidal hydroelectric power plant, it manufactured parts for the propulsion system in the largest private yacht in the world, and it was part of building the closing systems for the third lock of the Panama Canal.

Thanks to Ismec’s relationships with major forging companies in Italy and

northern Europe, the company is able to offer a complete supply of components for most projects. However; Ismec particularly prides itself on its position as a strategic and specialised partner for projects involving rotor slots, rotor spiders, steam turbines, gas turbines, generators and turbo generators. These are in addition to its experience in manufacturing hydro turbines, eolic turbines, turbine cases, gear and motor boxes and basements.

The important relationships

As a family-owned business, Mr Baggio emphasised that it’s always been important to Ismec that its staff feel valued and invested in the company’s success:

“Having been owned by the Baggio family since our inception, Ismec has always prioritised human relationships

We’ve sought to create a familial atmosphere by involving our staff in the company’s current and future plans, and by instilling a sense of pride in what our people produce. We believe that these close relationships ensure that creativity is allowed to flourish, because when companies treat stakeholders as numbers, creativity withers and cynicism grows”

“Rather than simply customers or suppliers, Ismec really cares about having partners,” he continued. “We believe that the future cannot be built with barriers up, so in our view, it’s essential to develop

our plans with all of them around the same table.”

Thanks to its close relationships with both its supply chain and its customers, Ismec is uniquely positioned to obtain specialised machinery bespoke for its particular needs.

“Thanks to our experience, we prefer typically to specify to our suppliers exactly how we want our machinery made,” said Mr Baggio, adding that the same creativity is applied when solving difficult engineering problems and producing challenging parts for projects. “It also means that we are able

to advise our customers on how to produce the parts that they require at the lowest cost. This is what we mean by partnerships.”

The company’s close customer relationships were the focus of its attention in the late 2000s, when a cost-cutting programme that attempted to make the firm more competitive versus east Asian service providers resulted in a concerning drop in service.

“We’d lost some customers due to pricing issues, which resulted in us trying to reduce costs,” Mr Baggio recalled. “In 2012,

how ever we abandoned our cost-cutting measures and decided instead to focus completely on delivering excellent service while focusing our efforts on those customers for whom great service was non-negotiable.”

The strategy paid off. “Many of those who tried to purchase abroad have since returned to us, and the business has grown substantially,” he proudly confirmed.

Future plans

As Ismec celebrates its 50th year in business, the company remains committed t o its core values of innovation, sustainability, employee involvement and strong partnerships with clients. With such a rich history behind it, and a bright future ahead, Ismec hopes to continue to influence the world of precision engineering and serve as a model for others in the industry.

One of the ways in which Ismec will achieve that is through sustainability leadership. Following the terms of an agreement signed in early 2023, Ismec has begun installing a 300kW solar PV

system, whilst also adjusting its thermal cycles in order to lower its energy consumption and produce higher-efficiency cycles. The company’s lighting system is also being upgraded, with all of its old neon lights being replaced with high-effi ciency LEDs.

Looking forward, Ismec plans to expand its fleet with even larger machines and establish a school to train the technicians of the future, aiming to preserve the unique know-how that Europe has to offer.

In conclusion, Mr Baggio spoke of his passion for Ismec’s contribution to the industry: “I’m excited to be in a position to create new solutions every day that grow our influence in the world of precision engineering: almost a dozen new companies have sprung from ours and that makes me very proud.

“I want to be a leader for a world where work will only be a means to peaceful living. I’m optimistic about our industry’s prospects because it excites me that there are so many people who still love this industry as much as I do.”

Established in 1978, Penny Hydraulics is an award-winning UK manufacturer of lifting equipment, providing world class manual handling solutions. With excellence in its engineering, the company delivers products that guarantee efficiency. Hannah Barnett spoke to Peter Hill, Compliance Manager, and Karis Green, Marketing Coordinator, about what makes the business tick.

Asolid commitment to efficiency, sustainability and community is paramount at Penny Hydraulics. “For the last 15 years, we've been actively pursuing waste reduction, energy conservation and solar power,” said Compliance Manager Peter Hill. “That is alongside our heavy involvement in apprenticeships and local community projects.”

Company overview

Penny Hydraulics has a wide scope of operations. Over the last 44 years, the company has become the UK’s leading manufacturer of lorry-loader cranes, goods lifts and lighting winches. Purpose-built premises in Clowne, near C hesterfield, Derbyshire, provide fully integrated solutions designed and manufactured in-house. There are also installation and aftercare services on offer.

“We are continuing to diversify our sectors, so we're not exposed to just one market,” explained Mr Hill. “We added lighting winch systems to the portfolio and recently purchased a bespoke fork truck manufacturing business located locally.”

The company’s vehicle conversions are approved by VW, Ford and Renault, among others. Penny Hydraulics produces a range of lifts for mezzanine floors and cellar access, as well as loading bays and floor-to-floor basement goods lifts. And the company’s capabilities are vast: “We are very adaptable. Basically, if you’ve got a lifting or moving challenge, we can help,” summarised Mr Hill.

Complementing its healthy £10 million turnover, personnel at Penny Hydraulics recently increased to 100 employees. The company’s apprenticeship programme has helped increase turnover from £50k per-person per year to £100k per-person per year.

But it is not just about numbers. “We are a family-owned business, we give the personal touch,” said Mr Hill. “Directors are involved with the day-to-day running. It's not uncommon to see them out on installs. They interact with customers, try to find solutions, and are qualified engineers themselves. It’s a great place to work, we’ve got a management accountant looking after the finances so that we can concentrate on the engineering.”

With this mindset, the company is as proud of the small one-off jobs it takes on as its larger contracts. There is no job too small.

“We will cater for major contracts with big companies such as BT or Network Rail, but we'll also work with the local builder down

the street who has their own business,” as Karis Green, Marketing Coordinator, put it. “We don't have one target demographic. For goods and lifts, we work in logistics, hospitality and retail, but then our vehiclemounted lifting equipment might be for a local logging company or for BT, who has our cranes in its Openreach vans.”

A royal seal of approval

Thanks to its chandelier hoists and goods lifts, in April 2022, Penny Hydraulics joined the ranks of over 800 Royal Warrant holders across the globe. The lighting hoist mechanism avoids the need to work at height for cleaning and maintenance, delivering a signif icant improvement in safety for Royal Household staff and a reduction of downtime.

“The greatest honour for the business was getting the Royal Warrant,” said Mr

Hill, “and becoming a lifting manufacturer and engineer to Her Late Majesty The Queen. We are hoping we can maintain it now we've got a new King.”

A Royal Warrant is not a symbol of supply exclusivity, it is a mark of craftsmanship and a sustained relationship, the result of exceptional supplier performance and product quality.

The relationship with the Royal Household started in 2014, when Penny Hydraulics was commissioned to install a temporary baggage hoist. Following the success of the first installation, the company was asked to tender a service contract to maintain chandelier hoist systems throughout royal properties across London.

Once a supplier meets eligibility criteria, the process of applying for a Royal Warrant comprises two stages. Firstly, they must

PENNY HYDRAULICS I PROFILE

Peter Hill, Compliance Manager (Left)

Karis Green, Marketing Coordinator (Right)

submit trading data and complete a series of qualifying questions. Providing they meet all stage one criteria, applicants then undertake stage two, a sustainability questionnaire. This is tailored to each applicant with answers scrutinised by the Royal Household’s Environmental and Social

Review Committee. The process takes up to a year, with the final decision made by The Lord Chamberlain’s Office.

“Achieving the Warrant was heavily dependent on sustainability,” Mr Hill explained. “I personally spent about three days answering the questions and providing

evidence. It shows our credentials are proven. It's been an excellent indi cator that we do the right things and are moving in the right direction, towards a sustainable future. Maintaining it will be dependent on us demonstrating continuous improvement. We feel confident we’ll be able to do that.”

Sustainable gains

Indeed, continuous improvement is a major goal at the Penny Hydraulics factory.

“Within the last six years, we've added a new office block and a new workshop for the Penny Nuclear team, with improved cladding,” explained Mr Hill. “We've put new extraction systems in the fabrication areas and invested in an upgraded CNC machine, which two apprentices have been trained to run.”

There are many other ways which the company is committed to sustainability, too. For example, investing in electric vehicles: it now

has four Tesla’s on the books. It also sends zero waste to landfill and boasts a state-ofthe-art heating control system that saved over 30% of the space heating bill.

Penny Hydraulics is also working to reduce plastic packaging from, and enhance the sustainability of, its supply chain. “We recently sent out a questionnaire to ascertain what our suppliers are doing, so we can then measure our scope 3 emissions, adding to the scope 1 and 2 which we're doing in-house,” Mr Hill explained. “We’ve produced a sustainability plan and are looking to increase our use of solar power and considering battery storage to reduce reliance on the grid. That said, our current electric supply is already certified as 100% from renewable sources.”

Mr Hill pointed to the award of the ISO 45000 Occupational Health and Safety Standard as one the company’s most significant steps forward: “It demonstrates our commitment to operate within legal requirements: basically, proving we have a clean and healthy environment for our employees. We also try and employ locally where we can and take on people of all abilities, giving back to the local community.”

Community is a significant component in the Penny Hydraulics operation. The company is not only committed to improving its own facilities but also invests

CANNING ENGINEERING

When we collaborate with Penny Hydraulics, our customers get the best of two long-established businesses with decades of combined industry experience.

Based in Nottinghamshire, Canning Engineering has the skills and equipment in-house to offer first-class engineering services from metal profiling to folding, fabrication and painting services.

editorial mention

heavily in the surrounding Derbyshire area. This includes recently funding a memorial recognising the region’s historic role in the mining industry, and the company regularly donates to local services.

“Ashgate Hospice is well known around Chesterfield and is our main beneficiary,” said Mr Hill. “We are a corporate sponsor, but it’s not just that. There's time given too. And we buy them equipment – hand pallet trucks, things like that. It is about

working together and it’s about asking, ‘what do you need?’

“When it comes to the sustainability of the business in general, it’s not just done with a view of getting carbon down and saving money. It’s more substantial; it’s about giving a bit back. I think that’s why we scored so well on the Royal Warrant, because we are very supportive of the local community.” n

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SERVICES & TECHNOLOGY

An introduction to the services and technology sectors, with news and a special report on closed loop recycling, followed by company profiles.

how to implement in bus Closed-loop recycling:

Reconomy is the market-leading provider of outsourced services to drive the circular economy - including waste and resource management, recycling services and environmental compliance. Nathan Gray, Head of Sustainability at Reconomy, shares an overview of the benefits of closed-loop recycling.

With many businesses rushing to consider their environmental impact, closed-loop recycling should be high up on the agenda. This is defined as the process by which a product is used, recycled and then made into something new if it cannot be reused in the first instance. The process results in no waste going for energy recovery or landfill.

Closed-loop recycling is crucial in light of tighter government legislation such as the plastic packaging tax introduced in the UK last April and the impending single-use plastic ban in October 2023.

With this in mind, here are a selection of tips from the Reconomy team on how you can bring your organisation’s processes full circle.

The benefits for businesses

Embracing closed-loop methods offer significant benefits, including:

• Decreased air pollution by producing little to no greenhouse gas emissions

in the creation of new plastics from oil extraction.

• Reduced landfill space and landfill taxes for businesses.

• Minimised risk of harm to wildlife.

• Opportunities to market your sustainable solutions to enhance customer satisfaction among those who prefer to buy sustainably.

Here are several examples of success stories from different sectors:

Retail

Closed-loop recycling methods may offer big opportunities for retailers from a financial and environmental perspective. Clothing stores may choose to trial the take-back model, in which customers can return garments to the retailer to be reused or recycled. Alternatively, retailers can take damaged clothing and transform them into other uses.

Packaging can also be a chief concern for retailers. 40% of UK online shoppers, for instance, feel they are sent deliveries

An expert from Reconomy outlines the business benefits of recycling.

siness

with packaging that is too big for what they ordered. One of the best ways to limit extraneous packaging is to employ a closed-loop solution. This could include recycling old or broken materials or reusing packaging which would ordinarily be dis posed of as single use.

Manufacturing

Closed-loop recycling is a particularly effective system in manufacturing. Partnering with a waste management service can give better guidance on waste segregation at project depots to achieve zero waste.

Problematic and difficult-to-process waste streams may include silicon and PVC banners, along with fibre-based and laminated packaging. However, with the right guidance, even these difficult plastic waste materials can be recycled back into other products.

Hospitality

Food waste is particularly problematic as it can contaminate many other forms of waste which significantly reduces recycling opportunities. When food waste ends up in a landfill, it decomposes without oxygen which releases methane.

The ideal outcome is to prevent food waste in the first instance. However, anaerobic digestion is the preferred solution for food waste. This process effectively transforms food waste into green electricity as well as producing a fertiliser to help grow fresh fruit and vegetables in line with circular principles.

Construction

Construction is another sector which typically produces a high volume of waste. A report published in 2020 shows that the construction sector generated 66.2 million tonnes of waste, which represents an astonishing 62% of total UK waste. Another study suggested that 13% of materials delivered to building sites are never used and are consigned directly to waste due to over ordering or bad site practices. To combat this, businesses can strategically conduct a complete review of their processes and embrace closed-loop methods or segregated collections like wood recycling and pallet takeback, plasterboard recycling and metal recycling. Instead of immediately resorting to energy from waste or landfill, businesses

should pause to consider their recycling options when operating a construction site – this can include every step from the initial site survey to waste removal.

Fully digitising your processes can facilitate this re-evaluation of material use. By using web portals and mobile apps, construction companies can itemise materials and monitor them into and out of a site. Machine-driven algorithms can then filter the data to identify areas where waste can be eliminated, and items can be recycled.

Five simple steps

Available on the Reconomy website is a five-step guide to achieving a circular economy for your business.

Using the Reconomy five-step approach will see your business flip the concept of waste disposal on its head. These steps will enable any company to manage the complete journey that resources take through the business. This analysis will identify waste minimisation opportunities, as opposed having to consider what to do with resources once the business has already classified them as operational waste. n

An expert from Reconomy outlines the business benefits of recycling. For more information about Reconomy, please visit

The latest company and industry related developments from the engineering world

Costco Wholesale enters the solar power market with Engenera Renewables Group partnership

Engenera Renewables Group and Costco have announced a strategic partnership that enables Costco members to effortlessly access tailor-made solar PV systems, complete with a comprehensive warranty. Members will benefit from the excellent customer service and quality assurance offered by both Costco and Engenera, as well as the guaranteed lower prices. All sys tems will exclusively be designed and installed by Engenera Renewables, a company with a long track record in delivering renewable energy solutions. The systems will feature fully calibrated high energy-yielding solar panels, a 5.4kW Huawei battery and a smart energy inverter. Customers will also benefit from a Smart Home app that helps to track performance and clearly displays generation and con sumption data.

Each installation will be designed for optimal performance specific to a building's roof, along with a complete report. All systems are installed by fully

qualified engineers, then commissioned and tested by an electrical team to ensure it is MCS (Microgeneration Certification Scheme) compliant. Once complete, customers will receive a handover pack with manuals, warranty information and maintenance advice. n

Technology group Wärtsilä will deliver the know-how and equipment for a significant Swedish bioLNG project. The Wärtsilä solution will upgrade the biogas from agricultural waste and then liquefy it into high quality bioLNG. The installation has been ordered by Gasum AB and it will be located at the company’s facility near Götene, Sweden.

When operational, the Wärtsilä offering will be capable of producing 25 tonnes of bioLNG per day. BioLNG is formed by purifying biogas by removing hydrogen sulphide (H2S), carbon dioxide (CO2) and water vapour before it’s liquefied at -160 °C. It has the same calorific value making it usable as an environmentally sustainable fuel fully compatible with fossil LNG.

“The Götene biogas plant project is very important to us. It is the first of our five large biogas plant projects in Sweden in the coming years. After a thorough and extensive procurement phase we were happy to

conclude the deal with Wärtsilä. We have high expectations on the equipment and service, and are confident that Wärtsilä will meet those,” stated Eero Lallukka, Senior Manager, Procurement at Gasum.

“Wärtsilä’s corporate strategy is focused on decarbonising our customers’ operations,” said Rolf Håkansson, Business Development Manager, Biogas Solutions, Wärtsilä Gas Solutions. “Our biogas upgrading and liquefaction capabilities in support of this bioLNG facility are fully in line with this commitment. We look forward to supporting Gasum as they work to expand their operations in promoting green fuel alternatives.”

The full Wärtsilä scope of supply includes the delivery, installation and commissioning of the upgrading and liquefaction equipment. Delivery is planned for August 2024, and the facility is expected to be fully operational at the beginning of 2025. n

Wärtsilä

to deliver biogas upgrading and liquefaction solution for Gasum bioLNG facility

Dext Heat Recovery is a pioneering company, founded with the intention to produce a more practical commercial heat recovery system than the conventional models already out there. The company was formed by a meeting of minds between Commercial Director Neil Bracewell and Technical Director Dr Gareth Evans. They explained more to Hannah Barnett.

Heat recovery units from Dext allow the customer to pay for heat once but use it twice. The company specialises in two pioneering products, both offering a cost-effective way for a restaurant to boost its bottom line while simultaneously reducing its carbon emissions.

The company’s initial offering, the DexTherm kitchen heat recovery panel works like a solar thermal panel within the kitchen. It absorbs heat and transfers it to the storage cylinder to pre-heat water for hygiene purposes.

Now, after six years of development, the company has pioneered the DexThermic Dirty Air Heat Exchanger.

“We’ve created a novel product that is able to recover heat from contaminated greasy air extracts,” said Technical Director Dr Gareth Evans. “It works by utilising a heat pump to provide heating and hot water for the establishment. This has never been attempted before because the core tech -

nology, the way you can recover the heat, has never been able to handle the grease. We have developed a bespoke product that can.”

DexThermic in development

There is already a DexTherm panel in over 400 Nando’s restaurants across the UK, and the new DexThermic is now set to be installed at branches nationwide too. This is following a successful trial at Nando’s in Parrs Wood, Manchester.

The Dext team collaborated with Nando’s to develop the DexThermic. It works by sitting in the building’s exhaust air vent and capturing the wasted heat to warm the restaurant for a second time.

The machine captures the already-paidfor heat released during cooking and that emitted by general restaurant activity like customer body warmth and lighting. It sends the recovered heat back through the heating and hot water system using

high-performance Daikin Hydrocube heat pump technology and the warm extract air stream as the heat source.

The unique selling point of the DexThermic comes from its Fluid Fin Panel (FFP), which amplifies the thermal path between the air and heat recovery fluid, while maintaining high heat recovery rates and minimising physical obstructions within the airstream. The clever design of the machine reflects wider technological progress.

“The DexThermic was designed by creating a number of scenarios inside a computer,” explained Dr Evans. “And once we found optimal scenarios, we made a prototype version and tested it. It’s become much easier to do in the last ten years because computer technology has advanced so much.”

The system at Parrs Wood successfully used recovered energy to provide space heating and hot water for the entire restaurant, without the need for gas or electric heating. In the UK’s coldest winter months, it worked in conjunction with the existing heating system to improve efficiency.

The DexThermic delivers such significant savings, running at an impressive 300% efficiency, that it pays for itself in less than two years. According to data gathered at Parrs Wood, the branch should see savings of 608MW over five years.

Funding and collaboration

Dext has got to where it is through several funding sources, including Knowledge Transfer Partnerships and Sheffield Hallam University. The company has also forged strong alliances with some well-established

suppliers, which have become crucial to the success of the product.

“The DexThermic saves money, but it obviously costs money to produce,” said Dr Evans. “We needed to find a way of making that work. So, we got the support of Grundfos, the biggest pump manufacturer in the world, and Daikin, one of the biggest air conditioning companies in the world. Now we are really starting to gain traction, and these collaborations give us credibility as a new company.”

The company also received some early funding for the DexThermic from a UK Innovate project, allowing it to make use

of academic resources and build an R&D facility to work towards a solution that would be mass-manufacturable.

“The UKI funding gave us a full set of algorithms and understanding of how the product works,” explained Dr Evans. “Because we designed it in a lab, on a computer, before we made it a reality,

and then re-tested it against the computer design.

“I know exactly how the system works and I can demonstrate to clients how much energy they are going to save. And that’s helpful for working with other businesses at a high level. Directors and CEOs are not interested in the circuits in the machine, they just want to know how much it is going to save them. I think for us, as a business, that gives us the real edge.”

Sharing the knowledge

A collaborative approach is vital for a small company with big goals. Dext intends to integrate its product throughout the hospitality industry, and beyond. This will

mean providing the relevant training and promoting best practice methods to ensure the system works as efficiently and effectively as possible.

An ethos that encourages sharing the technology widely is one way that distinguishes Dext from the small amount of competition that exists in the heat recovery field. “We do have one competitor,” explained Neil Bracewell, Commercial Director. “But they are just offering the product as a heat exchanger. As engineers, we install the entire system. Our goal is to work with end-users: it’s just a case of passing the knowledge on. Once engineers in the field understand what we are doing, they become our sales team.”

As early adopters and dedicated supporters of the technology, Nando’s is proving to be a valuable continuing partner, while Dext develops a network of businesses that stand to benefit from the product.

“The Nando’s sustainability team talk to other sustainability teams, from Mitchell and Butler, McDonalds or KFC,” said Mr Bracewell. “And we are part of that network. You can’t lock these ideas into one industry or one chain – they need to be shared. And that sort of thinking is what Nando’s, and Dext, is all about.”

Built on excellence in engineering, via a blend of practical experience and academic achievement from Mr Bracewell and Dr Evans respectively, Dext keeps pushing forward. The intention remains to spread the technology as widely as possible and by doing so, in a small way, make the world a better place.

“We are excited by design and innovation,” concluded Dr Evans. “But we are also

doing this because of the environmental perspective. We are not going down the green-washing route. This is one of the reasons that Neil and I bonded ten years ago; we both care.

“We want this technology to be everywhere in the world. Obviously, we’re only two guys, and there are the seven billion of us on the planet, so it will be a journey. And along that journey, businesses or entities or people may get on and off as the technology continues to progress. What we are doing now is creating the framework to take the product everywhere.” n

Palintest is a globally renowned manufacturer and supplier of water analysis technologies used in various applications to protect lives and the environment. Andy Probert spoke to Dr Richard Johnston, R&D Director, about the company’s ambitions and its commitment to achieving sustainable outcomes.

Based in the UK, Palintest is the backbone of water analysis for a host of clients ranging from non-governmental organisations to big corporations. Where water quality needs to be assessed, Palintest has technology for it. The company can trace its history back to the 19th century when Wilkinson and Simpson formed. The pioneering moment came in the 1950s when Dr Palin developed the use of DPD for field analysis of free and total chlorine, making water analysis accessible to all.

In 1989, the company was renamed Palintest to honour the work of Dr Palin. Building on his philosophy, the company continually evaluates new and existing technologies to make water testing simple and accessible for everyone.

The Gateshead-based company, which has offices in Australia, China and the USA, has continued to push the boundaries of innovation, achieving a series of market firsts to improve water quality for everyone.

Personal impact

R&D Director Dr Richard Johnston is the embodiment of what the company seeks to achieve by empowering sustainability. He joined as a Technical Director in 2008, but prior to that achieved a degree and PhD in the environment and water sciences fields in the early 1990s. He then stepped into the commercial world and garnered global respect for his work in the environmental sector.

“Ever since I was a child, I wanted to work in this field,” he reflected. “But when I was working as a chief scientist flying

all over the world, I came across a report about the direct carbon tonnage impact a passenger has when they fly. It was about 14 tonnes – I was shocked and went home and did the calculations to ensure it was correct, and it was.”

That had a marked effect on his awareness of the plight of the environment, which is now firmly coming into focus in many aspects of life, academia and corporate worlds. Dr Johnston, who hails from Newcastle, resolved to become more environmentally conscionable.

So began his long association with Palintest, where he could help drive innovation for the greater good. It was a perfect fit, given the company is also part of Halma, a global group of life-saving technology companies with a clear purpose to grow a safer, cleaner, healthier future for everyone.

Palintest now has an extensive portfolio of water quality monitoring and disinfection control technologies, empowering individuals to make water quality decisions confidently. They are used globally across

a variety of applications by NGOs checking drinking water; extensively in the leisure and pools sectors, food and beverage entities to large corporates, local authorities and governments.

Step change

Five years ago, with the help of Dr Johnston, the company embarked on a strategy with sustainability front and centre: “The point of this step change, or transition in philosophy, was that the company wanted to make a real difference and make more positive impacts.

“This included looking at our product base and making decisions on how to make them more sustainable – through recycled materials, for example.”

Understanding the company’s impact has been achieved by mapping total energy consumption and carbon emissions across the business. Energy efficiency changes and using renewable energy sources for its factory means that 97% of its remaining impact is now scope three carbon emissions in the supply chain. Key next steps are advocating sustainable actions throughout the supply chain and

critical changes in product material use while assessing new product opportunities and concepts.

These actions have contributed to the release of its newly designed Pooltester, in which the case is made entirely from post-consumer recycled plastics. Its new and improved features ensure sustainability is one of its top priorities.

According to Dr Johnston, the use of 100% recycled plastics is a “great benefit to both retailers and end-users with strict sustainability goals.” The case is made from high-quality, waterproof materials and includes built-in drainage holes, preventing damp and making it ideal for use in wet environments.

In another product development in early 2023, Palintest introduced a single-use copper sensor alongside its previously released lead sensor to its Kemio product range, allowing water utility personnel to test both lead and copper at consumers’ taps and quickly identify any legacy or corroded pipe systems which may be putting health at risk. The patented single-use lead and copper sensors will help municipal authorities in the

US comply with The Lead And Copper Rule, which was introduced in 1991 to regulate the control of lead and copper in drinking water.

Kemio is Palintest’s next-generation meas urement platform delivering validation of water quality. It uses a sophisticated electrochemical technique powered by Palintest’s patented singleuse sensor technology to test for chemicals and heavy metals, such as lead and cadmium contamination.

The company is also about to launch a new sensor for arsenic, which is presently

R&D Director, Dr Richard Johnston

undergoing testing with the aid of the Bangladesh and US governments.

“Palintest is working to mitigate further what it uses in its products and improve the lives of others and reduce environmental impact,” Dr Johnston said. “That is a big step up in our green philosophy.”

It is also working with EcoVadis, the universal sustainability ratings provider, to map its sustainability through benchmarks and performance improvement tools.

Along with clients and suppliers, Palintest fosters open and honest engagement

on its products. “As a forward-looking company, it is keen to pass on the sustainability improvements throughout the value chain,” he continued.

Its new product development gateways within its corporate framework are guided by sustainable actions and goals.

Socially sustainable

In making sustainability actionable, the company is also one of six water analysis and treatment companies under the Halma brand that supported Water for Life in partnership with WaterAid to help raise awareness of the daily challenges millions of people face in accessing clean, safe water. The campaign focused on a network of villages in northern India, where the groundwater is contaminated with arsenic, which is slowly poisoning the local population.

Over two years, Palintest donated its portable testing kits and over 18,000 arsenic tests to the campaign. Halma

raised over £400,000 to support the building of new water infrastructure and training for local volunteers. In addition to giving them access to safe, clean water, the campaign trained 1,800 community volunteers in water quality management,

so they can continue to keep their water supply safe for generations to come.

For keen environmentalist Dr Johnston, the impact has been more direct in mitigating carbon emissions from his and his family’s life. He sold his house and car and began a smallholding to help grow vegetables for his family; he hasn’t flown for several years and has also raised thousands of pounds for environmental and social causes.

“Palintest takes sustainability seriously,” Dr Johnston concluded. “It continues driving innovation in product design and working proactively across its supply chains, in business, and in communities to overcome water quality challenges.” n

As a technology company, HP is renowned worldwide. It was founded in 1939 with a vision to create a society where innovation drives extraordinary contributions to humanity. Adi Shorer is Product and Marketing Manager for the corrugated post-print segment, producing digital printing presses at the division’s headquarters in Israel. She explained more to Hannah Barnett.

HPmay be a large company, but to operate cohesively, there must be certain issues the whole firm works towards. And nowhere is that better exemplified than with the group-wide dedication to sustainability.

“HP is not only a supplier; it is also a brand,” said Product and Marketing

Manager Adi Shorer. “And as a brand, it's very important for us to act responsibly. We aim to be the world's most sustainable technology company.”

A sustainable press

One of the ways HP is committed to lessening its environmental impact is through its corrugated segment. HP’s portfolio covers both pre- and post-print presses. Pre-print means printing on the liner before corrugation and post-print means printing directly onto a corrugated board.

The corrugated post-print division has been operating as part of HP since 2005, originally under the name HP Scitex, when Israeli company Scitex Vision was

acquired to expand HP’s digital printing portfolio. At that time, the division focused on outdoor printers. Since then, the focus has shifted to indoor printers producing banners, posters and freestanding displays, to today’s primary focus on corrugated packaging.

The HP PageWide C550 Press is the corrugated division’s newest high-speed, post-print digital corrugated press, launched in February. The advanced single-pass platform is designed to help converters optimise manufacturing costs and improve operational efficiency for the production of corrugated packaging.

Based on the award-winning, fieldproven technology of the C500 press,

the C550 offers enhanced productivity and value to the industrial packaging industry. With a speed of 90 linear metres per minute, (in addition to its predecessor’s 75), the C550 produces high-quality boxes at a constant speed. It will also help converters to accelerate turnaround times through digital printing technology, optimise inventories, and reduce obsolescence.

“We also introduced a few specific features to improve the sustainability profile of the machine,” added Ms Shorer. “One is a television screen as part of the operator console. So, the operator can see near-live images of what is being printed; and from there, identify if there’s

any kind of issue that needs to stop the printing, instead of waiting to find it out in the completed stack.”

A sustainable method

Developing solutions for food packaging makes up close to half of the corrugated print packaging sector. These can be challenging projects, because regulation is a major factor for boxes carrying any sort of food. As Ms Shorer explained, waterbased inks are essential for this market.

“In a very general way, it’s all about making sure that the properties of the food will not be impacted by the package they sit in,” she said. “I would hesitate to eat an apple that has been sitting in a UV ink corrugated box, because of the

likelihood of UV components to migrate. Converters have the responsibility to make sure that the packaging complies with all the necessary regulations.”

The company uses CV150 UV-free inks to meet stringent food and sensitive product packaging standards. The development of these water-based inks has not been a simple process; it required a significant amount of investment into research and development. But the benefits are vast:

“It gives the converter an easier path to meet regulations and it gives us the capability to develop an end-to-end sustainable printing process,” said Ms Shorer. “We do still sell UV inks, they are suitable for different applications. But for the corrugated boxes market, it was

clear to us that we needed to go with water-based ink.”

The printing process is now a digital one, which is far more sustainable than the analogue method. The use of chemicals and by-product of sludge waste is eliminated and there is a huge amount of water saved.

“With digital printing we might use 25 to 30 litres of water for the varnish station clean-up,” said Ms Shorer “whereas the traditional presses use between 100 to 200 litres every single time they switch a job. So, if ten jobs are running a day, you cannot even compare the amount of water consumption that is avoided.”

Digital printing also has the capability to print crisper high-quality images. The thermal inkjet printheads on the C550 press have a total of 1M nozzles for high and consistent print quality with sharp text, barcodes and smooth tone

transitions on coated and uncoated liners. It’s flexibility to switch graphics makes a perfect fit for short and medium runs in a faster and more efficient operation overall.

A sustainable HP

The wider HP group accepts the responsibility taking its environmental footprint seriously. The company publishes a sustainable impact report each year to openly share the targets it is setting and actions it is adopting.

For example, the company has a goal to reach zero waste across all operations by 2025 and reported an 86% diversion of waste away from global landfill in 2021. In the corrugated print segment, like many other HP divisions, a recycling scheme runs for customers printheads to be collected and recycled.

“I think everybody sees what's happening around us in the world,” Ms Shorer reflected. “And it's important, as a company, to fight as much as we can against the effects of climate change.”

Though still small, the digitally printed corrugated market is a dynamic, expanding one. “There are a lot of new players moving in with water-based inks,” concluded Ms Shorer. “It shows that we had the right line of thinking eight years ago

when we started doing this. I remember the first iteration of a digital corrugated machine back in 2002; it was incredibly slow. In hindsight, it was premature to the industry because they were looking for something much faster and more robust. Today we are capable of delivering that.

“I have been working in this field for 21 years. Through that time, I've seen how HP has transformed so many segments in the industry. We genuinely believe that there is a huge amount of potential in terms of what can still be done.”