East Anglia in Business 15

FOREWORD

SHORT-TERM RELIEF NEEDS LONG-TERM ENERGY SOLUTIONS

Energy bills for business are to be halved this winter.

After weeks of political limbo, the news comes as a welcome relief for thousands of businesses in the region who’ve been desperately waiting for signs of leadership (any leadership!) from Westminster.

The Energy Relief Scheme will cap bills for firms, charities and the public sector from October, and you can find out what this means for your business on page 12

Yet state intervention in industry costs looks set to be short-lived as the government struggles to balance much-needed support for the economy with an equal need for fiscal restraint. The Scheme will be reviewed after three months, leaving many businesses on a knife-edge about their future.

So, what’s the answer? As the saying goes, ‘Insanity is doing the same thing over and over and expecting different results’. The economy simply can’t keep absorbing the shockwaves from volatile energy markets, particularly when there’s no clear end in sight.

In a roundabout way, the Ukraine war might actually signal the beginning of the end of our dependency on fossil fuels. Of course, reliance on oil and gas won’t end overnight, which means securing stable overseas supplies, investing more in domestic resources while also ramping up capacity in renewables and nuclear.

As ever, the East of England leads the field here. In one of his last acts as prime minister, Boris gave the

nod to nuclear power station Sizewell C, in Suffolk, and the region continues to power ahead as a genuine champion for sustainability and change.

Clean hydrogen is one of the new technologies touted for future greatness, hence the call for a hydrogen cluster to be based here, the first of its kind in the region. Hydrogen East unveil their ambition to play a central role in the UK’s net zero strategy.

Meanwhile, forward-thinking charter operator SaxonAir flies the flag for green aviation, with a pioneering collaboration on another industry first -- a sustainably powered aircraft charging network.

We also take a look at the impressive work of iKVA, a young Cambridge company creating a new global era for business insights. Having trouble finding the data to help your business thrive? iKVA may have just the answers!

Karen Southern Editor, East Anglia in Business

CONTENTS issue 15

Regional Infrastructure 06|07

Retail giant takes first unit at Gateway 14. Gateway 14 has secured its first occupier, believed to be one of the largest ever in the East of England.

Finance 10|11

Manufacturers in Cambridgeshire and Peterborough can take greater control of their cashflow through a new corporate partnership between the Smart Manufacturing Alliance (SMA) and payments specialist, Saltare.

Business News 12

The new Energy Bill Relief Scheme, unveiled in September, means energy prices will be capped for businesses, charities and the public sector in the short term.

Legal 16|17

The success of any business will always be down to your people so make sure you know what makes your business tick, says Lizzy Firmin, chief operating officer at Ellisons Solicitors.

Technology 18|21

We may live in the Digital Age but tracking down the right data can still be incredibly difficult. Cambridge-based AI knowledge management company iKVA has developed quickfire software solutions for complex industry needs, as CEO Jon Horden explains.

Technology 22|25

Cambridge manufacturer secures funding to help keep production in the UK. Espresso machine manufacturer 9Barista has been awarded over £11,500 to purchase a collaborative robot (known as a cobot).

Technology 26|27

Why IoT is not the key to unlock supply chain value. Toby Mills, founder and CEO of Newmarket-based supply chain visibility pioneer Entopy, explains how data mesh technology is offering a new route to avoid supply chain disruption.

Technology 28|29

How to tell your customers that you’ve been hacked. Anthony Green, of cyber security firm FoxTech , explains how to communicate with customers after a cyber attack.

Energy & Environment 30|33

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

Energy & Environment 34|35

New reservoirs ‘critical to future prosperity’. As East Anglia grapples with prolonged water shortages – and faced with ever increasing demand – proposals are underway for two new reservoirs.

Energy and Environment 36|37

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

Business News 38

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

Editor

Karen Southern karen.southern@distinctivegroup.co.uk

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RETAIL GIANT TAKES FIRST UNIT AT GATEWAY 14

Gateway 14 Ltd, advised by development partner Jaynic, has submitted a reserved matters planning application for home and garden retail giant, The Range.

Their plans for a high quality, sustainable logistics unit of approx. 1.2m sq ft on the Gateway 14 scheme in Stowmarket will create an estimated 1,650 jobs in the region.

Gateway 14 already has outline planning consent for a 2.36m sq ft mixed-use innovation, business and warehousing scheme, and construction of the site infra-structure is already well underway. Development of The Range unit is planned to start in January 2023 with the building ready for occupation in autumn that year.

The landmark development will provide highspecification buildings with sustainable central features including EV charging, LED lighting, solar PV, smart energy systems and rainwater harvesting. The development is committed to meeting BREEAM rating of Very Good standard and strive for Excellent wherever possible. This new distribution facility will be designed to achieve BREEAM Excellent.

Accessibility is a key feature with integrated walking and cycling routes along with access to public transport links and local amenities.

Biodiversity on the site is also being prioritised, with high-quality landscaping, green corridors and nesting boxes being introduced across the site to support local wildlife and ecology.

CGI of the new unit for The Range.

Gateway 14 has secured its first occupier, believed to be one of the largest ever in the East of England.

Gateway 14 Ltd, wholly owned by Mid Suffolk District Council, exchanged conditional contracts with The Range in July to develop the distribution unit with its development partner Jaynic, on a freehold turnkey basis.

The Range, which is planning rapid expansion over the next five years, already has two existing major distribution centres in the UK. The new site will help meet consumer demand in the South and South East while supporting operations across the UK.

Sir Christopher Haworth, chair, Gateway 14 Ltd, commented: “Welcoming The Range to Gateway 14 is a significant step forward for the site and demonstrates its important position in Suffolk and the wider Eastern region. Gateway 14 has huge potential not only for nationally important brands like The Range, but also to support local and small businesses.”

Ben Oughton, Development Director of Jaynic, said: “We are committed to delivering a high specification building for The Range with sustainability a central feature of the project with a target delivery date of autumn 2023.”

Gateway 14 is part of the new low-tax, low-regulation zone of Freeport East. The government’s Freeports initiative allows firms to import goods and then re-export them outside normal tax and customs rules.

Businesses located at Gateway 14 will benefit from being part of Freeport East, one of only eight Freeports in the UK.

The Freeport status will provide many businesses on Gateway 14 with a range of benefits including a suite of tax reliefs and simplified customs arrangements.

George Kieffer, Acting Chairman of Freeport East, explained: “The unique location of Freeport East, close to some of the world’s major international shipping routes, provides a range of benefits to businesses which locate here. Freeport East is focused upon value-added logistics, advanced manufacturing and the clean energy sectors, and we are delighted to welcome The Range as the first of what will be many businesses to commit to the Freeport.”

Agents for the Gateway 14 scheme are Avison Young and Savills.

GATEWAY 14 gateway14.com

IS NOW THE TIME TO CONSIDER AN ENTERPRISE MANAGEMENT INCENTIVE (EMI) SCHEME?

With businesses still recovering from the impact of COVID-19, cash resources are tight. Therefore, the implementation of noncash benefits such as share schemes, including the Enterprise Management Incentive Scheme, can be a great short-term investment to retain and motivate key staff.

Qualifying conditions

As a brief overview only, normally only the largest of companies (or those in complex group structures) are excluded from EMI and therefore it is certainly a share scheme to consider for most SMEs.

To qualify for the generous tax advantages afforded by EMI, the gross assets of the company (or the group of companies if a parent company) must not exceed £30 million, and the options held by an employee must not exceed £250,000 in value.

The company must also have fewer than 250 full-time employees (or equivalent), the participants in the scheme must generally work for the company at least 25 hours a week (or 75% of their working time if part time) and they must not already have a material interest in the company.

Companies trading in certain sectors are unable to grant EMI qualifying options. Excluded activities include leasing, financial activities and property development.

How we can help

Long-term benefits

Share schemes also have longer-term benefits. Their flexibility means they are a great way to align employees’ incentives with the goals of the business, be they turnover targets or perhaps a potential sale in the future.

Enterprise Management Incentive (EMI) share schemes are the most popular method of offering employees a share of ownership in a business at some point in the future.

This is achieved by awarding the employees options over shares, with the conditions to exercise these options and become a shareholder in the business being aligned to the goals of the business.

Assuming that the exercise price (i.e., the price to convert the option to a share) of the options is no less than the market value at the date of the grant, there should be no income tax or National Insurance contributions (NIC) to pay at any point during the life of the option. This leaves just capital gains tax (CGT) payable on any eventual disposal of the shares acquired under the options.

Given that CGT rates are currently lower than income tax rates, this can be extremely attractive compared to paying income tax and NIC. However, as with all HMRC tax advantaged schemes, there are specific qualifying conditions and both the employee and the company must qualify for EMI to be available.

Making sure that a company qualifies for the tax reliefs afforded by EMI is an important part of the planning stage and something we are able to help with. However, if EMI is not available, there are other tax advantaged share schemes available, such as the Company Share Ownership Plan (CSOP), or with appropriate legal and tax advice, non HMRC approved schemes can be designed in a tax efficient manner.

For more information, please contact Tessa Brown on 0330 024 0888 or at enquiry@larking-gowen.co.uk

LARKING GOWEN larking-gowen.co.uk

Tessa Brown Employment Tax Manager

As inflation in the UK hits a 40-year high, business costs are soaring. Many employers are dealing with staff attraction and retention issues as employees are looking for employment tax solutions to offset the cost-ofliving crisis where possible.

The partnership will also open up connections with the Office for the Small Business Commissioner through Saltare’s close ties with the government’s fair payments body.

It is estimated that 82% of businesses fail not because of lack of profit, but lack of cash. Yet UK SMEs are currently waiting on almost £200bn tied up in unpaid invoices.

Cashflow challenges could be hindering significant growth and investment in local manufacturing, so the SMA hopes that Saltare’s payment platforms will help businesses free up resources and invest more in innovation, job creation and growth.

Saltare uses innovative digital products to incentivise early payments and let suppliers and customers know when invoices will be paid. This gives SMEs more certainty about cashflow and strengthens relationships across the supply chain. All of this can be a lifeline to levelling up and supercharging growth.

Early Pay is one of Saltare’s latest tech-driven solutions to improve the flow of cash to the entire supply chain. It gives buyers cash incentives to pay early and can integrate into enterprise resource planning (ERP) systems. Once the buyer approves an invoice, Early Pay will notify the supplier and let them know when the invoice will be paid.

Saltare’s close ties to the Office of the Small Business Commissioner means Smart Manufacturing Alliance members can access additional content and advice around late payments.

Bob Hart, SMA Programme Director, explained: “Giving our members quick and simple payment systems like Early Pay not only safeguards their cashflow, but could help them divert more resources into innovative projects, new tech and equipment, and create more opportunities for staff to develop their skillsets.

“We’re delighted to bring Saltare on board as a corporate partner for the Smart Manufacturing Alliance. There will be lots of advice to help our members secure payments on time, and keep their businesses running smoothly. The knock-on effect along the supply chain will be a real boost for our local economy.”

Ant Persse, CEO of Saltare said, “We’re really pleased to be working with the Smart Manufacturing Alliance to support the sector. It’s our mission to change the mind-set of businesses once and for all, embracing a positive approach to payments to build stronger economies.

“Our tools bring the certainty of payment and cashflow to both ends of the supply chain. We’re excited to work even closer with manufacturers across Cambridgeshire and Peterborough, supporting their business growth, and building a more resilient sector.”

Members of the Smart Manufacturing Alliance can find out more about the benefits at sma-uk.co.uk/experts/saltare

ENERGY RELIEF SCHEME gov.uk

HOW THE ENERGY RELIEF SCHEME WILL HELP YOUR BUSINESS

The new Energy Bill Relief Scheme, unveiled in September, means energy prices will be capped for businesses, charities and the public sector in the short term.

The government initiative will apply to energy usage from 1 October 2022 to 31 March 2023, running for an initial sixmonth period for all non-domestic energy users.

Are you eligible?

A discount on wholesale gas and electricity prices will be provided for all non-domestic customers whose current gas and electricity prices have been significantly affected by global energy prices. This support will be equivalent to the Energy Price Guarantee for households.

It will apply to fixed contracts agreed on or after 1 April 2022, as well as to deemed, variable and flexible tariffs and contracts. Savings will be first seen in October bills, typically received in November.

How to apply

As with the household guarantee, customers don’t need to take action or apply to the scheme to access support. It will be automatically applied to bills in the form of a p/kWh discount.

What’s the discount worth?

The government has set a Supported Wholesale Price – expected to be £211 per MWh for electricity and £75 per MWh for gas, less than half the wholesale prices anticipated this winter – which is a discounted price per unit of gas and electricity. This is equivalent to the wholesale element of the Energy Price Guarantee for households. It includes the removal of green levies paid by non-domestic customers who receive support under the scheme.

The level of price reduction for each business will vary depending on their contract type and circumstances:

non-domestic customers on existing fixed price contracts will be eligible for support as long as the contract was agreed on or after 1 April 2022. Provided that the wholesale element of the price the customer is paying is above the Government Supported Price, their per unit energy costs will automatically be reduced by the relevant p/kWh for the duration of the Scheme. Customers entering new fixed price contracts after 1 October will receive support on the same basis

those on default, deemed or variable tariffs will receive a per-unit discount on energy costs, up to a maximum of the difference between the Supported Price and the average expected wholesale price

over the period of the Scheme. The amount of this Maximum Discount is likely to be around £405/ MWh for electricity and £115/MWh for gas, subject to wholesale market developments. Nondomestic customers on default or variable tariffs will therefore pay reduced bills, but these will still change over time and may still be subject to price increases.

The government is working with suppliers to ensure all their customers are given the opportunity to switch to a fixed contract/tariff for the duration of the scheme if they wish, underpinned by the government’s Energy Bill Relief Scheme support.

for businesses on flexible purchase contracts, typically some of the largest energy-using businesses, the level of reduction offered will be calculated by suppliers according to the specifics of that company’s contract and will also be subject to the Maximum Discount.

If you are not connected to the gas or electricity grid, equivalent support will be provided for non-domestic consumers who use heating oil or alternative fuels instead of gas. Details will be announced shortly.

What happens next?

The government will publish a review of the scheme in three months to help decide what future support should be offered after March 2023. The review will focus on identifying the most vulnerable nondomestic customers and how the government can continue assisting them with energy costs.

Prime Minister Liz Truss said: “I understand the huge pressure businesses, charities and public sector organisations are facing with their energy bills, which is why we are taking immediate action to support them over the winter and protect jobs and livelihoods.

“At the same time, we are boosting Britain’s homegrown energy supply so we fix the root cause of the issues we are facing and ensure greater energy security for us all.”

Kate Nicholls, CEO of UKHospitality, said: “This intervention is unprecedented and it is extremely welcome that government has listened to hospitality businesses facing an uncertain winter. We particularly welcome its inclusiveness –from the smallest companies to the largest - all of which combine to provide a huge number of jobs, which are now much more secure.”

Next Level Law

Discover an approach to law that’s more progressive, more proactive and more pragmatic. We’ll help you to the next level. birketts.co.uk

Q: We are a start-up company developing an innovative engine that will have significant environmental benefits. What should we be doing to protect our intellectual property and ensure that others cannot copy our technology?

A: Your IP will be very important for the business going forward, not just to protect others from copying your technology, but also as the basis for future funding and investment in the company.

The IP that is worth focusing on the most are patents and trade secrets. If you can obtain patent protection for your technology, you should be able to use the patent to prevent others from copying your engine or producing something similar. It is also worth protecting your technology as a trade secret and there are certain steps that you would need to take in order to benefit from protection under the relevant regulations.

It is important to make sure that you also have a robust confidentiality agreement (or NDA) in place before any discussions with anyone outside of the company commence, such as with a potential collaboration partner. Failure to do so could prejudice any subsequent patent application, but it is also a sensible way of ensuring that your ideas are not copied by others.

Q: We have developed a new type of energy-efficient wind turbine, but are finding it difficult to finance the last stages of the development. A large US company who say they can help us take the technology to market has contacted us. They have given us a very long contract to sign. What are the risks?

A: Contracts with US companies tend to be lengthy and difficult to read, but the key provisions are much the same as we would include in contracts under English law. That said, there are commercial risks as well as legal risks to consider.

With regard to the commercial risks, it would be advisable to review the contract to ensure

ASK THE LEGAL EXPERT Q&A

ownership of intellectual property remains with you, and that management control and day-to-day running of your company is not diluted in any way. The financial arrangements should be looked at carefully to ensure you can complete your development work as well as scale up the build or manufacture of your turbine.

With regard to the legal risks, it is important to ensure that key clauses such as duration and termination, limitations of liability and indemnities, dispute resolution and data protection are included and appropriately addressed in the agreement. US law will probably govern the agreement, so you need to know the implications of that, especially if there is a dispute on the agreement at some point in the future.

Q: For the last few years, we have successfully been commercialising a sustainable carbon capture solution for the agriculture sector. We had some initial finance from grants and angel investment, and are about to embark on a larger round of fundraising. Are there any actions that we should be taking now before we start talking to potential investors?

A: It is important that all your paperwork and statutory books are in order before you start talking to potential investors. If any of your IP was initially developed by the founders of the business before setting up the company, make sure that there is a written assignment in place to transfer that ‘founder IP’ into the name of the company.

It would also be sensible to look at the terms of those initial grants and previous investment agreements. They may have implications for the next round of investment, particularly if they give any preferential rights or require consents to be given.

Your investors may also want to carry out a due diligence exercise regarding the company’s legal, financial and tax affairs, so make sure that your lawyers, accountants and tax advisers are ready to assist.

BIRKETTS birketts.co.uk andrew-priest@birketts.co.uk

Andrew Priest, Partner, Birketts

THE BEST HR STRATEGY FOR REAL BUSINESS IMPACT

I’ve always believed an HR Strategy needs to be flexible and adaptable, as no business should be standing still for a long period of time. Recent times have certainly shown us this is the right approach to take, as the pandemic means we are in a very different HR world than we were three years ago.

The market has changed, attitudes have changed and technology now allows us to work in a variety of different ways and in different locations.

The best way to deliver an effective HR Strategy is to get to know the ‘ins and outs’ of the business. What makes it tick? What are the pressure points? What particularly concerns

the CEO? How are the relationships doing, particularly amongst the leadership team?

The reactive role of HR really helps inform and develop that strategy. What kind of issues are brought to your attention as an HR professional? What questions do you get asked the most? What patterns or trends are you seeing in your day-to-day ‘operational’ role?

This is what informs your strategy. Not everything has to be about quantitative data or surveys; there is a balance to be struck between any KPIs your business is focused upon, and what you’re seeing and hearing in your role.

The success of any business will always be down to your people so make sure you know what makes your business tick, says Lizzy Firmin, chief operating officer at Ellisons Solicitors.

Throughout the pandemic, and especially after the pandemic, people’s mindsets definitely shifted.

Providing you’ve established good, strong relationships with your colleagues, the intel you can gather about a business from successfully delivering an HR service is vast.

Throughout the pandemic, and especially after the pandemic, people’s mindsets definitely shifted. People have reassessed what’s important to them; not just in relation to work but life in general. This means a significant focus on health, wellbeing, and balance for HR. Keeping colleagues healthy and productive is key to any business, so long hours stuck at a desk, with no lunch breaks, should be discouraged at every opportunity.

For example, here at Ellisons Solicitors, we are a very family orientated firm and I’ve seen this strengthen in recent years, despite our growth.

We have introduced enhanced family-friendly policies, but it’s also about colleagues being encouraged to regularly get together. A balance between remote working and being with your team is imperative. Also, celebrations are so important to ensure people feel appreciated –and to enjoy themselves!

Talking at length about our values and what it’s really like working here allows potential candidates to really decide if their values are similar to ours or not. This means we recruit the right people for us, and our values and culture only get stronger as we grow. We’re very clear on our identify and what we’re about, which is critical to a successful HR strategy.

It is a tough old market out there when it comes to recruitment, so HR Strategy needs to be focused on retention, and retention means flexible working practices, training and development, clear career progression, and fair and transparent reward that links to performance. It also brings the strength of your leadership team into sharper focus.

Different generations need different things to feel supported and productive at work, so well-trained managers who have the skills to adapt to their team and wtheir needs is critical.

In summary, to have a real business impact, HR Strategy is at the heart of your business strategy. It’s not an afterthought or an add-on. The success of any business will always be down to your people.

ELLISONS SOLICITORS ellisonssolicitors.com

Lizzy Firmin Chief Operating Officer, Ellisons Solicitors

It’s estimated that we spend at least 20 per cent of our time at work or study seeking information – a fact that iKVA founder, Dr Liang Wang, knows all too well.

As a post-doctoral researcher at Cambridge University, he found it almost impossible to source the information needed for his research, thus sowing the seed of an idea for a new way of finding data quickly and easily.

Search techniques have obviously transformed the way we look for and access information, but everyone uses slightly different keywords to find the same things, making it all too easy to fall down the online ‘rabbit hole’. And if you need specialist information, traditional searches don’t work well at all.

Dr Wang and iKVA co-founders Prof Richard Mortier, also from Cambridge University, and Prof Jon Crowcroft, of the world-leading Alan Turing Institute, set about building a Deeptech software solution based on the whole context of information, rather than specific keywords.

The result is iKVA’s awardwinning Discover Platform, which uses vector-based technology to convert information from a vast range of sources, whatever the format and language (including documents, images, video, social media and even chat) to find accurate, relevant data in real time.

but the tender document is 150 pages.

“Our solution enables them to run through the entire tender – or sections of it – and access all relevant company knowledge straightaway.

“There’s no need to try and guess relevant keywords, do searches in other languages or translate foreign documents. The bid writer can simply take the relevant section, drop it into our platform, and all the information needed to write the tender is then available in English.”

iKVA also has a next-generation solution for traditional knowledge management and enterprise searches. Jon explains: “A data cleanup traditionally takes a huge amount of effort before the search can be installed. All the data must be in a common format, in the right directory, with correct tags, titles, and so on.

Jon Horden CEO, iKVA

“Our systems take away all the ‘heavy lifting’ involved in traditional data clean-ups. We recently indexed all the information held at Cambridge University Library so they could install our system – and it literally took two hours!”

While the company is still relatively young – launching in 2019 – its solutions are already being used by prestige organisations such as engineering giant Mott MacDonald and Cambridge University Library.

It’s the product of over “25 ‘man-years’ worth of research” as Jon puts it, with very exciting implications for business, particularly in the engineering, legal, commercial and developer sectors.

“Our solutions are really useful for large complex organisations with information spread across lots of departments, teams and even individuals. They eliminate the risk of ‘silo working’ and help companies make better datadriven decisions at the right time.

“For example, engineers typically deal with complex information in the form of large product specifications, manuals, customer briefs, contracts or tender opportunities.

“A tender management team may get the chance to bid on a huge building project in, say, Bangladesh…

Earlier this year, iKVA took part in Europe’s first Deeptech demo day hosted by Deeptech Labs. This accelerator programme and venture capitalist fund has been established by Arm, Cambridge Innovation Capital, Martlet Capital, Ewan Kirk and the University of Cambridge for post-Seed, pre-Series A companies looking to develop their prototypes into scalable products and services.

iKVA was one of just six companies invited to join the cohort from 1,910 companies across Europe, with the chance to pitch to an online audience of over 75 investors from 60 investment firms.

Jon says, “It was a privilege to take part in the event. One of the challenges with Deeptech companies like ours is the long incubation phase before we can take a product to market.

We may live in the Digital Age but tracking down the right data can still be incredibly difficult. Cambridgebased AI knowledge management company iKVA has developed quickfire software solutions for complex industry needs, as CEO Jon Horden explains.

“Over the 13-week programme, we had the opportunity to get advice from lots of different industry experts on areas like strategy, sales and product placement, which we would not otherwise have had access to. It was an excellent experience, which has really helped shape our direction.”

As with any company, Jon sees both opportunities and challenges ahead for iKVA.

More people are working remotely, meaning that – ironically - access to knowledge within their companies is getting harder.

“Lots of knowledge and information is now being generated in non-traditional ways. For instance, imagine we’re lawyers having a Zoom call, with lots of decisions made but no minutes taken. This is an opportunity for us because our solutions can access information in any format and make it available to anyone who needs it.

“The challenge – as with any early-stage company lies in funding - as it is getting harder to access in the current economic climate, hence we are looking carefully at funding rounds.”

Such caution is understandable. However, it’s safe to say that iKVA (whose name includes a reference to the Norse God of Wisdom) has pioneered a new era of insight into knowledge sharing and decision making – and their incredible voyage into discovery is just the beginning.

For more information about iKVA and its knowledge management software solutions, visit ikva.ai

iKVA is also hosting two webinars to discuss the technology underpinning their solutions. Registration details are as follows:

September 29: a-voyage-into-discovery-tickets

October 6: vector-searchthe-information-revolution

Our solutions are really useful for large complex organisations with information spread across lots of departments, teams and even individuals. They eliminate the risk of ‘silo working’ and help companies make better data-driven decisions at the right time.

The iKVA team.

FUNDING TO HELP KEEP IN THE

Espresso machine manufacturer 9Barista has been awarded over £11,500 to purchase a collaborative robot (known as a cobot).

The funding, from the ACMI 4.0 (Advanced Capacities in Manufacturing – Industry 4.0) programme, will help 9Barista make more for less and keep manufacturing at their Cambridge premises.

The grant was awarded after the ACMI 4.0 team completed a 12-hour assessment of 9Barista’s operations to see how Industry 4.0 technologies like robotics and automation could improve their performance.

A cobot is a robot intended for use in spaces where humans and robots work in close proximity. 9Barista’s cobot will mean a higher number of their patented espresso machines can be produced at a lower cost, with more customisation for customers.

The cobot (combined with a shift to single-pieceflow manufacturing) is expected to bring several benefits, including:

Developing staff expertise about automation and robotics.

More than 50% reduction in the necessary amount of work-in-progress stock.

More sales thanks to the ability to customise orders.

A five-fold increase in the number of espresso machines currently produced.

80% less finished goods stock will be kept in storage, improving fire safety, reducing the risk of theft, and accidental damage.

Keeping production within the UK, as production cost will be similar to manufacturing their product in the Far East.

Using ACMI 4.0 guidance, the 9Barista team will make changes in their business so the cobot can perform well straight away. This will include changing their workshop layout to make it a seamless part of the production line and providing training so staff can maintain the cobot and potentially find new ways to improve its performance over time.

ACMI 4.0 is a £1.2 million ERDF (European Regional Development Fund) business support programme to help SME manufacturers effectively adopt Industry 4.0 technologies like robotics and automation.

The programme is being delivered by economic development company, Opportunity Peterborough and the Smart Manufacturing Alliance, a sector network covering Cambridgeshire and Peterborough.

This innovation programme includes:

12 hours fully funded expert consultancy: working directly with SME manufacturers to help them identify and adopt the Industry 4.0 technologies that will have the biggest impact on productivity and performance, and ensuring they extract full value.

£300,000 capital grants fund*: each eligible business can apply for capital grants from £2,000£20,000, supporting capital project costs of £5,000 to £50,000. *(40/60 match funding required).

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

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

“Industry 4.0 can seem a daunting prospect for SME manufacturers, but our ACMI 4.0 programme helps break down that decision-making process. Our team can help a business identify which technologies could make the biggest difference to performance, and what else the business needs to consider, like training and data collection, before installing new technologies.”

Will Playford, CEO of 9Barista, added, “The ACMI 4.0 team gave us some excellent suggestions on how we could improve our workflow and performance, and thanks to this grant, we can really ramp up our production!

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

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

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

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

The 9Barista cobot means production cost will be similar to manufacturing their product in the Far East.

WHY IOT IS NOT THE KEY TO UNLOCK SUPPLY CHAIN VALUE

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

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

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

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

Mobile devices are often seen as a potential solution when fixed infrastructure is too expensive or impractical. But they are also expensive, as well as costly to maintain.

So, although they could offer truly remote monitoring, they would have to be retrieved after use – which significantly limits their use.

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

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

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

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

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

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

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

Intelligent data orchestration is then what connects and harmonises the different supply chain systems in a way that allows them to work together.

Think

of it like an orchestra. The musicians do not work directly with one another. Instead, they follow the lead of a conductor.

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

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

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

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

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

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

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

ENTOPY entopy.com

Toby Mills Founder & CEO, Entopy

HOW TO TELL YOUR CUSTOMERS THAT YOU’VE BEEN HACKED

Anthony Green, of cyber security firm FoxTech, explains how to communicate with customers after a cyber attack.

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

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

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

Is it necessary to inform customers?

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

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

This investigation must be carried out quickly and thoroughly by an in-house cyber security expert or a third-party cyber security company.

If personal information of customers and clients has been compromised to the extent that they are identifiable, this must be reported to the Information Commissioner’s Office (ICO) within 72 hours of becoming aware of the breach. This is a legal obligation under UK GDPR and failing to do so can lead to a fine of up to £8.7m or 2% of your global turnover.

Personal information can include:

Name.

Bank account details.

Location data.

Identification numbers e.g. passport or driving licence.

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

Be honest

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

Make sure customers know:

What aspects of their data have been compromised.

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

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

Set up new customer support channels

To deal with high volumes of calls and customer enquiries, organisations may need to set up new customer support channels and information hubs.

For example, when Delta Airlines informed customers of a breach to their personal data in 2018, the company created a new webpage with an overview and timeline of the breach, as well as an FAQs section which pointed customer to communication channels. Delta Airline’s case is seen in the security industry as a great example of how to respond well to a data breach.

Ensure that customers know where they can go for support. Provide the contact details of your data protection officer, or whoever in the organisation is dealing with the effects of the breach.

Provide compensation

Organisations who experience good customer retention after a data breach often provide affected individuals with some form of compensation.

This could mean covering any costs of securing personal information, or providing discounts, free services, or special offers.

Create an open dialogue

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

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

Whether or not an organisation has been the victim of a cyber attack, all companies should develop an Incident Response Plan to ensure they are prepared to respond well to a breach. See the National Cyber Security Centre guidance for creating this document. If there is no in-house cyber security expert, the report should name a third-party cyber security partner who can manage the technical aspect of a breach.

1. It is only necessary to inform customers of a data breach if the compromised information makes then identifiable. ICO’s guidance on personal data breaches: What is personal data? | ICO

2. Delta Airlines Case Study. Radware blog: Delta Air Lines Security Breach: Case Study on How to Respond (radware.com)

FOXTECH foxtrot-technologies.com

Ensure that customers know where they can go for support. Provide the contact details of your data protection officer, or whoever in the organisation is dealing with the effects of the breach.

SAXONAIR: THE GREEN AVIATION REVOLUTION TAKES OFF

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

SaxonAir is a long-term champion of sustainability in UK aviation.

Earlier this year, the Norwich-based company linked up with electric aviation innovators NEBOAir to highlight the glaring gap between existing technology -- which is racing ahead -- and the accompanying infrastructure, which sadly lags far behind. It’s a dichotomy which is keenly felt across multiple industries, from automotive through to energy itself.

Thus, SaxonAir and NEBOAir intend to collaborate with a major 100% renewable energy provider on an industry-first: a sustainably powered aircraft charging network; yet again demonstrating how the East of England - far from being a sleeping economic backwater -- leads the field in national renewables innovation and industry.

The early days

Alex joined SaxonAir in 2013, having run a similar business in Oxfordshire, and worked as an aviation consultant in the UK and abroad. He joined SaxonAir with the primary objective of making the business more efficient, moving away from an aircraft ownership model to management.

Alex explains: “I started my career originally intending to become a pilot, but having obtained my private pilot’s licence, I became more interested in the business aspects and eventually let my licence lapse. It is an immensely challenging industry, but filled with opportunities, and no day is ever the same.”

When the chance came to become CEO at SaxonAir, Alex was more than happy to accept the move to Norfolk. “The opportunity to take an established respected aviation organisation forward was compelling, and with owners who have shared values and principles. I’ve spent time in Norfolk over the years, and always liked the region. The business culture is refreshingly collaborative, and there’s a quiet dynamism that underpins a range of different industry sectors.”

Alex is keen to emphasise that SaxonAir is more than just an aircraft operator, “although that is a significant part of what we do, currently with six jets and six helicopters under our direct control. My role includes the wider group of companies under common ownership (Klyne Aviation), with other aviation businesses, including aircraft charter broking, non-scheduled aircraft and passenger handling, offshore helicopter support, and aviation training. We also own our facility at Norwich Airport, which includes three floors of offices and three hangars which are mainly let out to third parties.”

Green vision

Turning to SaxonAir’s stance on sustainability, Alex says, “We believe we’re in a good position to bridge the gap between what’s possible now and what’s likely to happen in the future.

“There’s a technological revolution going on with new concepts in development, but it will need

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

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

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

The future’s electric

In a bid to kickstart a new era of green aviation infrastructure, SaxonAir has collaborated with NEBOAir, whose innovative small aircraft, the Pipistrel Velis Electro, is the world’s only certified electric aircraft.

Alex adds, “We’ve been surprised at how much innovation is already going on in the region, and NEBOAir are just one of a number of East Anglian aviation organisations working with electric aircraft. NEBOAir are making things happen, and their ambitions for transformative change are infectious.

“The Velis is still the world’s only certified electric aircraft, so the opportunity to work with it is a privilege. As an aircraft operator and service provider we can provide a perspective on how to meet the early challenges of its use in the UK.”

Opportunities and challenges

As with all sectors of industry, aviation faces considerable barriers on the road back to longterm stability, but Alex is very optimistic about the future: “We’re still building back from Covid and Brexit, but our part of the aviation industry has more demand and is better understood by many than it was before the pandemic. Secure, bespoke aircraft travel has an appeal that has seen a significant increase in interest.

“The sustainability challenge is a big one, as aviation seems to be increasingly seen as a villain for a climate crime everyone is guilty of. We must in no way ignore our responsibilities but if this trend isn’t reversed, the industry will decline and only then will there be a realisation of its importance. If we can get to near zero emissions aviation in the next few years, then we can focus back on it as the great enabler that is.”

The skills gap is another challenge that SaxonAir is working on proactively. Earlier this year, it helped offer young people aged 16-25 the chance to build the world’s first collaborative electric aircraft at a free aviation summer school, in partnership with NUNCATS, the International Aviation Academy Norwich, Action Community Enterprises, East Coast College and Vattenfall.

Reflecting on skills solutions, Alex says, “There’s no short-term fix…if we don’t train for the future we will always be reactive. This was inevitable with Brexit, but also the lack of a long-term plan for what we want to be as a country.

“There is so much potential in people that I don’t believe our education system directs or encourages. Closer links with the schools and the workplace would help inspire and direct future careers, as well as shape better training pathways.

“Apprenticeships in particular help focus on the capability and engagement of an individual who will then be receptive to the right kind of applied training; however, they require a commitment and patience that’s hard for under-pressure businesses to sustain.”

Managing change

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

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

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

SAXONAIR saxonair.com

Alex Durand CEO, SaxonAir

The sustainability challenge is a big one, as aviation seems to be increasingly seen as a villain for a climate crime everyone is guilty of.

NEW RESERVOIRS ‘CRITICAL TO FUTURE PROSPERITY’

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

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

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

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

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

Alex Plant, Director of Strategy and Regulation for Anglian Water said: “It’s plain to see when you look out the window right now just how precious water is.

“It’s the lifeblood of the region for our customers, businesses, agriculture and nature. The current situation presents an obvious backdrop as to why projects like this are needed, but the reality is because we’ve known the future promises many more people, but far fewer raindrops, we have been working on these projects for years, as we know how long they take to come to fruition.

“Getting these projects underway now means the chances of our taps running dry are significantly reduced, as well as helping us take a big step forward in protecting the environment by reducing how much we take from elsewhere in the region.

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

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

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

Hannah Stanley-Jones, Head of Future Resources Strategy for Anglian Water, added: “We’re at a very early stage in the planning process and have been carrying out detailed technical work to help identify the best locations for the proposed reservoirs. We plan to share where we have reached with this work in the autumn when we will be launching the first phase of consultation on our proposals.

“Although we’ve recognised the need for and have already been planning these projects for a number of years, they are still at an early stage, as it’s a long and detailed planning process.

“Construction of the new reservoirs could begin by 2030 with the hope that they would start supplying water to customer taps by the mid to late 2030s.”

Daniel Johns, of Water Resources East, said: “Both the Fens and Lincolnshire Reservoirs are critical to the region’s future prosperity and environmental health as the changing climate makes existing water resources less reliable. Eastern England needs to make the most of the rain that does fall in our river catchments, the driest part of the country. That means significantly more water storage is urgently needed.

“What’s particularly exciting about these two reservoir projects is the huge potential for both to deliver much wider benefits for agriculture, for local communities and the regional economy. And there is a real appetite and ambition amongst local partners to make this happen.”

Anglian Water is contacting all landowners and residents who may be impacted by the proposals, and a 10-week public consultation will follow.

More information is available at: anglianwater. co.uk/new-reservoirs.

VISION FOR FIRST-OF-ITSKIND HYDROGEN CLUSTER IN THE EAST OF ENGLAND

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

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

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

realise our decarbonisation goals but create new and exciting jobs for local people.”

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

The East of England has always been a key contributor in delivering the nation’s energy requirements and the integration of hydrogen will only further bolster this position, providing energy flexibility and security.

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

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

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

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

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

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

Andy Holyland, General Manager for Hydrogen East, added: “The East of England has always been a key contributor in delivering the nation’s energy requirements and the integration of hydrogen will only further bolster this position, providing energy flexibility and security.

“Through analysis of local assets and data and continued engagement with local stakeholders, a cluster could identify opportunities whereby concept designs illustrating viability can be produced.

“Supply and demand could be balanced and add real value. In addition, projects will be

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

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

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

HYDROGEN EAST hydrogeneast.uk

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

ENTERPRISE ZONES EXPANSION SIGNALS HUNDREDS OF NEW JOBS

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

Construction is well underway on the Lidl supermarket at the Nacton Road end of Futura Park, a mix of retail, office and industrial premises southeast of Ipswich, while progress is being made on road infrastructure at Gateway 14 in Stowmarket, the Enterprise Zone and Freeport East site.

Since being established by New Anglia Local Enterprise Partnership, the Space to Innovate and Great Yarmouth & Lowestoft Enterprise Zones have boosted 4,934 jobs and supported 216 businesses, while supporting 3,786 jobs in the wider construction sector. In addition, the sites have unlocked 137ha of development land and leveraged £631m of public and private sector capital spending.

Work on Trebor Developments’ scheme at Eastern Gateway starts in October and units will be ready for tenants from summer 2023. Around 350 jobs are expected to be created in Ipswich and the surrounding areas.

Managing Partner, Bob Tattrie, said: “Trebor look forward to starting on site this autumn with our five-unit speculative development of quality and highly sustainable industrial units to meet local occupier demands for new accommodation. This is an exciting scheme which we look forward to delivering, with occupations from summer 2023.”

Sustainable packing company Frugalpac – which made headlines after developing the world’s first paper wine and spirits bottle – opened an 11,000sq ft engineering innovation centre at Futura Park in January 2022.

The innovative firm’s Frugal Bottle has a 94% recyclable paperboard outer, has up to 77% less plastic than a plastic bottle, and has a carbon footprint which is six times lower than a glass

bottle. More than 25 different drinks producers from around the world have now launched wines, spirits and olive oils in its sustainable bottle.

CEO Malcolm Waugh says of the Futura Park Enterprise Zone site: “Its well-connected location provided the space required to enable the next phase of Frugalpac’s growth. Our new facility on Crane Boulevard houses our Frugal Bottle Assembly Machine, which can produce 2.5 million paper bottles a year, and brings together our office and production teams under one roof for the first time.

“Frugalpac’s relocation to Futura Park marks an exciting new chapter as we continue developing and designing our innovative sustainable packaging with the lowest carbon footprint.”

Scottow Enterprise Park is a 600-acre site near Coltishall in Norfolk managed by Hethel Innovation and home to over 110 businesses operating in sectors as diverse as aerospace and food and drink.

Javabean began life as a small coffee roaster in 2016 operating out of a small industrial unit at Rollesby. Three years later it moved to Scottow and soon afterwards it became apparent that opening a coffee shop could be mutually beneficial to Javabean and the Enterprise Zone community.

Covid naturally proved challenging, but in January 2022 new owners Lester and Angela Marshall and Garry Havens took over and Javabean is now making a strong recovery.

“We see a lot more visitors buying food and coffee from the coffee shop and Hethel Innovation is really working hard to build a strong community spirit at Scottow,” says Garry.

“Javabean is investing in new capabilities for the site, such as meeting rooms for hire, an app for online ordering and delivery services, and a new website. Some of these initiatives are being assisted by other businesses in the Enterprise Zone community and we probably wouldn’t have been able to do them quickly without their help.”

To find out about opportunities at the LEP’s Enterprise Zone sites, contact Eunice Edwards at eunice.edwards@newanglia.co.uk

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

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