Inside Sustainability - Edition One

Morgan Motor Company

Sustainable By Design

The use of ash wood in Morgan cars is the subject of automotive legend. Our latest film, Sustainable By Design, features Morgan master craftsman, Will Ansell, and further information on the company's use of ash. It also shows, for the first time, the forest where the trees are grown.

MEET

Judi Wheaton-Mars Jasmine Lodge Jeff Johnson Becky Scrivens Ginelle Lorenzo

Managing Director

Welcome to Inside Sustainability

Welcome, Dear Reader, to your first edition of Inside Sustainability. This launch is not news, as it was announced in the final edition of Inside Industry, the long-running magazine that gave rise to this rebranding. For the sake of our fast-growing readership, please let me explain how this happened and what future editions will contain.

Firstly, why rebrand such a popular and successful magazine? Fair point. Throughout this year, when dealing with hundreds of companies worldwide, we noticed your increasing sustainability commitments. This is true across all sectors covered within Inside Industry and our other magazinesInside Marine, Inside Oil & Gas and Inside Food & Drink - and as a result, we launched Inside Sustainability to cover this topic in more detail.

With governments setting targets for lower carbon emissions, businesses are increasingly exploring innovations to suc cessfully move towards a greener and more sustainable future. Many compa nies find success with a range of tech nologies and solutions to become more

sustainable, minimise costs and ulti mately cut their carbon footprint.

This new magazine includes detailed company profiles, informative and enticing advertisements, enlightening news and reviews and engaging event listings. All with an underlying focus on sustainability. Rest assured, this means ‘in addition to’ rather than ‘instead of’ when it comes to content and coverage. We will share best practices, the latest innovations and ideas that push boundaries toward a sustainable and mutu ally beneficial future.

We trust that you will still contribute to, learn from and gain from appearing within, reading, following and sharing our content. At Inside Sustainability, we believe we all must contribute at work and at home. It is our mission to provide you the voice, through our magazine, website and social media platforms, so we can spread your news and best sustainability practises, turning them from a workshop whisper to a roar from the rooftops. Let us stand shoulder to shoulder, address these issues and work together to find solutions. One planet, our planet, one chance, one voice! n

John White

Managing Director John White thanks Inside Industry for helping to introduce sustainability into our vocabulary.

Latest developments from the Norwegian industry

NORWAY

sustainable cod: From fjord to fork

Norcod is leading the way in renewable energy usage setting the perfect example for sustainable fishmongers globally.

No rway’s iconic fjords and its fishing industry have long gone hand in hand, but the damage large-scale fishing does to the environment has been a growing concern. Norcod looks set to change that. The cod farming company have completed a large project to implement shore power as part of its ongoing electrification process.

Norcod is the culmination of a highly ambi tious endeavour to raise premium Atlantic Cod sustainably and commercially. A massive challenge that’s never been solved until today.

Clean shore power

Now in its sixth generation, NorCod is naturally bred in Norwegian fjords, bringing customers a truly delicious product of con sistent first-rate quality.

“Our ambition has always been to set the standard in responsible, industrialscale farming of top-quality cod, through constant operational improvements that ensure sustainability and fish welfare,” said Chief Sustainability Officer Hilde R Storhaug. “By installing wired onshore power, we are making a valuable contri

bution to reducing climate impact both locally and globally. Frosvika now stands as a low-emission facility that is, to my knowledge, best in class.”

Norcod collaborated with electricity com pany Meløy Energi, contractor Terje Halsan AS and the local office of Bravida Norge to implement the solution.

Benefitting the local community

Unplugging the site’s diesel generators, as well as feeding the fish using energyefficient waterborne feeding technology, has also had a major impact on ambient noise levels. “Near silent operations benefit not only the fish in the nets and the imme diate surroundings,” Mr Storhaug said, “but also enhance the working environment for our employees.”

The electric-powered service vessel ‘Hilde S’ also contributes to reducing noise levels, as well as CO2 emissions in the production cycle. Local value creation has also been high on Norcod’s sustainability agenda, gen erating positive turnover in terms of goods and services in the communities where its facilities are located.

Latest developments from the Polish industry

POL AND

First Stępień solar power plant opens in Poland

The construction of the 58 MW Stępień solar plant in Poland is completed, and the plant is ready for operation. Stępień was developed and will be operated by Wento, Equinor’s 100% subsidiary.

IN2021, Equinor bought the Polish solar developer Wento and its pipeline of solar projects across Poland. Less than 1.5 years after the acquisi tion, its first solar plant in Poland is ready for operation. Stępień was developed and will be operated by Wento, a subsidiary of Equinor.

Sustainable Poland

The opening of the plant marks a significant moment in the growth of the renewable energy sector in Poland. Stępień is located in the Braniewo municipality, comprises more than 100,000 solar panels over an area of around 65 hectares.

“With Wento, we are uniquely positioned to build a material solar portfolio in one of Europe’s most rapidly growing renew able energy markets. During the first year of our ownership, we sanctioned con struction of three solar plants in Poland with a total capacity of 171 MW. Today, we are proud to inaugurate our first solar plant Stępień, while the two other plants are expected to be ready by 2023-2024,” said Olav Kolbeinstveit, Senior Vice

President for Power and Markets within Renewables at Equinor.

The plant will produce 61 GWh of power per year, which is equivalent to electricity consumption of 31,000 Polish households. By using local contractors during construc tion and operation, the project contributes to building knowledge and skills within solar developments in the Polish industry.

A shift from coal Poland’s energy production is still domi nated by conventional sources, including a high share of coal. This creates signifi cant potential and need for domestic renewables that will help to decarbonise the energy system.

Equinor plans to bring the electricity from the solar plant to the market through a power purchase agreement (PPA), thus securing predictable revenues and return on the investment for the plant. Equinor will include the electricity in its growing portfolio of power from renewables, cap turing additional value from optimisation and trading.

COUNTRY FOCUS

Latest developments from the Thai industry

THAILAND

new sustainable distribution centre

DKSH Performance Materials has a new environmentally friendly distribution centre, strengthening its position as a key player in Thailand.

DKSH's Business unit Performance Materials, a leading distributor of specialty chemicals and ingredi ents, recently opened a new 11,000 sqm distribution centre in Bangkok, located within Frasers Property Logistics Centre.

The new facility strengthens DKSH’s capil lary distribution network in Thailand and reinforces the company’s position as a leading Market Expansion Services provider of specialty chemicals and ingredients.

DKSH in Asia

For over 150 years, the company has deliv ered growth for companies in Asia and beyond. As a leading Market Expansion Services provider, DKSH offers sourcing, market insights, marketing and sales, eCommerce, distribution and logistics, plus after-sales services.

The DKSH Business Unit Performance Materials distributes specialty chemicals and ingredients for food, pharmaceutical, personal care and various industrial appli cations. With 53 innovation centres and reg ulatory support worldwide, the company creates cutting-edge formulations that

comply with local regulations. DKSH has around 1,370 specialists and generated net sales of around $ 1.3 billion in 2021.

Sustainable solutions for Thailand

The new centre features a range of ambient and temperature-controlled warehouses, providing temperatures between 15-25oC. The advanced systems ensure the neces sary quality assurance for storage of food, personal care, pharmaceutical and animal feed ingredients, plus a diverse range of specialty chemicals.

The facility introduces a range of innova tive and sustainable solutions to reduce carbon footprint. The solutions include a semi-automated pallet shuttle system, a solar panel installation, energy-efficient LED lighting, HVLS (High-volume low-speed) fans and a zero-emission electric vehicle to transport performance materials products. The centre accommodates approximately 14,268 pallets and should reduce CO2 emis sions by 87.6 tons per year, in accordance with DKSH’s Group-wide sustainability goals of achieving 65% carbon reduction by 2025 and climate neutrality by 2030. n

Latest developments from the Saudi industry

ARABIA SAUDI

The world’s tallest 3D printed building constructed in Saudi Arabia

Made popular in Europe with a 3D printed building of three floors by PERI in 2021, 3D printed buildings are the latest innovative technology to hit the market. With the buildings found most frequently in the US, the concept is now making its way over to the East.

The Middle East, and Saudi Arabia in particular, can say it is leading the way in the use of the 3D construction printing technology to create ever larger buildings. Located in Shams Al Riyadh, just northwest of the capital city of Riyadh, lies a new and exciting project for Saudi Arabia.

Vision 2030

The 3D printed villa is located in a new pro ject of 12 million square metres as part of Saudi Arabia’s Vision 2030, the kingdom’s plan to use its investment power to create a more diverse and sustainable economy.

The 345 square metre building was 3D printed by the leading Saudi Arabian real estate developer, Dar Al Arkan, using a COBOD 3D construction printer. The building has a total height of 9.9m and is, therefore, also the tallest on-site 3D printed building in the world.

Low-cost local materials were used at a cost of less than €10,000

to create the 3D printable concrete, which all the walls of the building were printed with.

3D printing in real estate

The project was executed using local materials, thereby supporting sustain ability and the Saudi economy. 99% of the concrete materials were sourced locally, while only relying on 1% sourced from a central location.

Wael Al Hagen, 3D construction printing project manager from Dar Al Arkan, said: “Our efforts are focused on developing the kingdom’s real estate sector by integrating the latest trends and technologies, drawn from global best practices to enhance our industry locally and deliver on the objectives of vision 2030. The introduction of 3D construction printing enables us to focus on greater flexibility of design, strengthen productivity and achieve higher cost efficiency.”

bp invests in free local electric transit business Freebee

has invested $6 million in all-electric ride-hailing business Freebee, a Miami-based company that pro vides free, on-demand transportation to local communities through its mobile app Ride Freebee. bp led the business’s $8 mil lion Series A funding round, with support from Freebee’s current infrastructure cap ital partner, Tensile Mobility.

bpventures

Freebee’s free-to-the-user trips are financed through local governments as part of municipalities’ public transport networks and by private entities such as corporate business parks, hotels and resorts, and uni versity campuses. Freebee has established itself as a premier mobility platform in the state of Florida and seeks to address the many issues arising from increased use of personal vehicles in the US

Freebee owns a fleet of more than 150 electric vehicles and employs more than 230 drivers on a full-time basis. This invest ment will help Freebee boost its technology development capacity and expand the team, helping to scale the business across the US. The service is currently available in more than 25 municipalities and campuses in Florida and Virginia, with Freebee tar

geting expansion into seven new cities in the two states before the end of 2022. The expansion is expected to help the business move over one million passengers by the end of the year.

bp will also work with Freebee on scaling the business across the US and will explore opportunities to collaborate on the roll-out of EV charging infrastructure, progressing bp’s mobility growth engine.

“bp ventures invests in companies that align with bp’s ambition to be net zero by 2050 or sooner,” Shaun Healey, Principal at bp ventures said. “The team at Freebee has come up with a brilliant business idea that incentivises travel by electric vehicles without any cost to the user.

“Living in Miami as a student,” Kris Kimball, Co-Founder and Managing Partner at Freebee said, “my Co-Founder Jason Spiegel and I felt there must be a more economical way of getting around the city. With Freebee we have turned ride-hailing on its head, providing a service that is accelerating the decarbonisation of mobility and is free to users. This investment from bp ventures is an endorsement of our idea and together we will roll Freebee out across the US.” n

The latest company and industry related developments from around the world

ASthepartnership reaches its fourth year, the sustainable distillery has supported the planting of more than 2,000 native UK trees – over 20,000 square metres – enough to create nearly three football pitches of new woodland.

Since August 2018, Cooper King Distillery has pledged to donate at least 1% of its gin sales towards YDMT’s tree planting work, with over £20,000 donated to date.

The company was also the first distillery in Europe to join the environmental initiative 1% for the Planet, the first in the UK to offer a gin refill scheme, and the first in the country to produce carbon-negative gin. All the wheat and barley for its spirits is sourced from Yorkshire farms.

“We’re really grateful to be partnering with Abbie, Chris and the Cooper King team,” Sarah Hodgson, Development Manager at YDMT said, “and are appreciative of what they have done for woodland creation across the Dales. Planting trees is vitally important not only to mitigate the impacts of climate change, but also to create habi tats for some of our most vulnerable wildlife. Cooper King’s support will also

enable us to work with local communities to plant even more trees, employ two wood land trainees and establish community tree growing nurseries.”

Each bottle of Cooper King’s international award-winning Dry or Herb Gin sold, con tributes to the creation of one square metre of woodland in the Yorkshire Dales and sur rounding areas.

In addition, sales of Cooper King Distillery’s newly released Berry + Basil Gin Liqueur and Black Cardamom Vodka help to restore one square metre of UK wildflower habitat.

“Producing flavour-driven sustainable spirits is at the heart of what we do,” Chris Jaume, Co-Founder of Cooper King Distillery concluded, “because we believe drinking good spirits needn’t cost the earth. Partnering with YDMT has been a whole some and rewarding process, ensuring this vision becomes a reality.

“A huge thanks is owed to not only YDMT, but to our customers who continue to sup port our mission, helping to conserve and protect the environment. We’re looking for ward to heading out to the Dales in January to get more trees planted!”

Cooper King Distillery is celebrating an exciting milestone in its support of environmental charity Yorkshire Dales Millennium Trust (YDMT)

Yeo Valley Organic continues sustainability efforts and saves energy costs

SolarEdge Technologies has completed a second solar PV system for leading organic food producer Yeo Valley Organic. The installation of a 623MWh rooftop array at its Newton Abbot manufacturing facility furthers Yeo Valley’s ambition to become 50% electricity self-sufficient within the next 10 years; it follows the earlier installation of a 1.13MW rooftop system at its Isleport site. Together, the PV installations will cut carbon emissions by 400 tons each year.

The solar projects were installed by SSWUK Ltd (Solar Southwest), which chose SolarEdge’s DC-optimised inverter solution to maximise energy yield at the energyintensive production facilities. The SolarEdge system uses Power Optimisers to increase the energy production of each module in the array by overcoming issues, such as shading and soiling that can limit output in traditional string inverter systems.

“Ensuring the safety of its people and property was important for Yeo Valley,” Jonathan Bensted, Managing Director at SSW said. “It was impressed by SolarEdge’s suite of embedded safety feature, including its SafeDCTM function, which automatically reduces the voltage in each solar module to a touch-safe level. This reduction enables

maintenance teams to access the roof safely, and arc fault detection. We’re finding that many of our top-tier clients are asking for this feature for the added peace of mind it brings.”

Based in the heart of Somerset, Yeo Valley Organic is Britain’s largest organic brand and produces a wide range of dairy-based products. Karl Tucker, Chairman Yeo Valley Farms, said: “Sustainability is at the heart of everything we do. Our commitment to invest in green technologies as part of our Sustainable Development Business Plan is an important part of our vision to build a more sustainable future that involves reducing food miles, improving packaging and being 'powered by nature’.”

SolarEdge is a global leader in smart energy, delivering innovative commercial and residential solutions that power our lives and drive future progress. Leveraging world-class engineering and worldwide experience, SolarEdge developed an intelli gent inverter solution that impacts the way power is harvested and managed in photo voltaic (PV) systems. SolarEdge addresses a broad range of smart energy market seg ments through its PV, storage, EV charging, battery, UPS and grid service solutions. n

The latest company and industry related developments from around the world

DORIS and Hyundai Heavy Industries team up for the FEED of the first commercial floating wind farm in South Korea

The DORIS - HHI consortium has been awarded a Front-End Engineering Design (FEED) contract by Corio Generation and TotalEnergies for its Ulsan Gray Whale 3 Offshore Windfarm project, located offshore of the east coast of South Korea.

The FEED contract covers the full inte grated scope of activities related to the floating units, including the design; the pro curement and installation of the floaters and their station keeping systems; the pro curement, laying and connections of the Inter Array Cables to the floaters as well as the activities related to the integration of the turbines on the floaters.

The Gray Whale 3 Project, aiming to develop a 504MW floating offshore wind farm located around 60 to 70 kilometres from Onsan Port in Ulsan, is one of the three offshore wind projects with a total installed capacity of 1.5 gigawatts that Corio and TotalEnergies are promoting off the coast of Ulsan (project name: Gray Whale 1,2,3).

DORIS is an international group spe cialised in engineering, consulting and project management in the conventional energies, hydrogen, carbon capture and

storage and renewables. With 1,000 employees, DORIS is present on every continent. Recognised for its values of excellence and innovation, DORIS develops the most efficient solutions, integrating the most adapted technologies, to make con ventional energies cleaner and low carbon energies possible.

“DORIS and HHI have a very long collabo ration history on floating megaprojects,” Francis Carmigniani, EAME-APAC Regional Manager at DORIS, said. “Our recent suc cess on the Jeju Wind project, the first floating wind pilot in South Korea, and our two decades of experience in the offshore wind business give our consortium a unique opportunity to make the Gray Whale development the flagship project of Asia.”

Hyundai Heavy Industries boasts out standing shipbuilding and offshore engi neering technology earned through the extensive experiences since its inception 50 years ago. It claims to be actively engaged in the hydrogen value chain to further set spurs to the offshore hydrogen infrastruc ture, taking the lead in the transition into green energy.

MATTER OF FACT

Interesting and unusual sustainability facts from around the world

M AT TER of

FACT

Despite being made of paper, merely 0.25% of disposable coffee cups are recycled.

Every tonne of recycled paper saves 1,730 litres of oil, 31,800 litres of water, and around 3 cubic metres of landfill space.

The global cap on shipping sulphur emissions took effect in January 2020. While there were only 255 vessels fitted with scrubbing systems in 2015, it is estimated that the number surpassed 4,000 units in 2020.

Solar PV generation worldwide increased by a record 179 TWh in 2021, growth of over 20% compared to 2020. Total global solar PV generation now exceeds 1,000 TWh.

A tonne of ore produces merely 1g of gold. However, the same amount of gold can be harvested from recycling the materials in 41 mobile phones.

About 8% of European microplastics released to oceans are from synthetic textiles — globally, this figure is estimated at 16-35%. Between 200,000 and 500,000 tonnes of microplastics from textiles enter the global marine environment each year.

Germany currently has the best recycling rate in the world, followed by Austria, South Korea and Wales.

The world generates around 2 billion tonnes of municipal solid waste annually.

Every problem is a gift we would not grow without problems

Anthony Robbins

German-based PCM RAILONE AG has over 100 years’ experience manufacturing systems for urban transit and long-distance rail transportation. Director of Sales Saurav Mittal described RAILONE’s operation and new products in discussion wi

The RHEDA 2000® ballastless track system from RAILONE is laying the foundations for the railway networks of the future. This innovative system with stands heavy loads and high speeds. The RHEDA 2000’s construction method com bines high levels of safety and long-term track positioning, with favourable installa tion costs and low maintenance expenses.

“RHEDA 2000® is the ideal high-speed solution from RAILONE,” Director of Sales and New Projects Saurav Mittal explained. “As a response to climate change, people are looking for sustainable high-speed

mobility, and especially when it comes to railway transportation.”

PCM RAILONE AG traces its history back to a lumber rafting and trading business established in 1894 at Heilbronn, Germany. The company began cutting wooden sleepers in 1919, working in close consulta tion with Deutsche Bahn, the German national rail network. Innovation has always been a trademark of RAILONE as the com pany manufactured the first concrete sleepers in 1954, then the first ballastless rail system installed at the Rheda-Wiedenbrück station in Germany.

PCM RAILONE AG I PROFILE

sleepers and track s and New Projects ith

Phil Nicholls.

PCM RAILONE AG I PROFILE

In 2013, RAILONE was acquired by the PCM Group of Industries and extended its reach into the international markets. Today, RAILONE has 550 employees around the world with an annual production capacity of over 5 million track sleepers and 840,000 metres of turnout bearers. Production remains focused in Germany, home to four RAILONE factories, but the com pany has three more sites around Europe, plus facilities in Turkey, USA, Saudi Arabia, South Korea and India. RAILONE remains a ‘typical German Mittelstand company’.

Business pillars

The RAILONE operation is focused on four main pillars: long-distance and freight, urban transit, engineering, and plant con struction. RAILONE’s extensive portfolio of sleepers is at the core of the first two pillars. The standard ballasted concrete sleeper is the classic version for track systems today.

RAILONE also offers a range of longer turnout sleepers, along with wider sleepers to lessen the load stresses on the ballast bed and elastically supported sleepers. The RHEDA 2000® ballastless track system is available within this primary pillar. This technology delivers a stable ride with a l ong lifespan and practically no mainte nance. RHEDA 2000® uses an integrated bi-block lattice-truss sleeper which in later versions combines in situ concrete and a reinforced concrete trough slab.

However, the flexibility of RHEDA 2000® means that it can also be used for urban transit, then called RHEDA City, RAILONE’s second pillar. While ballasted options remain possible for urban transit routes, the RHEDA 2000® solution allows for more seamless integration into an urban setting. Four major German cities have complete light rail sys tems from RAILONE, including Berlin and Leipzig. As demonstrated in Berlin, Edinburgh,

Athens and many other cities, RHEDA 2000® can be combined with asphalt, cobbled streets or even grass to blend the tracks into the environment.

“We are strongly promoting these ballast less track solutions,” Mr Mittal said, “as it increases the track life from 25 to around 40 years. The system also reduces the mainte nance requirements, such as the tamping of the sand and ballast, plus gluing the ballast which can be environmentally harmful.”

Best-in-class solutions

The innovative spirit behind RAILONE’s product portfolio is one of the things that sets the company apart from its competi tors, according to Mr Mittal: “RAILONE continually improves its products and processes, developing new systems, components and solutions. We combine experience, expertise, industry insights and premium products.”

He added: “The combination of all these qualities and values allows us to deliver the best-in-class customer-specific prod ucts. RAILONE offers tailored solutions that match the specific and local needs of the customer, last a long time and are low maintenance.”

The company’s products operate every where from the scorching heat in Saudi Arabia, biting cold and permafrost in Siberia, maximum heavy-haul loads in the USA, highspeed transport in China, to the Green Track in German urban transit. RAILONE is proud to offer the optimal sleeper and track solution for any requirement.

Many of the projects using RAILONE sleeper solutions also involve the company’s third pillar: engineering. Thanks to RAILONE’s decades of experience in national and inter national railway projects, the engineering team has extensive knowledge to support a client when building rail infrastructure.

This commitment is highlighted by the company’s ‘Solutions your way’ slogan. The company delivers support around the world with knowledgeable personnel and the engineering services needed to com plete the project.

Finally, RAILONE’s fourth pillar of plant con struction refers to the projects where the company oversees the construction of sleeper facilities for third parties. These plants are exactly tailored to meet the requirements of the customer with respect to scope of services provided, plant output, production technology and degree of automation. Such plants produce up to 1 million concrete sleepers per year, and may operate in manual, semi-automatic or fully automatic mode.

“Our services in engineering provide cus tomised plant construction,” explained

TRANSPORT SOLUTIONS FROM RAILONE CAN HELP PEOPLE TRAVEL FROM ONE CITY TO ANOTHER, CONNECT WITH EACH OTHER, AND ENJOY MOBILITY IN A SUSTAINABLE WAY

Mr Mittal, “in which we offer tailor-made factory solutions in accordance with the customer’s needs.”

Future transportation

The innovative spirit at RAILONE is deployed to find sustainable solutions for the industry, exploring options to reduce its carbon foot print regarding cement and other sleeper components. Alongside exploring the possi bilities for fibre cement solutions, RAILONE partnered with Pioonier GmbH to offer a composite sleeper made of 100% recy cled plastic a sustainable alternative to the conventional wooden sleeper.

“Sustainability is the hot topic across the globe,” agreed Mr Mittal. “RAILONE has part nered with a company in Germany who has patented a solution for completely recy clable plastic to produce railway sleepers. This is a new product, so we are right now working on the certifications. We have already received a certificate from the Technical University of Munich and an approval from Deutsche Bahn to build a test track. We are looking forward to these tests to supply this product in the future.”

Inflation, logistics, the war in Ukraine and the lingering effects of the pandemic are all challenges for RAILONE. However, the company remains optimistic about the long-term future of rail transportation and the continuing demand for RAILONE’s innovative products.

The company also has more to con tribute towards achieving a sustainable future, according to Mr Mittal: “The drive towards net zero has definitely pushed our objectives into finding, developing and implementing new products and solutions with the lowest carbon footprint possible. We are working with the Technical University of Munich and Deutsche Bahn to develop solutions that serve the market and reduce overall carbon emissions.”

RAILONE clearly has an important role to play in supporting sustainable trans portation around the globe.

“We are excited to help the people of the world stay mobile,” concluded Mr Mittal. “Transport solutions from RAILONE can help people travel from one city to another, con nect with each other, and enjoy mobility in a sustainable way.” n

STAYING

ON TRACK

Train travel is decarbonising, and Gemini Rail Services are making it happen. Through its GemEco brand, it is aiming to put Gemini on the map as the leading company for converting existing train vehicles. They are currently working on a number of exciting new and innovative projects alongside several prominent organisations to help meet the developing needs of the UK railways. Ed Williams is the Head of GemEco. He explained the nuts and bolts of this dynamic sector to Hannah Barnett.

ITis an electrifying moment in the rail industry. The rise and rise of ever more sustainable modes of travel created a gap in the market for the genesis of GemEco, founded in 2019. A division of Gemini Rail Services, it spe cialises in transformation of rolling stock into hybrid rail vehicles. GemEco began as the brainchild of Gemini’s former CEO Tim Jenkins, and Ed Williams, who heads up the brand.

As Mr Williams tells it, as soon as he was approached with the idea, he was all in: “There was no thinking, it was a ‘yes’ straight away.” From there, GemEco was born. Arising from humble beginnings, Mr Williams oversaw most of GemEco’s early days, taking the reins on everything from branding to project strategy, and came

up with the logo at his kitchen table. He recalls: “The logo came to life on a Sunday afternoon of brainstorming and doodling, I would like to take all the credit for the design of the logo, however in reality it was probably 20% my design and 80% of my son Zak, who was 11 at the time.”

The rise of the ‘go anywhere’ train Establishing a clear and coherent com pany ethos was important from the start. Mr Williams explains how Gemini immedi ately aimed to stand above competition. He claims that the company continues to do so because it can convert rail vehicles to be “more efficient, more leasable for our Customers and also kinder to the environment.” This can be achieved in many ways, a good example being by

reducing diesel emissions in stations or cut ting out diesel fleets completely by way of introducing the more environmentally friendly ‘go anywhere’ train.

These are modified electric trains that can run on lines with partial electrification, or none at all. The most important benefit of this is making older electric trains work off the electrical grid when they are dis placed by newer models. This, in turn, retires older diesel units, reducing emissions.

Converting old trains certainly sounds like an exciting option but that does not always mean it is a simple one. As Mr Williams explains: “This may sound easy, it is ‘just fitting batteries’, however in reality this is very complex. Sadly, there is no ‘one solu

tion fits all’ model, each route, each class of vehicle will require slightly different battery capacities and configurations.”

The company also designs hybrid con versions for diesel-powered units. This too can be challenging, especially when it comes to allocating space and weight for the battery. Expanding on this, Mr Williams said: “Diesel vehicles are highly utilised in terms of the available space where addi tional equipment can be installed.”

Wolverton

Wonders

Production takes place at the historic Wolverton Works. With around 180 employees, it has the auspicious claim of being the worlds

longest operating railway works facility. The place is steeped in innovation history; in 1901 Wolverton was the first railway works to use electricity for lighting and driving machinery throughout.

Wolverton is now a specialist rail vehicle overhaul and upgrade facility. Gemini is involved at all levels of production, main tenance, and modification work. As Mr Williams puts it, the company “pro vides a complete service from concept design to unit delivery.” At the Wolverton Works, Gemini Rail Services also offer a wider range of services to rolling stock like incident repair and modernisation. Unsurprisingly, there are no corners cut at any stage of development. Instead

GemEco upholds a strict design process with staged safety reviews and approval gates. Mr Williams strongly emphasises the significance of this approach: “The design cannot progress to the next phase until these safety gates have been fully reviewed and approved. We must ensure compliance with all relevant safety stan dards and where required we bring in third-party experts to review our work to validate compliance.”

Innovation and collaboration

Originating from a background this impressive, it is no surprise that GemEco are at the forefront of some of the most innova tive projects across the industry. One of the

m ost illustrious feathers in their cap is work on the HydroFLEX train, the UK’s first hydrogen-ready passenger train that can operate under electric power or battery.

GemEco designed and installed the battery and control equipment for the HydroFLEX unit, and it was demonstrated at the COP26 climate conference in Glasgow.

The company are keen to stress the importance of building a network of strong, long-term partners. Mr Williams paints a picture of a small pool of key technology partners who work closely

on all GemEco projects. With most of them backing the ethos of the projects, and some even investing, he is keen to stress that these relationships are one of the things that sets the company apart: “These are not just suppliers, they are true partners. We find this collabora tive approach is the key to our success.”

Looking ahead

At the moment, GemEco is still relatively small. Inevitably, the company faces competition from much larger rail sup p liers on some contracts. And when they

“THESE ARE NOT JUST SUPPLIERS, THEY ARE TRUE PARTNERS. WE FIND THIS COLLABORATIVE APPROACH IS THE KEY TO OUR SUCCESS”

win, it is a thrill, or “a ‘David and Goliath’ scenario” as Mr Williams put it.

GemEco’s success is testament to the scale of innovation it is pioneering. Going forward, Mr Williams said it hopes to “con tinue developing and expanding the capabilities of our offering, whilst also investing in new technologies and oppor tunities. We are also keen to explore how we can support and work with adjacent industries in the future.”

As head of the division, what Mr Williams said most excites him about the job falls loosely into three categories: innovation, diversity of projects and sustainability: “Having the opportunity to work on new and exciting technology projects really drives me. They are all different, and this adds a real challenging dynamic to our work. In addition, it is also the opportunity to make a real difference, not only to UK rail but to our environment too.” n

Charge Amps was founded in 2012 by Fredrik Jonsson to help tackle fossil fuel dependency within the car market. Creating innovative and stylish designs, Charge Amps has ensured its customers receive the very best products with premium feel. Its most recent project focuses on green charging in the home. Sustainability Manager Vivek Ramaswamy discussed this in detail with Phil Nicholls and Imogen Ward.

With almost ten years’ experi ence, Charge Amps is a for ward-thinking manufacturer of electric charging stations. The company serves it s customer base in a variety of ways, manufacturing charging stations for use at home, alongside separate dual charge point systems for public use.

People are at the forefront of Charge Amps’ company ethos. With over 150 employees based in Sweden and other parts of Europe, and a continual scope for more job opportunities, the company respects those who maintain its systems just as much as it values those who pur chase Charge Amps products.

The company’s best-selling charger: the Charge Amps Halo is perfect for private residences and company settings alike.

Charge Amps Halo is designed with Nordic weather in mind and has the highest IP rating of any charger currently on the market. Alongside this, Charge Amps’ responsibility to consumer safety is reiterated via the incorporation of LED lighting and cables that can retain their flexibility in temperatures of -25°C. The charging stations also have cloud capability which ensures the charger software is up-to-date and enables the implementation of payment solution for public sector usage.

Successful sustainability

With a focus on sustainability, Charge Amps is a pioneer in the electric charging market. The company continues to guarantee the production of high-performance

CHARGE AMPS I PROFILE

chargers that are aesthetically pleasing and sustainable.

The latest company focus is green charging at home. Complete with the ability to control the charger straight from the user’s phone, this innovation focused company has reinvigorated sustainability in the electric car market.

The company maintains a high standard in all aspects of the manufacturing process. Working closely with its manufacturer and business partners, Charge Amps is con sistently researching the technology and parts used to ensure that it is using the most sustainable options.

This is exemplified through the company’s conscious efforts to use environmentally friendly materials, such as the recycled alu minium used on Charge Amps Halo.

“Our developers are always looking for any new sustainable solutions present within the market,” Vivek Ramaswamy, Charge Amps’ Sustainability Manager said, “and they always take the opportunity to suggest new materials that are better for the environment.”

Charge Amps has also been assessed by CICERO: Shades of Green, which is an independent, research-based company who monitor the environmental impact of

companies. CICERO looked at two sepa rate aspects of Charge Amps, with a focus on the company’s revenue which was awarded a dark green shade, the most sustainable shade possible.

The second shade of green was awarded to the company for its operating expenses, this was granted a medium/dark shade of green.

These accreditations suggest that Charge Amps is in alignment with the EU’s long-term vision of a climate-resilient future and is successfully maintaining its work towards a positive environ mental impact.

Green charging

The latest innovative work from Charge Amps could help households with rising energy bills. The company has devoted its time to creating a green charging solution that can utilise the energy from domestic solar panels, this enables customers to charge their cars using renewable

“This highlights the company’s contri bution to a more sustainable future,” Mr Ramaswamy said, “and assures this to our investors, owners and any poten tial investors too.” Full report can be found here.

energy – creating a cheaper alternative to the national grid.

However, freedom to choose between energy sources is given to the consumer, through the development of its Charge Amps App, customers have the option to access non-renewable energy at times when it is cheapest.

With its customers in mind, Charge Amps has dedicated extensive thought to the way that users interact and manage the app. Mr Ramaswamy said: “We have placed a lot of thought into the accessibility of our app. We wanted to ensure that it is easy to use and simple to set up.”

Regarding the capability of the solar panels, Mr Ramaswamy said, “the electricity production and the demand from the car is the same. The same charging point would still be in use too.”

When it comes to installation of its prod ucts, Charge Amps ensures that it is always on hand to help. The company understands that the decision to buy the right charger can be overwhelming, therefore, it is com mitted to offering guidance to potential customers and installation companies alike.

“We want to support our users fully through the whole process,” Mr Ramaswamy said, “and we want our users to be proud of their choice of charger.”

Forward thinking

Charge Amps has experienced a substantial growth as a business, this past year its employee count increased by over 100. Alongside this, it has opened subsidiaries in several countries including the UK, Germany and Norway and is now pushing towards sales in the warmer climates of Spain. This will result in even more job opportunities for residents, creating a positive socio-eco nomic impact within the community.

This expansion also has an important impact on climate change as Charge Amps increases its environmental reach across the globe. Mr Ramaswamy said, “Our growth not only speaks for us, but also

speaks strongly about the market and how well it is doing.”

Charge Amps is also hoping to continue supplying its chargers to both private and public sectors, working closely with its business partners to incorporate these into service stations and public places across many cities.

“Our chargers are efficient for small spaces, with the dual charging aspect of Charge Amps Aura, people are able to park two cars next to each other and charge from the same unit,” Mr Ramaswamy concluded. “This also means the reduced investments required for public charging infrastructure.” n

Vivek Ramaswamy Sustainability Manager

Discover more by visiting our website

As car manufacturers around the world compete to deliver a new generatio we’re being treated to new ideas, new technologies and new thinking around Technologies is at the forefront of one of the biggest of those ideas: in-wheel p management team met with Richard Hagan to talk about the future of electric and multiple-wheel drive is the next big thing in electric vehicles.

on of electric vehicles, mobility. Elaphe Propulsion propulsion. The company’s c mobility and why in-wheel

We’re living in undeniably exciting times. After more than a century of driving polluting, combustionengined cars, and with the threat of climate change an increasing reality, the world has embraced electric vehicles as the new standard.

The arrival of EVs has turned the industry on its proverbial head thanks to a plucky crop of new EV manufacturers and new technology owners from around the world who have taken to the stage to challenge the old automotive guard.

Propelling the future

Hailing from Slovenia, Elaphe Propulsion Technologies represents the cream of that crop of new technologies. Its proprietary platform features multiple-wheel drive electric motors and control electronics that promise to significantly improve the way that vehicles are designed.

“We’re enabling a future of mobility where car makers can build vehicles that are much more comfortable and lighter, with better dynamics and more user focus,” explained CEO Gorazd Lampi c ˇ.

While Elaphe’s origins can be traced to the late 1980s, when its cofounder Andrej Detela first conceptualised in-wheel motors, the team’s systematic approach started in 2006 with the establishment of Elaphe. Up to 2010, the focus was on inventing the

ELAPHE PROPULSION TECHNOLOGIES I PROFILE

most compact electromagnetic topology for a direct drive motor, followed by several Proof of Concept vehicles. The company’s involvement in the electric vehicle space really took off following a major investment round in 2016.

“We were always financially sustainable, but the funding we received drove the step-change development, validation and industrialisation activities, which together allowed us to convince several OEMs that our technology makes a lot of sense for their vehicles,” Mr Lampi c ˇ recalled. “We’re now entering Start-of-Production projects with Aptera Motors, Lightyear, Lordstown Motors and several others will follow. The cooperation with multiple global legacy car makers is also giving us confidence and clarity in the direction of our evolution.”

Boosting comfort and ride dynamics

Elaphe’s business activities span several key areas, including in-wheel motors, pow ertrain electronics, control electronics and several accompanying research and engi neering activities. It is a one-stop-shop for carmakers searching for the ultimate propulsion technology.

The most visible highlight of Elaphe’s portfolio is the company’s direct-drive inwheel motors, which include three distinct model families each catering to specific vehicle applications, sizes and require ments. However, control electronics and system solutions are what makes the Elaphe offering complete.

According to Gorazd Gotovac, the CTO of Elaphe, in-wheel propulsion has several

benefits versus mainstream electric vehicle engine solutions. “It delivers reduced vehicle weight as well as optimisation of space, leaving room for other components and the comfort of the passengers. At the same time, the vehicle’s driving dynamics are sig nificantly improved thanks to the faster response time, lower centre of gravity and ability to deliver traction at multiple points touching the ground.”

The benefits don’t stop at improved com fort and ride dynamics, however. “In-wheel motors designed with drive-cycle efficiency as the main goal are, in many vehicles, more energy-efficient than e-axles, especially at highway speeds,” he continued. “There’s no transmission, gears or driveshafts, so there’s a substantial decrease of energy losses, particularly in cold climates where those transmissions are even less efficient.

Freedom in design also enables more aerodynamic shapes.”

Sustainable staffing Elaphe proudly employs over 150 highly skilled staff members. The company’s oper ation focuses on a scientific approach and an open culture where decisions are derived from the content, not hierarchy.

“It’s not just about the size of our team but more about the knowledge they bring,” Mr Lampi c ˇ highlighted. “Many of the team in our multiple-wheel drive electronics division have been in motor and control develop ment at Elaphe for over ten years.”

With such educated staff in its employ, Elaphe pays close attention to staff reten tion by ensuring that its staff are happy and fulfilled.

Customer vehicles benefitting from durability and high efficiency

“We ensure that we’re offering our teams very interesting challenges and tasks; it’s more than just doing something that’s meaningful, it’s offering them development opportunities that have a huge impact on the world,” Mr Lampi c ˇ commented. “When we’re done, we’ll make automotive history by offering the industry a new way in which vehicles are designed and built. So it’s a great company for people who want to

make an impact and really contribute to something in a significant way.”

The company is organised into various specialised technical and engineering departments with each responsible for core aspects of the company’s work. This also allows Elaphe to fully support carmaker clients with specific goals and needs.

The company’s location is also strategic since Slovenia is the largest exporter of electric motors per capita in the world.

“The country has rich experience on how to make motors and controllers operate well and reliably,” said Mr Lampi c ˇ .

That said, Elaphe is actively exploring the possibility of hiring staff in other markets in

Elaphe CEO Gorazd Lampič

order to build a presence that is geograph ically closer to its customers and industry knowledge hubs.

Distinctly agile Thanks to a combination of skilled teams, mature technology and specialised knowl edge, Elaphe prides itself on the ability to respond quickly to customer needs. According to Head of OEM Accounts Raphael Mutter, this is a key distinction in an increasingly busy market.

“We’re able to provide customers with a mature motor solution, and the com plete ecosystem of the control software and power electronics. In combination with our agility to adapt quite quickly to

vehicle programmes that the customers bring us, it sets us apart within the inwheel motor space.

“Car makers see us as a competitive solution firstly due to the packaging ben efits we can offer them,” he continued. “Features such as dynamic drive control for certain applications, better efficiency, a new level of active safety through better control of each wheel, have successfully put us on the radar of many new projects. We’re getting increased enquiries, for example from manufacturers seeking more roominess in their next-generation electric vehicles.”

The importance of delivery

In closing, Mr Lampi c ˇ emphasised Elaphe’s ability to deliver on client expectations as a key driver of the company’s success.

“Our ability to deliver is quite rare. There are so many companies in this e-mobility space who aren’t able to deliver, because they lack the expertise, the track record or the team. They often underestimate the challenges involved with taking a product from a computer design to the real world at high standards and at a suitable cost.”n

Elaphe Team

TheRoRo cube ROLLSOUT

Based in Singapore, with a global network of depots, Goodpack has over 30 years’ experience delivering efficient, integrated supply chain solutions via a network of strategically located global depots and fleets of returnable containers. Chief Operating Officer Peet Leong Kok, Goodpack Korea Country Manager Chul Hee Chun, and Regional President, Northeast Asia and Global Business Director, Synthetic Rubber Chee Heng Sng discussed Goodpack’s news and operations. A report by Phil Nicholls.

Disruptions to the global supply chain remain a challenge for almost every business. Logistics experts at Goodpack have developed the innovative RoRo Cube which enables customers to side-step many of the prob lems affecting the free movement of global trade.

“We have a partnership with Wallenius Wilhelmsen,” Goodpack Korea Country Manager Chul Hee Chun explained. “They provide us space on their RoRo vessels, we provide them with packaging solutions and transportation equipment. For example, there has been a lot of congestion in US container ports. However, they use their own terminals or contracted

terminals which are different from con tainer ship terminals, so once the RoRo vessels arrive, they can quickly release their cargo.”

Goodpack began in Singapore in 1990, focused on logistics for the rubber industry. The company quickly expanded into a global network of supply chain solutions working across multiple sectors. Recent years were dominated by the Covid pandemic and its impact on businesses. Goodpack showed its agility by shifting supply chains to limit the impact on the business, a successful pro cess which enabled growth to continue throughout the pandemic.

As a global operation, Goodpack has 350 associates operating across 80

GOODPACK I PROFILE

countries with over 5,000 delivery and collection sites spread through six con tinents. The company deploys over four million returnable bulk containers and supports close to seven million deliv eries each year.

The RoRo Cube

Goodpack delivers efficient, end-to-end supply chain solutions via this worldwide network of depots. At the heart of this provision for customers lies innovative container solutions, such as the RoRo Cube. The business concept of RoRo Cube was developed alongside Wallenius Wilhelmsen, a global market- leader in RoRo shipping with a fleet of over 130 vessels operating on every ocean.

“We realised that a container would be a good solution for a RoRo vessel,” Regional President, Northeast Asia and Global Business Director, Synthetic Rubber Chee Heng Sng said. “So, we looked at ways to work with Wallenius to find a product offering our customers an alternative to how they’re shipping things today. The result is the product we call the RoRo Cube.”

Headquartered in the heart of south east Asia, Goodpack began serving the

rubber industry. As the company expanded, it became involved in the supply chain for a range of industries. Goodpack containers can be fitted with hygienic food- grade packaging. This facilitates transport and storage solutions for food and liquid products.

Another sector for Goodpack is the transportation of chemical products, such as inks, paints and resins. The company’s focus on streamlined transport and storage solutions are also applied to the shipping of com ponents and consumer goods around the world, all customers benefitting from digitisation, payload visibility and speed to market.

Bespoke shipping solutions

“Goodpack enjoys a close relationship with CEVA, the biggest automotive logis tics company,” continued Chief Operating Officer Peet Leong Kok. “We’re working with CEVA in the tyre space, with a pro gramme to develop TYRECUBE TM to transform the supply chain, using our container as the de facto movement medium for everything from intermedi ates – like compounds, bladders and tubes – to finished tyres.

“Our close relationship with Goodpack in developing innovative solutions for the tyre industry is a key factor for our tyre subsector growth strategy. Our ability to focus on automation, digitalization, and circular economy concepts are gaining the right momentum,” mentioned David Dudek, global automotive and tyre sector leader for CEVA.”

The development of new transportation options such as the TYRECUBE TM is a cru cial part of Goodpack’s growth strategy.

Goodpack relies upon its close part nership with the network of third-party logistics, suppliers, depot operators, trucking companies and freight for warders. “We think of them as our arms and legs, executing our network,” Mr Kok said.

Sustainable shipping

The company is proud of its sustainability credentials, according to Mr Kok: “Our container solutions have been tested by independent valuers and verification bodies; these containers will last more than 35 years. When compared with a single- use

Chief Operating Officer, Peet Leong Kok

pack aging solution, the Goodpack method is definitely much more sustainable in terms of carbon emissions.”

In parallel with the inherent benefits of reusing the containers, often shifting them between industry sectors to meet fluctuations in demand, Goodpack is also investing in eco-friendly improvements within the company. The network of depots is steadily switching over to energy-effi cient LED lighting.

From an operational perspective, the greatest challenge facing Goodpack has been the Covid pandemic and the restric tions this imposed on international ship ping. Similar limitations also reduced the opportunities for face-to-face meetings with clients, an important part of building strong partnerships. As these restrictions are now steadily lifting, Goodpack can return to normal business practices, meeting clients and colleagues around the world.

Viewing these signs of the world steadily returning to normal, Mr Kok gave a cautiously optimistic assess ment: “Economically, the world may be in

a soft slowdown. We see good growth in food logistics, as people always need to eat. Goodpack is also looking at EV bat teries as a growth market, at least in terms of sustainability and the automotive industry, as announced recently with Wallenius Wilhelmsen. We’re looking into that segment to see how we

can be the industry-standard for the supply chain of EV batteries to our automotive customers.”

Alongside this expansion into the dis tribution of EV batteries, Goodpack is also investigating how to harness the accumulated data from seven million voyages annually. Every year, cus tomers demand better service from their logistics partners and Goodpack believes this wealth of data can add value for its customers.

Goodpack continues to enjoy the strategic benefits of its location in Singapore. “This part of the world remains very exciting,” concluded Mr Sng. “China has been a growth engine for us in the region over the better part of ten years as it continues to grow. Goodpack is excited about the future, helped by being so close to China, Japan and Korea. These three countries continue to be at the leading edge of the constant innovation and indus trialisation that drives EV technology.”

connecting sustainable business

E VENTS

upcoming events cop27 review greentech festival fifa’s save the planet campaign

e leading global platform for hydrogen siness. As hydrogen accelerates into e mainstream energy sector, it’s crucial makers and industry stakeholders to ollaboration and cross-sector dialogue he rapid scale-up and delivery of a rogen economy. here] for weblink

NAEM's EHS & Sustainability Management Forum is the largest annual gathering for environment, health & safety, and sustainability decision-makers. Forum23 is the event dedicated to sharing best practices for those developing and integrating strategic environmen tal and health & safety programmes. [click here] for weblink

2023

able business leaders. s evolving with new concepts emerging. to explore the latest m valuable connections.

Food4Climate

Pavilion at COP27

Despite one-third of global human-caused greenhouse gas emissions coming from the food system, this year was the first time ever that the UN climate change conference COP27 featured pavilions related to food system change.

Running from 6-18 November 2022 in Sharm el-Sheikh, Egypt, the Climate Change Conference (COP27) brought countries together to take action towards achieving the world’s collective climate goals as agreed under the Paris Agreement. The new Food4Climate Pavilion at COP27 was organised by the NGO ProVeg International, together with Oatly, and 19 other NGOs/Think Tank Partners and Food Industry Partners from around the world. The Pavilion raised awareness on how the food and agriculture system must change now to effectively tackle the climate crisis.

“It was great that food was finally on the agenda at COP 27,” said Cecilia McAleavey, Sustainable Eating and Public Affairs Director for Oatly. “This was truly an essen tial step forward. But it is not enough. Food systems need urgent transformation to become sustainable.”

The food sector is responsible for about one third of global human-caused greenhouse gas emissions — second only to the energy sector, with the majority of those emissions attributed to agriculture and land use. Climate change is also a key driver of food insecurity, which has been further exac erbated by the effects of the war in Ukraine, supply-chain disruptions, the Covid-19 Pandemic, energy crisis and rising food prices.

“Policy makers must make the food sector, and more specifically a plantcentric diet, a core part of their national and international climate strategies,” con tinued Ms McAleavey, “and take critical action to put food on top of the

climate agenda. It’s time we transform the food industry from farm to fork!”

The Food4Climate Pavilion showed how the global food system needs urgent trans formation to become sustainable. This sector is responsible for about one third of global human-caused greenhouse gas emissions — second only to the energy sector. Food is one of the most vulnerable sectors in the world when it comes to extreme weather, storms and other climate shocks.

“At COP 27 we asked policy makers to make the food sector a core part of their

national climate plans,” explained Shaunagh Duncan, Head of Sustainability for Oatly in the UK and Benelux regions. “Food compa nies must play their part in tackling the climate crisis by incorporating sustain ability within their supply chains, addressing land use change, managing waste, and pro moting sustainable eating.

“At Oatly, we are committing to our own ambitious goals to tackle climate action. But for change to happen at scale, com panies need support from governments too, to enable quicker transformation of the food sector as a whole.” n

This is how we grow green. A pioneering ex and online 365 days a year with acclaimed TIVAL created an inspiring space for peopl

Back in October 2018, GREENTECH FESTIVAL (GTF) was just an idea conceived by former Formula 1 World Champion Nico Rosberg and the two engi neers and entrepreneurs Marco Voigt and Sven Krüger. Since the start of 2020, Judith Kühn – former Conference Director and Board Member of DMEXCO – has also been on board as CEO, managing all the festival’s entrepreneurial business endeavours.

“That’s the only way to bring the enor mous potential of green technologies to

LONDON

LONDON • 13 – 14 • OCTOBER life,” said Nico Rosberg. “We need to inspire and captivate as many people as possible. We must accelerate the positive change.”

xtended festival concept has welcomed visitors from all over the world on-site, digitally, d speakers, top exhibitors and a star-studded gala awards ceremony. The GREENTECH FESle, ideas, innovations, companies and organisations that change the world for the better.

start with London in 2021, GTF was happy to be internationally present in New York City, London and Singapore in 2022.

A Global Platform

GTF is ready to address all relevant markets. In terms of year-round communication, more events than just Berlin are needed to bring the right people, companies and interested parties to one table and to use the GREEN TECH FESTIVAL as a platform for networking, inspiration and action. After a successful

The GTF’s long-term ambition is to bring amazing stories about green business trans formation to a global audience. That is why the festival has reached out to international destinations with a diverse program of highlevel speakers focused on all relevant topics around sustainability and technology.

Marco Voigt explained: “It’s about time that we finally bring together all those who

can make moves in green technology: start-ups and corporations, environ mental activists and politicians, researchers and CEOs, crown princes and the average consumer.”

The Location East London’s revolutionary arts and media quarter is home to a hive of creative busi nesses as well as exclusively independent shops, galleries, markets, bars and restau rants. The finely tuned mix of business and leisure has created an environment unique in London, making the Truman Brewery a destination in its own and was the perfect spot for the second London Edition of the GTF, held 13-14 October, 2022.

With outstanding visionaries on stage and a hands-on interactive programme, the London GTF CONFERENCE engineered the future by bringing the right people to the table to create change. Created for visionaries and built for business, visi tors left inspired by ideas and armed with the contacts needed to shape a sustain able future.

Showcase the best innovations

The GREENTECH FESTIVAL EXHIBITION offered the most established and innovative plat form available for sustainable products, companies, and organisations. This was a curated space to discover innovative green technology highlighting how sustainability

LAS

can be understood and realised in fasci nating new ways.

The GREENTECH FESTIVAL CONFERENCE had keynotes, panel discussions, boot camps and deep dives, all for an audience who wanted to enact lasting change. Together with bold pioneers and out standing global leaders, GTF created a stage for inspiring idea exchange, driven by the need for sustainable business solutions.

At the heart of GREENTECH FESTIVAL, the GREEN AWARDS celebrated the most innova tive projects and minds. The awards hon oured outstanding personalities, institutions, companies, start-ups and innovations. They were a glamorous tribute to the best sus tainable ideas worldwide. n

FIFA’S

PLANET

Recycling and minimising waste is a major part of the FIFA World Cup Sustainability Stra of FIFA’s Save the Planet campaign. With the FIFA World Cup 2022 kicking off in Doha in N millions of fans will go to matches, attend the FIFA Fan Festival and enjoy all that Qatar h

Marcel Desailly achieved many goals during an illustrious playing career, including win ning the 1998 FIFA World Cup with Franc Now, the former defender has his sight on another goal: encouraging fans to recycle properly in Qatar.

“I think that it’s important for the worl of football to be truly connected to this campaign,” said Desailly, “because we have a real chance to change things through the mindfulness of each and every one of us.”

Recycling forms a key element of FIFA Sustainability Strategy, which seeks to maximise the sustainability of the prep ration, staging, and post-tournament activities of the FIFA World Cup 2022.

“The FIFA World Cup 2022 Sustainabil Strategy is central to everything we ar

tegy, part November, has to offer.

doing at FIFA and in collaboration with our partners in Qatar for the tournament,” said FIFA’s Head of Sustainability & Environment Federico Addiechi. “It is fantastic to have Marcel on board and raising awareness of the role everybody can play in recycling. Together, we can make a positive lasting impact.” Qatar 2022 is the first FIFA World Cup to achieve international ISO 20121 sustain ability certification. n y ce. ts ld s e A’s o pa lity e

drive OINS RLD CUP

FIFA World Cup 2022 Sun, 20 Nov 2022 – Sun, 18 Dec 2022

connecting sustainable business

AVIATION

gibraltar airport pryer aerospace coopesa harcourt industrial

GIBRALTAR AIRPORT I PROFILE

Having ploughed on through Brexit and Covid, Gibraltar Airport is determined to continue looking up as 2022 passenger figures recover and rise back to 2019 levels. With hopes high of a common travel area between Gibraltar and the EU’s Schengen border-free area, it could just unlock the potential the airport craves, asserted Air Terminal Director Terence Lopez. By Andy Probert.

Atangible air of quiet frustration continues to envelop Gibraltar Airport Terminal at the enormous untapped potential going begging.

Gibraltar has been British since it was captured by Anglo-Dutch marines in 1704 during the War of the Spanish Succession. It was later formally ceded by the Crown of Spain to the Crown of Britain in perpetuity. However, Spain has maintained a claim over the sovereignty of Gibraltar, which both the United Kingdom and the Gibraltarians reject.

“We are hopeful for change, but in reality, our staff remain focused on pro viding an excellent traveller experi ence,” commented Terence Lopez, Air Terminal Director, who, from his office window, can look across the frontier into Spain.

The airport has, in Mr Lopez’s words, “continued to punch above its weight” in offering a gateway into and out of The Rock. The air terminal remained open despite Brexit and Covid-19, and in 2022 pas senger numbers are now recovering well Schengen hopes Gibraltar Airport is a military airport which handles civilian flights. It gained strategic importance during the Second World War. A runway was built, and the first commer cial traffic arrived from the UK shortly after the conflict ended.

2006 saw the governments of Spain, Gibraltar, and the UK sign the Cordoba Agreement, which lifted a flight ban between Spain and Gibraltar and agreed a commitment to build an air terminal that could serve Gibraltar and the sur rounding area.

The new terminal building opened in 2012 and now has three departure gates, a separate general aviation wing and a cargo facility, even though most cargo coming into Gibraltar presently does so by land.

Mr Lopez commented: “Gibraltar left the EU at the same time as the UK when Brexit occurred. The future relationship between Gibraltar and the whole of the EU is now being explored.

“Effectively, the proposal is that Gibraltar has an arrangement with the Schengen zone for travel purposes. That in itself could open doors for us with regional traffic and extra traffic from Schengen states, which are presently blocked. But it is a case of waiting to see what happens.”

Pandemic poser

Perversely, the pandemic helped the airport buck the trend as neighbouring airports and countries shut down due to travel restrictions. He explained: “It was a case of getting all our nationals home and assisting in repatriating other citizens back to their countries.

“With Spain closing, the Government of Gibraltar had to look at all options, so they chartered a British Airways flight three times a week. We acted as a life line for Gibraltar to the outside world.”

At the beginning of the pandemic, swabs for testing patients locally for Covid-19 had to be flown to UK labs. “The airport played a very vital part, and at times our flights were the only ones crossing the Spanish mainland.”

He added the UK Government then decided to distribute vaccinations and flew them into Gibraltar. “We never shut during this challenging period. We may have had to scale down operations, but we continued maintenance and training.

“The vaccination programme was excellent as it enabled the airport to become a ‘Green’ destination and one of the first places people could travel to. The influx of passenger traffic has continued to increase.

“In remaining open as an essential ser vice, we have not suffered the issues other airports have. We kept all our staff and all our processes up to date. This meant that we were up and running with no problems.”

During the pandemic, the Port of Gibraltar was one of the few to remain open, and this enabled seafarers to return home via the airport. “We shot up in our charter aircraft numbers quite con siderably in 2020 and 2021, with most dedicated to repatriating seafarers,” noted Mr Lopez. “We have been thanked by many global shipping companies for that service.”

Looking up

For the airport, things remain upbeat. Between January and July 2022, pas senger numbers totalled 249,444, com pared to 282,129 for the same period in 2019 and 244,616 in 2018. Total pas senger numbers for the whole of 2021 stood at 262,522.

“The take away from these figures is that the airport is on the road to recovery and rapidly chasing down those 2019 numbers,” said Mr Lopez, adding that Tourism Minister Vijay Daryanani remained proactive in trying to bring in new airlines.

The airport currently serves Gatwick, Heathrow, Manchester, Bristol and Edinburgh. “Passenger loads have been very good, and we will continue to look at ourselves in a new, post-Covid world to see where we fit in. And clearly, we have a role there.”

With its prosperous finance centre and thriving port, the airport snugly fits in well between Malaga and Jerez, the two larger regional rival airports that focus more on the mass market all-inclusive, hotelseeking traveller.

“We are small, but I think we can grow and adapt our destination footprint. Opening the doors to Europe would be fantastic, but we can still fulfil more potential from the UK market.”

While it previously hosted flights from Morocco, they were suspended due to Covid. As the country slowly opens up, there are hopes Gibraltar comes back on its radar.

Mr Lopez said: “Half of our passengers cross into Spain and come back for their return flights. It would be nice to capture a larger percentage of those travellers to stay in Gibraltar.”

With the Minister for Business and Tourism, Vijay Daryanani, having embarked on an unprecedented and proactive marketing drive to raise Gibraltar’s profile even further, there is no doubt that Gibraltar will be recog nised as a destination, and not just as a stepping stone to elsewhere. n

With almost 70 years’ experience, Pryer Aerospace is a highly skilled producer and manufacturer of aerospace structural components and assemblies. With headquarters in Tulsa, Oklahoma, the company maintains a positive relationship with the commu nity and utilises its resources to help those in need. CEO of Pryer Aerospace, Jeff Landreth, and Manager of ESG and Training, Cayla Brumble discussed the company’s success and sustainability processes with Imogen Ward.

Pryer Aerospace was founded in 1965 by W. E. Pryer. Originally spe cialising in metal forming, the com pany has since broadened it’s reach in the aerospace industry. With 130 employees and an impressive span of 180,000 square feet in facilities, the company has fully utilised its forming, machining, and assembly capabilities and assets to lead the way in aerospace production. Whilst continuing to incorporate the values set by Mr Pryer and maintaining the company’s roots in innovation, Pryer Aerospace has worked hard to diversify to meet customer demand.

Innovative investment

Upholding a ‘warrior mentality’, Pryer Aerospace continuously strives to be the best in the market. Since 2015, the

company has added a lot of new capa bilities to ensure its competitiveness within the market. “This investment in new technology and capabilities,” Jeff Landreth, CEO of Pryer Aerospace said, “has resulted in a projection of double the sales in the last 12 months.”

Exemplifying variety and specialism, the company implemented hot forming to retain its lead in the market. Being one of the select few companies that is certi fied for the service, Pryer Aerospace has been successfully executing this process since 2017.

In the past three years, the company has also branched out into the space market. This diversification has enabled Pryer to stay ahead of the game: the company’s extensive facilities have enabled it to expand into the production of large,

PRYER AEROSPACE I PROFILE

high-speed monolithic machining and very large structural assemblies.

“Some of the assemblies are 23ft in diam eter which is larger than the cross section of a 747 fuselage,” Mr Landreth said. “Pryer Aerospace’s ability to make all the detail parts that feed the assemblies has given it a distinct market advantage in terms of time to market. In the space segment, lead time is extremely important due to the very competitive nature of the industry.”

The company also controls the majority of the value chain, making all detail parts for its assemblies, which allows for inde pendence from many outside suppliers. This business model has advantaged Pryer, ensuring that customer support is streamlined without any external disrup tive factors.

Soaring sustainability Sustainability is of utmost importance to Pryer Aerospace. As members and sponsors of The Tulsa Sustainable Alliance, the com pany continually brainstorms new pro

cesses, bettering its environmental impact and encouraging practical improvements to its facilities. Following the company’s progress with hot forming, Pryer Aerospace is also planning to increase its sustainability through the repurposing of this processes generated heat. The company intends to use this wasted energy to heat the 20,000 square foot building that houses the pro ject, effectively halving its gas usage within this department.

Envisioning the reduction of waste, Pryer Aerospace is currently looking to imple ment an employee recycling programme. Heading this project is the company’s Manager of ESG and Training, Cayla Brumble.

“We all have Amazon delivery boxes coming to our houses daily,” Ms Brumble said, “a lot of our employees are just tossing these. So, we wanted to start up a programme where they can bring their cardboard boxes to both of our facilities, allowing us to recycle these for them along with our cardboard and paper recycling.”

With the environment in mind, the com pany has already invested in several steps to improve its sustainability.

“Pryer Aerospace recycles 100% of its raw materials drop,” Mr Landreth said, “which consists of aluminium, titanium, nickel-based steels, and carbon steels. We recycle all our paper and plastic by-products, oils, machine coolants, and batteries.”

Continually conscious of its environmental impact, Pryer Aerospace has also installed new high efficiency air conditioners and LED lighting throughout both of its facili ties. This ensures a reduction in energy usage, without having to compromise on the comfort of its team members.

Pryer’s philanthropy

With the rise in the cost of living, Pryer Aerospace has worked vigorously to support the local community. The com

pany has partnered with a nearby ele mentary school to provide children with essential resources. Delivering food, edu cational resources and even clothing, Pryer Aerospace wants to ensure that the children of Tulsa get the very best start in life.

Incorporating its work with the community into its sustainable ethos, Pryer is deter mined to eradicate unnecessary waste, Mr Landreth commented: “Our employees are even recycling their children’s clothes through our donation to the local ele mentary school.”

This generous feat by both Pryer and its employees further highlights the benignancy of the company, and its strong morals.

At Thanksgiving, Pryer Aerospace hosts a turkey drive, purchasing one for every employee, as well as 200 extra that are sent to the company’s local homeless shelter, Mission. This generous act

ensures a hot meal for those who normally go without.

Furthering this holiday spirit, the company also holds a Christmas food drive compe tition with its employees. This has been a huge success in the past, with one year boasting the collection of 6,000 cans for the local Mission.

Training triumphs

Pryer Aerospace is fully committed to it’s employees and invests $250,000 annu ally in a training programme. A dedicated training facility and state-of-the-art E-Lab allows fully flexible training, which the company has committed to injecting a generous amount of time and money

into since the start of the programme three years ago.

The training programme also fully enhances the employees’ skill sets: “Pryer Aerospac e is very focused in the cross-training of all employees,” Mr Landreth said. “If some body is out sick, we always have someone who is cross trained to temporarily step in. Also, our employees benefit from the training pro gramme as it builds their skills and opens other career opportunities to them. It really is a win-win situation for everybody involved.”

Looking to the future, Pryer Aerospace plans to continue providing excellence in service, training, and customer relations. The company hopes to stay ahead of

competition by coming up with innovative ways to enhance sustainability and con tinuing to expand its product capabilities.

“We will continue to expand our capacities in the areas that will benefit our customers, and we’ll continue to find ways to expand our sustainability programme.” Mr Landreth concluded: “we’re always looking for ways to serve our community and pro vide a helping hand for those around who need it.” n

Aviation servi cooperati Aviation servi cooperati

Costa Rica’s Coopesa has almost 60 years’ experience in providing major main tenance inspections, modifications, upgrades, refurbishments and painting for America’s airlines and leasing companies. CEO Kenneth Waugh explored market changes and the unusual nature of Coopesa, in conversation with Phil Nicholls.

The Covid-19 pandemic hit the air line industry hard, with all aircraft grounded. For aviation services companies such as Coopesa, this meant a total halt to business. Once the skies opened again, Coopesa quickly recov ered from the shutdown.

“Coopesa is fortunate because we have such a loyal workforce,” explained

CEO Kenneth Waugh. “We bounced back quickly and resumed our normal opera tions. This return was conducted in an efficient way and maintained the highest quality of service possible.”

The company was founded in 1963 in Costa Rica, Central America. This strategic location allows easy access to the com pany from North and South America as well

ices ive flying high ices ive flying high

as the Caribbean. Coopesa is based at the Juan Santamaría International Airport, the primary airport serving San José, the cap ital of Costa Rica.

“Our current facilities cover 60,000 square metres,” Mr Waugh said. “We recently upgraded our operation from seven to eight positions to work on aircraft.”

Working within these facilities are over 850 employees, many of them trained on-site by the Coopesa team, sharing the experience of decades working in aircraft services. With a large anniversary in 2023,

Coopesa is excited to celebrate 60 years of operation and the loyal workforce who have helped the company achieve this milestone.

“Reaching 60 years in business is really important to us,” said Mr Waugh. “We have a lot of people who have worked here for 30 years or more. In this time, we remained stable while enduring market fluctuations such as 9/11, the financial crisis, the fuel crisis and Covid. This anniversary demon strates the strength and commitment of the Coopesa team.”

A fleet of services

Coopesa has steadily built up an impres sive range of services. The company offers a 24/7 line maintenance service 365 days a year to help airlines keep their aircraft operating on schedule. Coopesa’s line maintenance services include transit checks, overnight checks, defects recti fication, LRU replacement and A checks. Additional services include heavy maintenance, such as C-Checks, MSG2/3 and HMV. Coopesa can conduct structural repairs, aircraft modifications and a Corrosion Prevention & Control Program (CPCP). The Coopesa package can also include painting, NDT inspections, borescope inspection, avionics modifications or upgrades and interior refurbishment. The team at Coopesa are experienced on the Airbus 320 family, plus the Embraer E170 and E190 airliners manufactured in Brazil. Boeing aircraft are a speciality at Coopesa, notably the 737CL, 737NG/MAX and 757 aircraft. The company enjoys dual certification, conducting operations in compliance with either FAA or EASA.

Market evolution

Recent history at Coopesa has leveraged this breadth of experience and range of services into an impressive recovery from

the Covid shutdown. As the restrictions on airlines were lifted, Mr Waugh noted an evolution in the sector: “The pandemic changed the behaviour of people around the world, who were forced to remain at home. Everyone accelerated their use of online shopping and wanted these items delivered the next day.

“The only way to maintain a ‘next day’ supply chain is to deliver these items by air. This immediately increased the demand for air freight or cargo aircrafts.”

This evolution in the market brought Coopesa a full schedule of contracts to convert passenger aircraft to cargo oper ations as the airlines expanded their air freight operations. Indeed, Coopesa is working at full-capacity and turning away business as there is no more space within the current facilities to accommodate additional work positions.

Boosted by this surge in business, Coopesa’s turnover reached $45 million last year. Thanks to a full book of orders, the company is confident of steady work for the future.

The Coopesa distinction

In addition to the depth of knowledge in the company, Mr Waugh recognises two fea tures which distinguish Coopesa from the competition: “The way we work is impacted by being a cooperative, since all our tech ni cians are owners of the company. When working on the aircraft as owners of the provided service, they understand the responsibility and pride associated with the work provided. They are con

Mr Waugh explained. “Coopesa can do a better job if we know in advance the customer’s maintenance plan, or how the customer wants to strategically use their aircraft.

“Armed with this information, we can adjust our operation and make sure we meet the client’s needs. We also share our concerns with the clients, to help make everyone’s life easier. It’s all about learning from each other and making sure that everyone understands what affects each other’s operations.”

cerned in being efficient and apply their experience and knowledge. All the col laborators understand that for the cooperative to grow and continue, they need to share the experience and knowl edge acquired through the years.

“Another thing that sets us apart is our training programme, which brings in new talent to Coopesa. This new talent is set side-by-side with the experienced techni cians to train and work, which gives us vital knowledge transfer within the cooperative.”

This philosophy of working together and sharing information also applies to Coopesa’s relationships with suppliers and partners.

“We believe that the more we share, the more we understand each other’s needs,”

Sustainability and growth

Mr Waugh conceded that sustainable operation was a difficult area for the aviation industry: “Coopesa follows the principles of ‘Reduce-Recycle-Reuse’ to miti gate its environmental impact. In all areas, wherever possible, we have switched to a non-contaminating method or materials. But there is still much to be done.

The company also has an audit pro gramme to move away from using polluting chemicals and embrace sustainable prac tices as much as possible. This is combined with an environment compensation scheme at Coopesa and a drive to do as much posi tive to the community and the environment to balance out any negative impact.

In conjunction with the challenge of implementing sustainable work prac tices, Coopesa is seeking a way to grow organically. With the market shift towards increased air freight, the level of business available currently exceeds Coopesa’s capacity. Managing this projected growth is a challenge as it requires both new facilities and an expanded workforce.

Coopesta CEO Kenneth Waugh

The education system at Coopesa is perfect for training up new workers. Timing the creation of 400 new technicians is not straightforward, but Mr Waugh is confi dent everything will be ready when the proposed $80 million investment in a new 140,000 sqm hangar five facility is built.

By adding a first phase of the expansion project with an additional hangar to Coopesa’s new facilities at Juan Santamaría International Airport, the company will add up to 6 more lines, greatly expanding its capacity. Mr Waugh is hopeful that this hangar will be ready by the end of 2025.

“Seeing this new industry of aircraft conversions is a positive for Coopesa,” he concluded. “There’s a huge opportu nity here to become more efficient and grow Coopesa.

“This is very exciting for the Coopesa team, who are building a better future for themselves and their families. I see a great potential in leading this company into new growth, new developments and a new era for Coopesa.”

n

team ADAPTION OF ae THE

Harcourt Industrial President Rob Beardmore

Embracing change is the secret of Harcourt Industrial’s success. Having moved from continent to continent and switched industries, the company’s manufacturing engineering prowess is flying high as a Tier 1 supplier to the aerospace elite. President Rob Beardmore talked to Andy Probert about how tragedy, chance, innovation and determination have defined Harcourt’s business path.

erospace

Staying forever in a fixed position, par ticularly in business, can only mean one thing: demise. That’s why adap tion appears Harcourt Industrial’s trump card. From its name to the innovative tooling products it engineers, the company is for ever flexible to the trends and demands of the industry.

Present-day Harcourt is a Detroit, Michigan-based engineering innovation specialist dedicated to devising quality aerospace tooling and precision assembly solutions.

Harcourt’s technology is utilised by OEMs that dominate the aerospace sector. It offers tooling solutions designed to improve the manufacturing process when curing and machining composite parts, assem bling airframe structures and drilling in final assembly.

As President Rob Beardmore elaborated: “We empower clients to repurpose and reuse their tooling innovations and solu tions. With previous tooling designs, when they were no longer wanted, or a design change was needed, they have been inca pable of adaption, and scrapped. That’s why there’s a large sustainability ethos behind our products.”

Patented technologies

He explained: “In the automotive and aerospace industries, assembly jigs are large, custom, permanent structures that are costly to design and build. They are usu ally one of the highest non-reoccurring costs at the start of a manufacturing project.

“Manufacturers are often under increasing pressure to reduce non-reoccurring costs, reduce time-to-market of products, and improve the capacity and utilisation of their tooling.”

Harcourt’s flagship is BoxJoint, a unique, patented technology that offers an 80% reduction in hard tooling costs, 50% reduction in lead times, and a significant decrease in tooling modification costs and project delays.

The system is an arrangement of beams and joints, which forms a framework. There are no welds between the connecting pieces in the system. Instead, the parts are fixed together using the force of friction.

Harcourt HBOX units are used to join standard beams to form the framework of the jig. The framework is set to a loose tolerance facilitating a quick assembly process and using standard low-cost beams.

The final accurate interface between the jig and the component is achieved through adjustable Harcourt patented HFLAG and HSHIMBOX™ units. Laser metrology is used throughout the jig build process to measure and adjust the position of the jig beams, HSHIMBOXs, and HFLAGs.

“When industry changes, traditionally welded or fixed tools can take a long time to change for production outflows, heralding costly modifications. BoxJoint is adaptable, allowing you to change the final toolset detail in hours, not weeks and months.

That’s a key part of what Industry 4.0 is all about.”

Mr Beardmore reflected: “Harcourt was founded as a result of a simple observation: hundreds of thousands of commercial off-the-shelf products are readily available, but no solutions to real industry challenges. This mismatch led us to create Harcourt with the mission to develop solutions to help customers maximise their productivity.”

Defined by change

Harcourt’s path to the aerospace industry has been shaped by change several times over. While Harcourt has been in the US since 1999, its beginnings date to the l ate-1800s when William Beardmore and Co was a Scottish shipbuilding and engi neering corporation.

Over the decades, Harcourt-affiliated companies have anchored deep roots in the global manufacturing industry in markets such as automotive, defence, and shipbuilding.

Among some of the most important indus trial projects affiliated to Beardmore and Harcourt was the building of the HM R34 Airship, made famous for double-crossing the Atlantic in 1919; casting a 50-ton steel rudder for HMS Hood, a fabled Royal Navy battleship; and the creation of World War I battleship HMS Benbow.

The current Beardmore family were set tled in South Africa with numerous business interests, but the declining security situation there, plus the killing of a personal friend of the family, persuaded them to relocate to the US.

Harcourt began serving the automotive industry, but when the sector was mauled by the global 2008-09 financial crash, the company took a long hard look at itself.

Mr Beardmore said: “We analysed our customers and realised that the few doing very well had moved into the aerospace sector. So we became laser-focused on the industry, went after clients, and pre vailed. We can now look to major customers, including Boeing, Lockheed Martin, Northrop Grumman and BAE Systems.”

He said: “We are very fortunate that both moves – changing countries and indus t ries – worked out so well. That’s down to keeping flexible, innovative and willing to adapt as things happen.

“Our Harcourt brand is now a hallmark of quality in the aerospace tooling niche and BoxJoint has been highly successful.”

Demand for Harcourt’s solutions has prompted the company to grow, mainly with a sales and service force in the UK and France to service a European OEM client base that includes BAE and Airbus.

“For a long-time, the manufacturing techniques in aerospace were nothing short of World War 2 standards, but inno

vation is now moving rapidly through the sector,” Mr Beardmore remarked. “Whether this is one of the net effects of Covid, OEMs have shown a strong appetite for new manufacturing solutions, such as 3D printing, robotics, automation and the use of exotic materials.

“With our flexible and modular tooling background, we have been able to bring that to the fore and turn large assembly and tooling machines into a collection of standard parts, making it easier and sim pler for clients. That has shown drastic improvements in reducing lead times and getting their programmes built faster.”

The company’s service capabilities are also considered among the best in

the industry, having won Boeing Supplier Relations Awards four times in five years. “Harcourt Industrial is among the top 1% of Boeing’s supply chain, a tall order when you have 17,000 other suppliers to contend with,” he emphasised.

Win-win situations

Now experiencing more than 30% yearon-year growth for its tooling product line and up to 70% growth in modular tooling production due to the industry’s demands to move quickly, the task at Harcourt is to meet this demand.

Mr Beardmore said: “We’re very pleased with our progress, but it has been a good team effort. At every level of the business, we have the best experts in the industry. They create the best solutions that can often be a step change for a client and usually offer a competitive advantage.”

Demonstrating the versatility of Harcourt’s innovations, he said that a BoxJoint Holding Fixture was built within a week and delivered to a client within three days; a BoxJoint Trunnion tool was created in 1.5 weeks for another customer, while a complex BoxJoint Work Platform concept was designed within two weeks. All to the satisfaction of the recipients.

One company ambition is to invest and offer a manufacturing element from its UK base with a fleet of sophisticated CNC machines.

“We see many opportunities arising in the UK and Europe and want to take advantage of them as they arise,” con firmed Mr Beardmore. “A lot is happening

in the aerospace start-up ventures space that is exciting, and that’s an area we want to grow in.”

Another goal is to develop a purposebuilt facility within the Detroit area that will either double or triple in size com pared to Harcourt’s existing 30,000 sqft facility. The company remains committed to investing in modern, sophisticated CNC technology for milling, grinding and EDM. “These will help us bring more activities in-house, assert more control over our supply chain and keep delivery schedules on track,” he added.

Reflecting on events of the past couple of years, Mr Beardmore said: “Coming out of the pandemic has shown how fragile supply chains can be, and when something goes wrong, you can be easily damaged or dented. So having control over the supply chain is critical. That’s a big lesson learned.

“We are always working with customers closely, constantly analysing things from different angles: and being able to think differently will help us embrace innovation.

“These long-term relations, with suppliers and clients alike, are strong and built on transparency, trust and open communi cation. We learn from them, share their struggles and work side-by-side as their idea comes to fruition.”

Mr Beardmore added: “We have seen a lot of older experienced people retire, and while it’s a concern in the industry, it is an excellent opportunity for innovators to step up, provide the experience in their category, and fill that void. Those that do potentially have a promising longterm future.”

He concluded: “We foresee Harcourt being more integrated with our clients and essen tially becoming a partner or an extension of them as a tooling research and develop ment department. We’re in it together, so their success becomes our success. It’s a win-win situation for all.” n

connecting sustainable business

INNOVATIONS

what’s new in the industry? innovation focus visual concept blogger collaboration

WHAT’S NEW IN THE INDUSTRY?

The latest innovations, ideas and product launches

what’s

new in the industry ?

Four terminal perovskite-silicon PV tandem devices hit 30% efficiency

ASTAREAL KICKSTARTS HEAT RECOVERY PROJECT

AstaReal, the global pioneer in natural astaxanthin production and related research, has ele vated its sustainability efforts to the next level. Thanks to a cooper ation with the energy utility Vattenfall, the company is now using excess heat from its facility in Gustavsberg, Sweden, to feed the local district heating network. As a result, the production of microalgae-derived astaxanthin, known for its scientifically proven health benefits, is now supplying heat for 2,000-2,500 households.

The conversion efficiency of tandem solar cells to beyond the limits of today’s commer cial photovoltaic (PV) modules has been pushed further. For the first time four-terminal perovskite/silicon tandem devices with a certified top cell, have passed the barrier of 30%. Such high effi ciency enables more power per square meters and less cost per kWh.

BASF’s concept shelf OTTO pioneer of sustainable furniture design

BASF and Studio Inma Bermúdez have created a truly sustainable product with the OTTO mod ular concept shelf. All plastic elements are expandable and interchangeable. The shelf can carry a load of up to 100 kg per shelf. Moreover, in addition to the wooden shelves, the plastic parts of OTTO are made of only one thermo plastic. Both the load-bearing outer structure and all connecting elements are made of a single polyamide, which guarantees optimal recycling of the plastic elements at the end of their life cycle.

WinGD's latest X-DF technology to power QatarEnergy newbuilds

WinGD’s latest generation of X72DF-2.1 engines will power 25 vessels as part of the QatarEnergy’s North Field East (NFE) project, the biggest LNG carrier newbuilding project in history. The new on-engine configuration of WinGD’s intelligent control by exhaust recycling (iCER) was released in May and has been met with swift uptake, providing improved fuel efficiency in both gas and diesel modes and a 50% reduction in methane slip com pared to the firstgeneration X-DF.

The advantages of X-DF lowpressure dualfuel engines include low CAPEX, low maintenance costs and ultra-low air pollution, reaching IMO Tier III NOx limits without after treatment.

Kimberly-Clark Professional is the first manufacturer to introduce 100% bio-based and recyclable core plugs in its Scott and Kleenex hand towel ranges. The plasticfree core plugs are made from starch and fibre. It is estimated to reduce plastic by over 30 tons every year - the equivalent weight of 1.5 million plastic bottles.

Kimberly-Clark set a goal to reduce its plastic footprint by 50% by 2030 by using less virgin, fossil-fuel-based plastic and more recycled, renewable, or degrad able materials while finding ways to support the transition to a circular economy.

Kimberly-Clark Professional launches a 100% bio-based and recyclable core plug for its hand towel range

Latest Innovation focus from the industry

innovation

Robotic maintenance for wind turbines

composite damage detection and moni toring, composite material welding, charac terisation and assessment, robotics system, Artificial Intelligence modelling and wind farm and energy development.

Scientists at the University of Chester are partnering with industry leaders on a new robotic way to maintain wind turbines.

The University’s Chester Smart Materials Centre (CHESMAC), based within the Faculty of Science and Engineering, is the only aca demic partner in the ROMAIN (Robotics Operation and Maintenance) project. This EU-funded initiative running for three years will develop a robotic-based inspection and repair system for wind turbine blades, both offshore and onshore.

Wind turbines operate for between 20 to 25 years once they are installed, and main tenance is essential to ensure they are operating effectively for both environmental and economic benefit. The project covers different research areas with industrial part ners from the UK and EU countries including

The project is coordinated by EDP LabelecEstudos, Desenvolvimento e Actividades Laboratoriais SA (Portugal) and involves Alerion Technologies S.L.(Spain), Front Technologies Ltd (UK), Rope Robotics ApS (Denmark) and Fundación Tecnalia Research & Innovation (Spain). The University of Chester’s team is led by Professor Yu Shi, Research Professor of Smart Composite Structure and Director of CHESMAC.

Professor Yu’s team will develop the rapid welding technology to repair onshore and offshore wind turbine blades. The project will design and integre the robotic system with project partners. When repairs are detected and required, the robotic will be deployed to repair the faulty area. n

To have your company’s latest product, technol ogy or concept included in Inside Sustainability, contact us today

CONCEPT

VISUAL

latest innovation from SEA-KIT International

SEA-KIT USV

SEA-KIT International has won funding through Round 2 of the Clean Maritime Demonstration Competition to design a hydrogen powered, zero emission Uncrewed Surface Vessel (USV).

The Zero Emission H-Class Ocean USV project, scheduled to start in January 2023, represents a significant step towards the commercialisa tion of clean fuel vessel technology.

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@insidesustainability.com

COLLABORATION

Balance Coffee

Everything You Need To Know

Written and published by balancecoffee.co.uk

According to the British Coffee Association, the UK loves its coffee. We now drink approxi mately 95 million cups of cof fee per day, 7 million of which are served in disposable paper coffee cups. Unfortunately, less than 1-in-400 is recycled. This is because the UK doesn’t have enough facilities capable of recycling the cups, and it’s an expensive process.

Furthermore, the Food Empowerment Project reports that coffee farmers typically earn only 7–10% of the retail price of coffee. Coupled with this is competition among growers, which has led to price reductions and under

cutting. This leaves farmers with no safety margin when supply drops or bad weather hits. Unfortunately, this has led to cycles of exploitation by large companies.

At Balance Coffee, we are com mitted to sustainability both in terms of the environment and social issues. We always ensure that we choose the suppliers and coffee farmers who we work with extremely carefully. We buy higher-priced coffees, which means that more of the profit goes to the farmers. This improves the living standards of coffee producers, and in turn allows them to reinvest in more eco-friendly farming practices.

Firstly, making coffee at home reduces energy usage. Coffee shops often use vast amounts of energy to make coffee. In fact, research shows that 60% of the carbon footprint of coffee comes from the point of service, where the coffee is prepared and served. This makes a lot of sense. Coffee machines (such as commercial-grade espresso machines) are in use for approximately 12 hours per day – much more than your average home kettle.

Andrew Tucker of Sanremo UK writes that espresso machines with a large single boiler use up more than 72kWh in 12 hours. In contrast, the average household

kettle uses about 0.1 kWh of electricity to boil for 3 minutes. Clearly, the energy required to brew a pot of coffee with a French press or pour-over is much less than constantlyrunning an espresso machine.

Making coffee at home also means that you can compost the coffee grounds.This is very easy – just throw the grounds (and any used unbleached fil ters) on your compost heap.

As the coffee grounds degrade, they will release nitrogen and create a rich, lovely compost. You can also spread the coffee grounds on flower beds or plants as fertiliser. Plants such as hydrangeas or azaleas will love the acidity.

If you do buy coffee out, we encourage you to take your own reusable cup. Some coffee shops will even give you a discount if you do this! We now sell a sus tainable cork keep cup that you can use. You could also choose to sit and enjoy your drink using the coffee shop’s mugs and glasses rather than rushing off with a disposable paper cup.

There are many different things to look for when you choose to buy your coffee. First of all, you should take a look at the coffee roaster’s sustainability practices. What are they doing to reduce their impact on the environment? For example, here at Balance Coffee we have reduced our water usage by 33% in our roast ery, we carry out deliveries in our electric van when possible, and our packaging is carbon neutral.

It is also important to remember that coffee without ‘organic’ or ‘Fairtrade’ labelling doesn’t mean that it hasn’t been pro duced sustainably. While organic certifications are synonymous with more responsible produc tion, smaller farms find it difficult to afford them. We would there fore suggest looking for more detailed information about the coffee and how it has been sourced. For example, we source all of our coffee from direct trade or cooperatives. We always pro vide information about the farms on our packaging, including the country and region of origin, and full details can be found in our product descriptions.

PLAYING WITH THE FULL DECK

Fabdec Limited was incorporated in 1960 and is recognised as a market leader. The company manufactures high-quality innovative stainless steel heat transfer products and continuously invests in the creation of new products and services to stay ahead of the curve. With 105 employees, including a design team dedicated to a program of continual research and development, Managing Director Chris Powell explained how the company is setting industry standards. Report by Phil Nicholls and Hannah Barnett.

Fabdec’s headquarters are at its man ufacturing site in Ellesmere, Shropshire, where it has a 60,000 square foot fac tory and a 16,000 square foot warehouse. But it is something of an international oper ation. It recently opened new offices and a warehouse in Gelsenkirchen, Germany.

The company designs, manufactures, and supplies energy-efficient milk cooling systems, brewery & process vessels, heat recovery systems and high-quality stainless steel unvented water heaters for use around the world. It currently reports a turnover of £15 million, with a 50/50 split between the domestic and export markets. Both ware houses serve Fabdec’s large aftersales market for spares & consumables.

Warming up by staying cool

It is the innovation across its product range that really makes the company stand out. Fabdec’s heat recovery prod ucts are some of its most distinctive. The SPAR-HEAT Plus heats water at a third of the traditional water heating costs associated with a conventional boiler. It works by recovering the heat gained from the refrigeration process.

On an average dairy farm, water is nor mally heated using an electric immersion heater, while hot air is effectively wasted during the milk cooling process. With a heat recovery system, water can be pre-heated to 55°C at no cost. This sustainable process can also be applied anywhere refrigeration

is used and hot water is required for heating, cleaning or washing down, such as in the brewery and food processing industries.

“We are currently receiving a lot of interest, both in home and export markets, from dairy farms, wishing to use solar PV with our Kool-Pak ice builder to cool their milk,” said Managing Director Chris Powell. “They use the electricity generated from the PV to cool the milk from the cow.”

Using sustainable energy generated from solar panels is now a big part of the Fabdec operation. “On the manufacturing plant roof, we have 908 solar PV panels, which generate the electricity required for our production,” explained Mr Powell.

He went on to describe the other ways the company is becoming more sustain able: “We have installed LED lighting and temperature controls on the factory doors

to close automatically to save energy and the heating shuts down for a set period before close of shift, all saving us energy. The new facility that we built in Germany also has solar PV, LED lighting, and the heating with air source heat pumps.”

The cutting edge

Another innovation Fabdec is particularly proud of is the work it is doing with its Pillowplate laser welder, the only such machine in the UK. The state-of-the-art system allows the company to increase capacity and manufacture both standard and bespoke heat exchanger plates up to 2 metres wide by 7 metres long ‘for the best heat transfer.’

The efficiency of the machine was explained by Mr Powell: “It is a good quality product, and it allows us to manufacture

much larger plates than we used to, and in any configuration. If we're making a vessel with a cone bottom, we can make a plate that's an irregular shape that will fit onto the bottom, to give more heat transfer.”

Mr Powell revealed one of the most recent, interesting, and arguably unexpected ways these laser welded heat exchange plates have been utilised: “The plates have been installed in the Roman baths in Bath and they're going to be used with water source heat pumps to heat the visitors area.”

“It’s all an extension of our thermal transfer products and utilising the investment we put into the laser welder technology. A similar project has recently been com pleted at Bath Abbey, where plates have been installed into the drains and will be used to heat the abbey.”

And the company keeps on innovating. According to Mr Powell “we are working on another heat pump plate project at the moment, looking to heat a Thames barge by taking the heat from the river water.”

Fabdec on top

There is no doubt that the last few years have been a challenging time for any business, especially one trying to operate internationally. The Brexit referendum, Covid pandemic and most recently the war in Ukraine, all brought their own obstacles and complications, as Mr Powell elaborated: “We've had to cope with material shortages, material delays, increased costs and lack of personnel at all skill levels, while still growing the business and introducing new products. We have continued to do that, but obviously

it has been more difficult in the last couple of years.”

Like any successful company, Fabdec has found ways to overcome the worst of this adversity. While expansion may seem a counterintuitive move during a difficult period, Mr Powell explained that the new German site has actually helped the com pany ease some of the delays experienced since Brexit by having stock close to the market, thus facilitating shorter delivery times to better serve customers.

Fabdec has been thriving for over sixty years for a reason. One of these is clearly its innovative approach. Another seems to be its ability to overcome obstacles. A third may well be in its relationship with its net work of business partners “We have over 1,200 returning customers,” Mr Powell reported, “we build long lasting partner ships. It's a two-way process, as it is with our strategic supplier partners. We feel that working together with both suppliers and customers is very important.”

Despite the turbulence of recent years across so many industries Mr Powell

remained confident that demand for the company’s services is not about to change. As he said: “We've had a chal lenging last couple of years, but we are very optimistic. We’ve come through it; we’ve expanded the business and we see a growing need in the future for our products in the sectors that we operate in. We are helping to provide milk, beer and hot water, whilst saving energy.” n

THE TOP BRASS OF

PLUMBING

Plumbing systems are the hidden lifeblood of every building. The water and gas delivery systems that weave their way into every facet of our lives are the unsung heroes that make modern life possible. Increasingly, buildings around the world are integrated with plumbing solutions designed and manufactured by the UK’s Flowflex Components. Richard Hagan spoke to Dave Bowers, Operations Director, and Richard Wilcock, Finance Director, to find out how this family-owned business remains at the leading edge of its market.

Specialist British plumbing supplier Flowflex Components manufactures and sells a range of high-quality fit tings into the plumbing and heating market Its portfolio consists of the complete range of compression fittings, solder ring and end fed copper fittings, along with valves and innovation products.

Product supply

While the business supplies all markets including independent merchants and specialist OEM customers, it also is the UK market leader supplying volume

to large national merchants and net works with white label and Flowflex brands from Buxton as the principal UK manufacturer of these product ranges. Being based in Buxton, Derbyshire gives Flowflex Components a central location for supply to its UK customers, and via UK ports to its European customers. This offers a distinct advantage compared to the volatility and supply demands that come with Asian sourcing. Flowflex prod ucts are incorporated into significant commercial, domestic and DIY projects across Europe and the Middle East.

The business also sees innovation as an important part of its operations and com mercial offering. Inventors with promising ideas for new products use Flowflex for both manufacture and distribution to make emerging technology available to the market.

For all customers Flowflex Components prioritises quality, service and cost efficiency.

Decades of family ownership

The company is proud of its family owner ship, having been established by the current owner’s father in 1954 and whose son is now working in the business, being the third generation of ownership and advancement by the same family.

Flowflex Components originally manu factured fuel lines for motorcycles and

outboard motors, but later pivoted into metallurgy and metals manufacturing, and from there it transitioned into its current specialty – manufacturing brass plumbing fittings.

The business’ location grew and moved with its product offering, from its original site in Manchester to its current site in Buxton. Its facility spans 1.4 hectares, comprising its factory, a new warehouse and offices. In total Flowflex employs 90 people spread across mechanical engi neering roles, distribution, sales and administration activities.

Automation on tap

Flowflex Components’ capabilities are extremely impressive. Its production lines boast sophisticated, bespoke machinery

procured from leading Italian and Swiss machinery manufacturers.

Operations Director Dave Bowers high lighted the company’s high level of automation within its production: “In addi tion to our Kawasaki and Staubli robots, we’ve worked with Italian manufac turers to develop a complete automated assembly system for our compression fit tings products . This brings together all the compo nents for assembly within a fully automated robot cell.

This eight-stage robotic process is one of the first that this manufacturer has made and delivered to the UK.

“That’s a big step forward for us because it’s a process that we were never able to automate before – it has always been semi-automatic and labour intensive,” said Mr Bowers. “Fully automating it has been quite a success story for us.”

Flowflex Components’ use of robotic processes extends to the decision to

insource its tooling needs, revealed Finance Director, Richard Wilcock.

“We installed a 5-axis miller in early 2020 and it’s been a key milestone in our development,” he said. “It allows us to produce a lot of our own tooling for our own machines and for customers as well, making us self-sufficient in some areas.”

Mr Bowers agreed: “Our engineering team has been empowered to use this system to put parts directly into produc tion, sidestepping the costs and other hurdles that would normally have been involved with those processes when we were outsourcing it,” he noted. “That’s

another benefit of being a family business as it allows us to invest in this sort of machinery and conduct those processes without all of the red tape involved within big corporations.”

A key part of automation is data man agement built off a good ERP system. This has been provided by K3 Syspro, special ists in installation and development, as well as providing on-going support which is critical to managing and processing data to run the business efficiently.

In addition, Flowflex’s in-house IT team has used its skills to build bespoke management and reporting systems to control operations.

A pipeline in Dubai Outside the UK, Flowflex Components has found particular success in the Middle East, centred on Dubai, UAE.

“In the early 2000s, we reached a critical level of business from the Middle East in which the volume and the complexity of the work we were doing there justified us setting up a distribution facility in Dubai,” explained Mr Wilcock. “From that centre, we’re also able to reach into several other countries in the region.”

The Dubai facility also has a dedicated sales team attached to it to ensure all clients in the region are fully supported. “The product ranges we sell into the Middle East are slightly different, so it requires a specialist approach to doing business there,” he continued.

“Our sales team in Dubai is very active and successful. They visit customers and provide a proactive presence to keep us ahead of the game. That personal pres ence and those relationships are critical to our success.”

Genuinely sustainable Flowflex Components has made sustain ability a core focus in all aspects of its business and, as Mr Wilcock noted, that starts with its actual product range and manufacturing methods.

“Our products are inherently sustainable because, being brass, they are both fully reusable and recyclable,” he highlighted. “Also, all of the waste material – known as swarf – generated from our manufacturing process, is returned to our raw material suppliers where it is recycled into new raw material, ready to be used again.”

Another highlight is the company’s 376KWp solar PV installation recently installed on the factory, warehouse and office roofs. “Our solar panel instal lation produces around 15% of our annua l

elec tricity needs, saving us a substantial amount annually in electricity costs, and eliminating around 65 tonnes of CO 2 ,” Mr Wilcock added.

Flowflex Components is also actively reviewing all of its processes that utilise gas or electricity, finding and converting opportunities to reduce consumption which is critical given the current energy markets.

“We’re going through every internal pro cess to establish how much energy we’re using and re-assessing how that process can be adapted or eliminated. We expect to achieve significant savings in energy consumption,” he revealed.

In closing, both men highlighted the quality of Flowflex Components products, the company’s heritage in the market, and the team’s product knowledge as major advantages in such a busy sector. “Our strength is in our quality,” Mr Bowers emphasised. “We stand out for our quality. Added to that is our vast knowledge of this sector.”

WELL-CONNECTED FOR THE

FUTURE

Since its establishment seven years ago, Heilind Electronics Europe has gone from strength to strength: the company has just opened its new distribution centre in Poland, a strategic investment designed to further expand its business footprint in central and eastern Europe. Romana Moares reports.

Heilind Electronics Europe is part of the Heilind Group, the world’s leading specialist distributor of connectors and electromechanical components, which has grown to over 40 locations worldwide since its estab lishment in 1974. Following expansion into South America and Asia, the group entered Europe in 2015 by acquiring the MPS group of companies.

Since then, Heilind has continued to expand its influence across Europe to increase its customer base and help maintain rapid stock availability. “Heilind has been growing steadily, with over 1000 new customers generated so far and head count in Europe increasing from 119 in 2021 to an estimated 162 this year. That was despite the challenges of the last two years, which were severely affected by

the global pandemic,” said Stefan Barrig, Sales Director Heilind Electronics Europe. He pointed out that supply chain disrup tions have been handled well, and the company has worked with its business partners case-by-case to make sure access to sufficient levels of stock are secured to accommodate manufacturers’ require ments. As a result of good commu nications and solid partnerships with suppliers, this has been achieved, putting Heilind in a competitive position.

Meeting the need

The broad inventory of interconnect, electromechanical and sensor products from leading manufacturers around the world is a clear competitive advantage. The company stocks the widest selection of connectors, relays, sensors,

switches, thermal management and circuit protection products, terminal blocks, antennas, wires and cables, wiring acces sories, insulation and identification products in the industry.

On a global scale, Heilind has been recog nised as the #1 Electronics Distributor in customer service seven times by Bishop & Associates, having earned its ranking over the competitors based on the breadth of its product offering, on-time delivery, sales and technical support, and ease of doing business.

Dominik Grzesiak, Manager Product Department at Heilind Electronics Europe, explained that the wide portfolio of

prod ucts has been expanded on a regular basis, reflecting both market developments and customer require ments: “Over the last two years, the number of our customers in Europe has grown, demonstrating that awareness of the Heilind brand is increasing.”

“The customer-centric approach is one of our key strengths,” continued Mr Barrig. “We have a great sales team and we do not have a minimum order value; we are very flexible when meeting cus tomers’ requirements.”

“We also know exactly what we are selling,” added Mr Grzesiak. “Some competitors don’t focus so much on

the tech nical aspects and application engineering. We are specialists in intercon nectors, and we are able to accompany the customer from the beginning of the application, from the design phase and sampling to mass production. This is a clear differentiator.”

New distribution centre

Continued business growth called for new warehousing capacity, as the facilities in Germany were proving inadequate. As a result, the company has invested in a brandnew warehouse located in Mysłowice in southern Poland, a major milestone set to further boost business development.

“Defining the place and space for the investment was a big challenge,” reflected Mr Barrig, saying that from over 10 poten tial locations, the one that would bring the greatest benefit to the entire company had to be chosen.

“The new warehouse is of strategic impor tance for our organisation, and its loca tion had to enable the optimisation of all distribution and logistics processes,” he explained. “The building itself had to meet strict criteria, such as employee safety and minimised impact on the environment.

“In the end, the decision for south-west Poland was made following a number of detailed logistic analyses and by exam ining the flow of supplies to domestic and foreign recipients. This was supported by Mysłowice having become an important industrial district in recent years, sup ported by extensive infrastructure. This favourable geographic location of Upper Silesia provides great distribution oppor tunities,” he said.

Sustainable operations

Robert Sobiecki, Territory Business Manager CEE at Heilind Electronics Europe, affirmed that the opening of a new distribution centre, expanding Heilind's presence in the local market, has been welcomed by business partners. Manufacturers and customers alike appreciate the proximity of the warehouse, the proposed EDI solutions and the flexibility of Heilind's customer service.

Needless to say, the modern building meets strict environmental standards. Environmental sustainability, the buzzwords of today, naturally affects Heilind’s oper ations as well. The company is set to participate in Electronica, the largest electronic trade fair held in Munich in

November, an event promoting not just industrial and military components, Heilind’s specialisation, but focusing also on elec tric mobility, green energy and smart homes; areas presenting new opportunities.

“The complete EV market is evolving across Europe, and we have formed a dedicated team focused specifically on this area so that we can be ready to accommodate our customers' new needs,” noted Mr Grzesiak.

“Electrification does not affect just the automotive industry but other segments as well, such as tooling for example, where compressed air pro cesses may be replaced by battery driven appliances. All these areas are evolving, and we are watching market developments carefully.”

Performance – trust – innovation

Speaking about the future, Mr Barrig reflected that after two years of limited opportunities to build relationships with

existing and new partners, the company is ready to reach out. “In the coming months, we will increase our participation at trade fairs and exhibitions, showcasing innova tions as well as solution proposals from our leading partners in order to build increasing trust among our customers.

“The result will be a relentless drive to improve performance for new solutions proposed to the industrial market, in line with our slogan ‘Performance –Trust – Innovation’.”

While not imminent, expansion into addi tional European countries is ultimately in the pipeline, Mr Barrig concluded: “Our growth over the last seven years has been amazing. From a very small team of people, we have grown to a thriving business with over 160 dedicated employees. If we main tain our growth pace, we will double the size of the business in two years. Setting up physical presence in more countries in Europe is definitely on the agenda in the longer run.” n

GREEN ETHICS

AT THE

OF ENGINEERING

Joseph Gallagher Ltd has vast experience in tunnelling and civil engineering projects in the UK and internationally. With an ethos of delivering ‘the right solution,’ Group Environmental and Sustainability Manager Ian Ford revealed the extent to which safety and sustainability are indelibly wrapped around JGL’s day-to-day operations. By Andy Probert.

The year 2021 proved a high watermark in Joseph Gallagher Ltd’s (JGL) work on sustainability, when it won three Green Apple Awards for Environmental Best Practice.

It was proof enough that sustainability has a strong symbiotic living presence in JGL, one of the UK’s leading civil engineering and tunnelling specialists.

The gold award in the Carbon Reduction category highlighted how JGL had invested in a new system that allows the business to track and monitor its energy use and carbon emissions – both emitted and embodied. The system will be employed to develop smart goals and reduce targets in line with science-based formulae.

It also received two bronze awards for environmental improvement practices and best practices in the community benefit category.

For Group Environmental and Sustainability Manager Ian Ford and his team, the awards were quiet vindication for all the work they have put in to make sustainability an over riding factor when it comes to delivering on JGL’s complex infrastructure projects in the UK and globally.

These include HS2, The Channel Tunnel Rail Link, London Underground, Hindhead Tunnel, Crossrail at Mile End and the Connaught Tunnel, as well as utility and private sector projects. The business is also working in Kuwait on a waste treat ment plant that will handle a daily capacity of 700,000 cbm of water, and a 460km outsea flow pipe.

With a turnover of over £100 million and employing 900 people, tunnelling remains the core business around which the rest of the Essex-headquartered group is built.

Sustainability in action

“Sustainability is a crucial part of JGL, and we have definitely reinvigorated and renewed our approach to it. Sustainability is as much about meeting the needs of the present without compromising the needs of future generations,” said Mr Ford.

“We are always looking at how we’ll operate in several years’ time. If we don’t change our practices as an industry, which is notoriously pollutant and wasteful, we

won’t keep going. Over the years, JGL’s changes have been astronomic.

The UK government-led vision of a carbonneutral world by 2050 has prompted the suppliers and contractors to consider their work in line with greener approaches. And JGL has not been slow in coming forward in wanting to meet its own targets.

In 2021, 40% of all JGL’s primary materials , such as concrete, aggregates, steel, and wood, came from verified and certified third-party certified responsible sources. In 2022, that figure had reached 50%, is due to be 65% by the end of the year, and with ambitions to be between 70% and 80% by the end of 2023.

“It shows how far industry has come and for a Tier 2 contractor like JGL,” remarked Mr Ford. “Things have changed dramati cally, and we know that in the next five to 10 years, a 50% required minimum of sustainable resourcing will be the norm for industry.

“We have to reduce any environmental harm and how we can achieve that, through design, or a lower carbon solution. We can only change the world in collaboration with our suppliers, contractors and clients.”

One practical element to becoming carbon neutral was JGL’s willingness to embrace new ways of thinking and harnessing its employees’ skillsets. They transformed an old, retired diesel concrete pump into an electric pump by replacing a 75hp 111B diesel engine with a 55KW electric motor.

The converted pump now offers a CO2e reduction of 80% and energy (kWh) use reduction of 77%. Along with other

Ian Ford Sustainability Manager

enhancements, such as making the pump quieter, the company has now converted two additional pumps to electric.

“Not only have we brought a new lease of life back into old pumps, but generated a green solution benefitting the business and the environment,” said Mr Ford.

F urther standouts for 2021 on the JGL’s sustainability front included achieving 195.5 tCO2e per £1 million turnover and 45.8MWh per £1 miilion turnover, while 98% of waste was diverted from a nonbeneficial landfill.

Around 15% of staff have qualifications in environmental and sustainable disci plines – a 7% increase on 2020. Also 7.1% of JGL’s heavy plant fuel came from green alternative fuels, saving 73.79 tonnes of CO2e emissions.

The company is also a Green World Ambassador: sustainable initiatives are chronicled and to act as a platform to

discuss issues within the industry and seek new solutions to minimise environ mental impact.

Carbon-neutral target

One of the spinoffs of the carbon-neutral 2050 position is that banks are positively identifying companies that pursue greener ideals, with a more favourable bank-tobusiness relationship.

Mr Ford said: “Banks offer more favourable interest rates on loans to companies, such as JGL, who are want to achieve a sustainable future.”

In 2022, JGL’s sustainable strategy, which is fully endorsed by senior man agement, took a significant step for ward. It achieved ISO 50001 energy management accreditation

Now 99.2% of its waste is diverted from non-beneficial landfill, more staff are being trained in environmental and

sustainable disciplines, and heavy plant fuel from green alternatives is on target to match 2021’s. JGL aims to be operating at a reduction of 2% in energy con sumption and carbon emissions over 2021’s targets.

Mr Ford said: “We have a lot of heavy plant on site, diesel is our number one emitter and for energy use. If we could remove diesel, we could reduce our emis sions by more than half; it would be astro nomically beneficial.”

So JGL is in a knowledge transfer part nership discussion with Manchester University. “They will recruit a doctorate engineer and they will help transition some of older engines to hydrogen, electric or hybrid versions.”

The company is also discussing with Bramble Energy the creation of a hydrogen housed generator for building sites in remote areas, and to trial it on a JGLassigned project. JGL has also bought a new set of low-emitting HSC 180t stage V lattice cranes, which are among the first in the UK.

As a result of winning Gold at the 2021 Green Apple Awards, JGL is now eyeing the World Green Awards in 2023.

Mr Ford concluded: “It demonstrates we have an ever growing focus on HSE, quality and sustainability. Holistically, they all support the work we’re achieving on the ground and with our partners. Overall, JGL’s ambition is to be carbon-neutral by at least 2040.”

TELFORD HOMES I PROFILE

Building a legacy for sustainable communities

Telford Homes goes beyond being a developer of Build-to-Rent homes in London: its focus is on creating sustainable communities with proac tive strategies that enhance lives and cut carbon emissions. As the first housing developer to launch a net-zero carbon roadmap that puts environmental, social, and corporate governance at its heart, the company has cemented a leading reputation for creative building solutions. By Andy Probert.

Apeek behind the scenes, through the windows and keyholes of the more than 14,000 high-quality homes of Telford Homes across London, reveals a company comfortable pursuing ground-breaking actions as part of an end to-end sustainable agenda.

“We build homes that exceed expectations, but sustainability is addressed from every conceivable angle, from design to effec tively moving in. It’s not a word we pay lip service to, but is part of our core values,” said John O’Dwyer, Head of Sustainability.

Foundation stone

That commitment was underlined when Telford Homes launched its Building a Living Legacy (BLL) in 2017, which addresses how the business delivers way beyond simply building homes. It designs modern living projects, efficiently using resources, leveraging low-carbon tech, generating renewable energy and recycling waste created in the housebuilding lifecycle.

But BLL goes much further: the company installs water-efficient devices, designs homes to minimise energy loss, delivers on social value and enhances biodiversity.

At the heart of its developments are strong communities that have access to facilities that promote healthier lifestyles, green spaces and the ability for tenants to pursue their own contribu tion to sustainability.

John O’Dwyer commented: “BLL, supported by more than 80 KPIs, is the golden thread that interweaves across all departments. It is a living, breathing embedded strategy.”

This is underpinned by the company’s net-zero carbon 2030 roadmap, launched in 2020 and the first from a housing developer. It puts environmental, social, and corporate governance cen tral to operations, highlighting how the company will achieve carbon staircasing targets, and social value, waste and bio diversity aims.

Awards and trust

Over the past five years, Telford Homes has risen from 16th to first in Next Generation’s housing benchmark, which ranks the UK’s 25 top builders in its pursuit to increase transparency and improve sustainability by assessing performances.

Ranked the UK’s most sustainable house builder for the second consecutive year in 2021, Telford Homes was first in several areas, such as company strategy and governance, environmental site man agement, water and waste management, health and safety, and design. It also received a Crystal Award for trans parency and sustainability disclosure.

“The award recognises our role in reducing our environmental impact as we strive to become a net-zero carbon company by 2030,” said John O’Dwyer. “It’s a major achievement considering the size and scale of Telford Homes against much larger UK housebuilders. ”

The business also claimed Best Sustainability Report at the CorpComms Magazine Strategic Comms Award 2021,

which recognises excellence in corpo rate storytelling.

He added: “Our interactive report includes video testimony and updates from various employees to help humanise and make the story-telling relatable, and make it more digestible for a much wider audience.

“All these awards are excellent platforms to continue building from. We will never be complacent: we are working on our next report and communications to progress our brand and purpose.”

Resident satisfaction with Telford Homes’ properties was 89% in 2021, according to Homeviews, against a national industry average of 76%. A social value legacy review showed 73% of residents living on Telford Homes’ sites rated their community as ‘excellent’, and 67% noted a positive change in their sense of happiness.

Evolving in challenging times

As much as Telford Homes leads from the front, it is backed up by strong inhouse management and vast expertise. Acquired by CBRE’s Dallas-based Tramell

With a £2.8 billion development pipeline, Telford Homes has been strengthened by the leadership of its new CEO Anne Kavanagh who is committed to embed ding innovation and delivering on the company’s net zero aspirations. The com pany’s 320-strong workforce includes an in-house team of end-to-end specialists across land acquisition, planning, design and construction.

Its core geographic focus is Greater London’s Zones 2-6 in areas where the local rental market supports viable Build -to-Rent development. Telford Homes

amenity offerings.

“Despite the economic headwinds, senior management remain supportive of our sustainability agenda and pro gressive commitment to Diversity Equity Inclusion,” said John O’Dwyer. “Our pur pose remains: designing and developing high-quality, sustainable homes that exceed expectations of residents and our investment partners.”

Indicating a positive culture in-house, the staff retention rate at Telford Homes is 89%, while a recent survey revealed 95% of staff enjoy their jobs.

John O’Dwyer Head of Sustainability

The future’s green John O’Dwyer acknowledged 100% of the company’s new build schemes will benefit from low carbon or renewable technologies. Telford Homes is aiming for modern methods of construction to make up 20% of its builds by 2023 in areas where carbon savings are anticipated.

“We achieved a high ‘B’ in terms of EPC against a UK average of ‘D’, demonstrating the important benefit of living in a new build amid the cost-of-living crisis.”

The newer Telford Homes build schemes are currently targeting a 55% decrease in regulated carbon and less than 700kg CO2/ 100m 2 embodied carbon in construction materials below a 2019 baseline of 837kg CO 2/100m 2 . The aspiration is to lower embodied carbon by 40% against the baseline by 2030.

“We have a London-centric supply chain , and we ask suppliers to provide environ ment product declarations (EPDs) to assess the most carbon-intensive products in terms of choice for our developments,” John O’Dwyer explained. “Innovation in our supply chains will need to tune into the evolving sustainability landscape. Our supply chains emissions are our emissions, so we must bring them on the journey with us.”

The 2030 roadmap attests to the com pany’s strong commitment to its progres sive ESG agenda, envisioning a 70-80% reduction in operational carbon in build ings by 2025 and sending zero waste to landfill by 2024.

In 2016, 28% of households lived in the private rented sector; a figure pro jected to rise to 40% by 2040, which

is a strong narrative for growth in the build-to-rent sector.

“Despite the economic headwinds, the BtR sector must frame these challenges as an opportunity for innovation in sustain able house building, adopting integrated strategies where customer, community and partner aspirations align,” stated John O’Dwyer.

“We have a BtR design guide that reflects changing lifestyles, homeworking, connectivity, and wellbeing. Admittedly, embodied carbon is the elephant in the room. How we lower carbon intensity of

concrete and steel used in buildings is under active assessment.”

He concluded: “Staying ahead of the climate agenda remains important to our sustainability strategy. Making critical decisions such as pivoting from gas-led infrastructure to fossil-fuel free, decar bonised electrified systems are all key for compliance which we are well placed to deliver on.

“Ultimately, Telford Homes wants resi dents to live safely and stay in high-quality homes, within thriving sustainable com munities, for years to come.” n