Last-mile Specialist Acquired

SRT Group, parent company of leading last-mile specialist delivery platform Stuart, announced on Thursday, 30th November 2023, its acquisition by Munich-based private equity holding company Mutares from Geopost.

Founded in Paris in 2015, Stuart has experienced rapid growth in on-demand food and grocery delivery. Generating over EUR 400 million in revenues in 2022, Stuart’s scalable model has been replicated in over 100 cities across Europe to meet rising consumer demand.

Mutares’ expertise presents a pivotal opportunity to further accelerate Stuart’s sustainable delivery offering across sectors by diversifying revenue streams and streamlining its offerings for its customers.

Last-mile Specialist

Mutares brings extensive experience strengthening market-leading platforms across industries. With a clear focus on sustainability and right-sizing operations, this acquisition aims to further cement Stuart’s competitive position for on-demand urban delivery.

“We’re thrilled to start this new chapter with Mutares, driving the future of urban delivery,” said Cornelia Raportaru (pictured), CEO of Stuart. “As leaders in tech-enabled logistics, Stuart and Mutares share an ambition to pragmatically grow our business while remaining committed to serving customers and reducing environmental impact. We look forward to pioneering ever-more innovative delivery solutions.”

Stuart is a tech logistics company for urban delivery, founded in Paris in 2015. Committed to providing logistics for a sustainable world, Stuart connects businesses of all sizes to high-quality independent couriers to offer delivery built on precision, speed, and flexibility. This is powered by logistics technology and operational expertise, allowing global retailers and local businesses to meet their customers’ needs for on-demand, same-day, and next-day delivery. Stuart currently operates millions of deliveries every month across over 100 cities in the UK, France, Spain, Portugal, Poland and Italy.

Last-mile Specialist Acquired

SRT Group, parent company of leading last-mile specialist delivery platform Stuart, announced on Thursday, 30th November 2023, its acquisition by Munich-based private equity holding company Mutares from Geopost.

Founded in Paris in 2015, Stuart has experienced rapid growth in on-demand food and grocery delivery. Generating over EUR 400 million in revenues in 2022, Stuart’s scalable model has been replicated in over 100 cities across Europe to meet rising consumer demand.

Mutares’ expertise presents a pivotal opportunity to further accelerate Stuart’s sustainable delivery offering across sectors by diversifying revenue streams and streamlining its offerings for its customers.

Last-mile Specialist

Mutares brings extensive experience strengthening market-leading platforms across industries. With a clear focus on sustainability and right-sizing operations, this acquisition aims to further cement Stuart’s competitive position for on-demand urban delivery.

“We’re thrilled to start this new chapter with Mutares, driving the future of urban delivery,” said Cornelia Raportaru (pictured), CEO of Stuart. “As leaders in tech-enabled logistics, Stuart and Mutares share an ambition to pragmatically grow our business while remaining committed to serving customers and reducing environmental impact. We look forward to pioneering ever-more innovative delivery solutions.”

Stuart is a tech logistics company for urban delivery, founded in Paris in 2015. Committed to providing logistics for a sustainable world, Stuart connects businesses of all sizes to high-quality independent couriers to offer delivery built on precision, speed, and flexibility. This is powered by logistics technology and operational expertise, allowing global retailers and local businesses to meet their customers’ needs for on-demand, same-day, and next-day delivery. Stuart currently operates millions of deliveries every month across over 100 cities in the UK, France, Spain, Portugal, Poland and Italy.

Peak Season Efficiency with Mobile Label Printing

Peak season is a chaotic and profitable time for the majority of retailers and wider value chain. Websites and ecommerce engines need to be fully functioning, able to accept orders and fulfil deliveries – and warehouses and fulfilment centres need to be ready to meet customers’ delivery needs fast. Alongside this, last mile delivery operators need to ensure they have the right processes and systems in place to ship goods on time. In contrast, instore retail must make sure that its warehouses are operationally capable of picking, packing and sending goods to stores in time for shoppers to buy their products over the festive season.

Therefore, for many retailers, third-party logistics operators, warehouses and last mile shipment providers, organising logistics operations effectively with packaging labelling forms a crucial part of their success through and beyond the peak season. Its value, as part of the process, is understated. Jay Kim, Managing Director BIXOLON Europe GmbH explains the important role of using linerless mobile printers to print labels that can be used to organise warehouse operations, support with last mile delivery, and communicate with consumers.

How mobility is refining warehouse operations

Within many warehouse and fulfilment centres there are often stations placed around the distribution centre where printing takes place. This is because many sites and their operational processes have been designed for stationary label printers. While traditionally effective at printing labels, it means processes were designed around the location of printers – meaning that warehouses and staff duties were created with this in mind. It is not uncommon, for example, to see printing stations that have parcels taken to them by warehouse staff, to have labels printed and stuck onto goods. In many instances, labels printed come with liners too. This is problematic because when the liner is removed from the label – often a backing – it needs to be disposed of correctly in additional bins.

These bins take up a lot of space and liners can end up on the floor by accident, causing health and safety slip hazards. This becomes important to review across the supply chain too. When you consider some ecommerce retailers are shipping hundreds or thousands of goods daily, and many last mile delivery and shipping operators – like DHL, UPS and the Fedex- are responsible for managing and delivering even higher volumes of goods than that.

Another scenario within warehouses and fulfilment centres that is ripe for improvement is shelf labelling. Often, labels on shelves need to be changed quickly within warehouses. Through peak or any important seasonal period this might happen more frequently as products move around the warehouse or label codes or pricing changes. Traditionally, staff would have printed labels at a stationary printing station and then would walk to each appropriate shelf and change the label – a time consuming process. They’d have to first print the labels, then change them and then dispose of the liners. Again, more waste containers are needed and liners often end up on the floor accidently, causing a slip hazard.

Redesigning efficiency and productivity around mobile linerless printing

This is where mobile, linerless printing offers a better solution. Arming staff with mobile devices and mobile linerless printers enables them to travel around warehouses and fulfilment centres freely. They have autonomy to take on more, their roles can be enhanced and they can become more productive – for instance, using this technology has the potential to enable teams to pick, pack and ship more goods more effectively over peak periods. Which is crucial when its often a struggle to recruit and retain extra staff through and beyond this period.

Traditionally, over 10 years ago, mobile printing was perceived as expensive too, but this perception is now long outdated, and times have changed. The tables have turned. Mobile, linerless printing offers cost and efficiency benefits that supersede many stationary printing solutions and processes. This is because the reels of printing paper used contain more paper to print on; and they don’t need to make space for an extra liner that backs onto the label. The paper being used is often more eco-friendly because it has no liner and because it comes from sustainable resources.

Often less paper is used when printing too. Organisations only need to print as much label as they need, to convey the key information that is necessary to have on the label, at the time of printing. This approach replaces the idea of using a traditional, standard sized set of labels, which often sees the printing space on labels not being used optimally. For instance, an oversized label might be used incorrectly to share only a little bit of information and the traditional liners would need to be disposed of properly too – in this case using the precise amount of paper to print on, via a mobile linerless printer, would be less wasteful, more cost effective and more impactful. Especially since the print quality is better and more robust too.

Further, workflows can be redesigned accordingly, and since more can be printed from a roll, there is less waste to throw away when the roll is complete – also, fewer liners can be found on the ground in the warehouse or fulfilment centre causing health and safety problems.

Improving communication with customers during last mile delivery

It’s not only the warehouse and fulfilment centre that stands to gain from mobile linerless printing. The last mile does too. Often, during the final phase of delivery, when parcels are delivered at consumers’ homes they either accept their goods because they are “in”, or they don’t. When someone is not around to receive, sign-for and accept their parcel, often the delivery company leaves a note. Postal and delivery companies regularly do this.

When leaving a note, the delivery person often writes a message on a card to say when they stopped off to deliver the parcel, and it explains to the consumer how they can collect their delivery given they were not around to accept it. This communication process with customers can fail and cause a bad customer experience if the handwriting and information shared on the delivery note is not legible. Often, information presented can be inaccurate too.

To combat this, linerless mobile printers are increasingly being used to improve the customer communication process. A linerless label can be printed and attached to the delivery note, which is then posted through the consumer’s door. A standard set up could be designed to convey all the necessary accurate information to the customer about how they can collect their new parcel. This process can function alongside other customer proof of delivery processes and support them too. Further, since liners are not used with mobile printers, there is no litter and waste, presenting an additional environmental benefit.

Gone are the days when mobile printing was considered expensive and ineffective. We’ve all seen the power of mobile to transform many field service operations – warehouse, logistics, retail and e-commerce teams are not excluded from these wins. Mobile, linerless label printers, when used alongside mobile devices in warehouses, fulfilment centres, and during last-mile deliveries, have the potential to transform operational processes.

It makes you wonder why any retail, ecommerce or warehouse team doesn’t consider exploring its benefits – especially when many organisations are considering how they can improve their costs and operations to save money for themselves and for their customers.

Peak Season Efficiency with Mobile Label Printing

Peak season is a chaotic and profitable time for the majority of retailers and wider value chain. Websites and ecommerce engines need to be fully functioning, able to accept orders and fulfil deliveries – and warehouses and fulfilment centres need to be ready to meet customers’ delivery needs fast. Alongside this, last mile delivery operators need to ensure they have the right processes and systems in place to ship goods on time. In contrast, instore retail must make sure that its warehouses are operationally capable of picking, packing and sending goods to stores in time for shoppers to buy their products over the festive season.

Therefore, for many retailers, third-party logistics operators, warehouses and last mile shipment providers, organising logistics operations effectively with packaging labelling forms a crucial part of their success through and beyond the peak season. Its value, as part of the process, is understated. Jay Kim, Managing Director BIXOLON Europe GmbH explains the important role of using linerless mobile printers to print labels that can be used to organise warehouse operations, support with last mile delivery, and communicate with consumers.

How mobility is refining warehouse operations

Within many warehouse and fulfilment centres there are often stations placed around the distribution centre where printing takes place. This is because many sites and their operational processes have been designed for stationary label printers. While traditionally effective at printing labels, it means processes were designed around the location of printers – meaning that warehouses and staff duties were created with this in mind. It is not uncommon, for example, to see printing stations that have parcels taken to them by warehouse staff, to have labels printed and stuck onto goods. In many instances, labels printed come with liners too. This is problematic because when the liner is removed from the label – often a backing – it needs to be disposed of correctly in additional bins.

These bins take up a lot of space and liners can end up on the floor by accident, causing health and safety slip hazards. This becomes important to review across the supply chain too. When you consider some ecommerce retailers are shipping hundreds or thousands of goods daily, and many last mile delivery and shipping operators – like DHL, UPS and the Fedex- are responsible for managing and delivering even higher volumes of goods than that.

Another scenario within warehouses and fulfilment centres that is ripe for improvement is shelf labelling. Often, labels on shelves need to be changed quickly within warehouses. Through peak or any important seasonal period this might happen more frequently as products move around the warehouse or label codes or pricing changes. Traditionally, staff would have printed labels at a stationary printing station and then would walk to each appropriate shelf and change the label – a time consuming process. They’d have to first print the labels, then change them and then dispose of the liners. Again, more waste containers are needed and liners often end up on the floor accidently, causing a slip hazard.

Redesigning efficiency and productivity around mobile linerless printing

This is where mobile, linerless printing offers a better solution. Arming staff with mobile devices and mobile linerless printers enables them to travel around warehouses and fulfilment centres freely. They have autonomy to take on more, their roles can be enhanced and they can become more productive – for instance, using this technology has the potential to enable teams to pick, pack and ship more goods more effectively over peak periods. Which is crucial when its often a struggle to recruit and retain extra staff through and beyond this period.

Traditionally, over 10 years ago, mobile printing was perceived as expensive too, but this perception is now long outdated, and times have changed. The tables have turned. Mobile, linerless printing offers cost and efficiency benefits that supersede many stationary printing solutions and processes. This is because the reels of printing paper used contain more paper to print on; and they don’t need to make space for an extra liner that backs onto the label. The paper being used is often more eco-friendly because it has no liner and because it comes from sustainable resources.

Often less paper is used when printing too. Organisations only need to print as much label as they need, to convey the key information that is necessary to have on the label, at the time of printing. This approach replaces the idea of using a traditional, standard sized set of labels, which often sees the printing space on labels not being used optimally. For instance, an oversized label might be used incorrectly to share only a little bit of information and the traditional liners would need to be disposed of properly too – in this case using the precise amount of paper to print on, via a mobile linerless printer, would be less wasteful, more cost effective and more impactful. Especially since the print quality is better and more robust too.

Further, workflows can be redesigned accordingly, and since more can be printed from a roll, there is less waste to throw away when the roll is complete – also, fewer liners can be found on the ground in the warehouse or fulfilment centre causing health and safety problems.

Improving communication with customers during last mile delivery

It’s not only the warehouse and fulfilment centre that stands to gain from mobile linerless printing. The last mile does too. Often, during the final phase of delivery, when parcels are delivered at consumers’ homes they either accept their goods because they are “in”, or they don’t. When someone is not around to receive, sign-for and accept their parcel, often the delivery company leaves a note. Postal and delivery companies regularly do this.

When leaving a note, the delivery person often writes a message on a card to say when they stopped off to deliver the parcel, and it explains to the consumer how they can collect their delivery given they were not around to accept it. This communication process with customers can fail and cause a bad customer experience if the handwriting and information shared on the delivery note is not legible. Often, information presented can be inaccurate too.

To combat this, linerless mobile printers are increasingly being used to improve the customer communication process. A linerless label can be printed and attached to the delivery note, which is then posted through the consumer’s door. A standard set up could be designed to convey all the necessary accurate information to the customer about how they can collect their new parcel. This process can function alongside other customer proof of delivery processes and support them too. Further, since liners are not used with mobile printers, there is no litter and waste, presenting an additional environmental benefit.

Gone are the days when mobile printing was considered expensive and ineffective. We’ve all seen the power of mobile to transform many field service operations – warehouse, logistics, retail and e-commerce teams are not excluded from these wins. Mobile, linerless label printers, when used alongside mobile devices in warehouses, fulfilment centres, and during last-mile deliveries, have the potential to transform operational processes.

It makes you wonder why any retail, ecommerce or warehouse team doesn’t consider exploring its benefits – especially when many organisations are considering how they can improve their costs and operations to save money for themselves and for their customers.

Steels Up at Logicor Flagship Development

Logicor, a leading owner, manager and developer of European logistics real estate, has announced that the redevelopment of its flagship UK scheme, Logicor Park Daventry, has reached a construction milestone with groundwork complete and steel frames erected.

Acquired in 2021, Logicor Park Daventry is being redeveloped to create three highly sustainable warehouses in the UK’s ‘Golden Triangle’.

To date, construction steams ahead with 3,500 tonnes of steelwork from the original unit already demolished and recycled, and 45,000m3 of stone already processed for re-use, reducing the site’s environmental impact. Once complete, The 800,000 sq ft site will offer units of varying sizes; c.135,000 sq ft, c.280,000 sq ft and c.385,000 sq ft, with access to two onsite gyms and new amenity spaces.

The site will also include 2.2 acres of woodland with 4,500 new trees, and native species of plants, which will enhance the local biodiversity. Coupled with this, the introduction of solar panels electric vehicle charging points, LED lighting, Air Source Heat Pumps and rainwater harvesting, means the site will target BREEAM Excellent and EPC A.

Steels Up

Charlie Howard, Logicor UK Managing Director, said: “Logicor Park Daventry marks an exciting chapter for our development journey in the UK. With sustainability at the core of this flagship development, we are delighted to offer our existing and potential customers this modern, sustainable warehouse space. The Golden Triangle is within a 4.5-hour drive from almost 90% of the UK population, meaning the new site at Daventry will further enable us to support the flow of trade vital to everyday life. We look forward to welcoming customers next year, helping them to reach more people, more efficiently, while delivering greater sustainable value.”

The site is set to be completed by Q4 2024.

Dashboard Displays Warehouse Data

Logistics providers need to process large quantities of warehouse data every day to control their material flow efficiently. The German Fressnapf Group supplies more than 1,800 branches and regional warehouses in eleven European countries from its central warehouse in Krefeld. This requires efficient, forward-looking warehouse management. That’s why Europe’s market leader in pet supplies places its trust in both the LFS warehouse management system and the Timesquare supply chain control tower by EPG (Ehrhardt Partner Group). The all-in-one dashboard serves as a cockpit for process monitoring, displays all relevant figures and thus helps to ensure greater flexibility during everyday logistics operations. The leading pet supplies provider was the first Timesquare client to introduce the dashboard in its automatic small parts warehouse at its Krefeld central warehouse back in 2018. In the future, user-friendly dashboards will be used in the entire central warehouse and then also gradually introduced in the regional warehouses.

In 2015, Fressnapf decided to replace its manual small parts warehouse with an automatic one with three aisles and storage spaces for around 80,000 containers. This was due to an increase in customer demand for toys, pet food, dog clothing, care products and other pet accessories. A forwarding system handles picking, carrying the boxes to different picking stations automatically once an order has been placed. In addition to the currently eighteen pick-by-light stations, there are also two pick-to-tote stations. This automatic small parts warehouse is currently being expanded.

Timesquare reduces costs and minimises risks

As its order volumes increased, Fressnapf was finding it increasing more time-consuming to obtain maximum transparency for material flows. “We had to compile the current figures from different menus by hand and analyse them individually. That not only took considerable time; it was also prone to errors,” states Larissa Strippel, Project Manager for Logistics Systems at Fressnapf. Timesquare provides an overview of all relevant key figures. The central dashboard delivers forecasts, status reports, and, importantly, reliable data on the individual warehouse processes in real time. In this way, the control centre receives a continually updated overview and can intervene in picking faster if necessary. “Timesquare enables us to monitor our processes and KPIs in logistics in real time. As a result, we receive active support for everyday logistics operations, create transparency and save time and costs considerably,” explains Strippel. This big data solution enables Fressnapf to reduce costs, minimise risks and increase productivity based on targeted analyses. Timesquare provides information on the order status and commissioning automatically and presents it in a transparent format.

Picking aisles in small parts warehouse feature dashboards

The retail chain started with a dashboard to control material flows in its small parts warehouse control centre back in 2018. The picking aisles in the central warehouse are now also equipped with a control tower. As a result, Fressnapf increases employee autonomy and efficacy significantly since employees can now immediately see which picking point needs them the most. This eliminates unnecessary walking distances and detours. As the dashboard is hosted online, new users and other departments can be easily added at any time.

Timesquare encompasses everything from incoming goods and monitoring various logistics areas through to transport systems, loading gates and shipment. The clearly organised dashboards can be custom-configured to meet the users’ specific needs. Fressnapf has been using the EPG LFS warehouse management system for more than ten years now. It also benefits from the LYDIA Voice pick-by-voice solution, the WCS warehouse control system, the TMS transportation management system, and the WFM workforce management system, which was developed in a joint project between EPG and Fressnapf. The different software solutions can be easily connected to Timesquare thanks to the close integration between the control tower and the EPG ONE suite. The control tower has been further developed in close cooperation with Fressnapf on a continuous basis. This is also why warehouse management has progressed from a static solution to a dynamic one.

Third-party software in new shuttle warehouse can also be integrated

The pet supplies specialist is currently expanding its small parts warehouse. Shipping is also being upgraded to include an efficient shuttle warehouse system. Controlled by a third-party software, the new shuttle warehouse is where the completed shipment boxes are buffered, sequenced and then automatically palletised. This warehouse will also be connected to Timesquare. “At the moment, we are still working with individual shipment conveyors. Our employees have to lift the boxes physically, place them on their intended pallets and then secure the shipment by hand. We’ll make this work step easier by automating the shipment area significantly, thus alleviating our employees. Timesquare will allow them to organise their work themselves and keep track of their successes,” affirms Strippel. In a next step, Fressnapf will be incorporating incoming goods, technical incident handling and the large parts warehouse. A third-party material flow computer is also being integrated into the new shuttle warehouse.

Dashboard Displays Warehouse Data

Logistics providers need to process large quantities of warehouse data every day to control their material flow efficiently. The German Fressnapf Group supplies more than 1,800 branches and regional warehouses in eleven European countries from its central warehouse in Krefeld. This requires efficient, forward-looking warehouse management. That’s why Europe’s market leader in pet supplies places its trust in both the LFS warehouse management system and the Timesquare supply chain control tower by EPG (Ehrhardt Partner Group). The all-in-one dashboard serves as a cockpit for process monitoring, displays all relevant figures and thus helps to ensure greater flexibility during everyday logistics operations. The leading pet supplies provider was the first Timesquare client to introduce the dashboard in its automatic small parts warehouse at its Krefeld central warehouse back in 2018. In the future, user-friendly dashboards will be used in the entire central warehouse and then also gradually introduced in the regional warehouses.

In 2015, Fressnapf decided to replace its manual small parts warehouse with an automatic one with three aisles and storage spaces for around 80,000 containers. This was due to an increase in customer demand for toys, pet food, dog clothing, care products and other pet accessories. A forwarding system handles picking, carrying the boxes to different picking stations automatically once an order has been placed. In addition to the currently eighteen pick-by-light stations, there are also two pick-to-tote stations. This automatic small parts warehouse is currently being expanded.

Timesquare reduces costs and minimises risks

As its order volumes increased, Fressnapf was finding it increasing more time-consuming to obtain maximum transparency for material flows. “We had to compile the current figures from different menus by hand and analyse them individually. That not only took considerable time; it was also prone to errors,” states Larissa Strippel, Project Manager for Logistics Systems at Fressnapf. Timesquare provides an overview of all relevant key figures. The central dashboard delivers forecasts, status reports, and, importantly, reliable data on the individual warehouse processes in real time. In this way, the control centre receives a continually updated overview and can intervene in picking faster if necessary. “Timesquare enables us to monitor our processes and KPIs in logistics in real time. As a result, we receive active support for everyday logistics operations, create transparency and save time and costs considerably,” explains Strippel. This big data solution enables Fressnapf to reduce costs, minimise risks and increase productivity based on targeted analyses. Timesquare provides information on the order status and commissioning automatically and presents it in a transparent format.

Picking aisles in small parts warehouse feature dashboards

The retail chain started with a dashboard to control material flows in its small parts warehouse control centre back in 2018. The picking aisles in the central warehouse are now also equipped with a control tower. As a result, Fressnapf increases employee autonomy and efficacy significantly since employees can now immediately see which picking point needs them the most. This eliminates unnecessary walking distances and detours. As the dashboard is hosted online, new users and other departments can be easily added at any time.

Timesquare encompasses everything from incoming goods and monitoring various logistics areas through to transport systems, loading gates and shipment. The clearly organised dashboards can be custom-configured to meet the users’ specific needs. Fressnapf has been using the EPG LFS warehouse management system for more than ten years now. It also benefits from the LYDIA Voice pick-by-voice solution, the WCS warehouse control system, the TMS transportation management system, and the WFM workforce management system, which was developed in a joint project between EPG and Fressnapf. The different software solutions can be easily connected to Timesquare thanks to the close integration between the control tower and the EPG ONE suite. The control tower has been further developed in close cooperation with Fressnapf on a continuous basis. This is also why warehouse management has progressed from a static solution to a dynamic one.

Third-party software in new shuttle warehouse can also be integrated

The pet supplies specialist is currently expanding its small parts warehouse. Shipping is also being upgraded to include an efficient shuttle warehouse system. Controlled by a third-party software, the new shuttle warehouse is where the completed shipment boxes are buffered, sequenced and then automatically palletised. This warehouse will also be connected to Timesquare. “At the moment, we are still working with individual shipment conveyors. Our employees have to lift the boxes physically, place them on their intended pallets and then secure the shipment by hand. We’ll make this work step easier by automating the shipment area significantly, thus alleviating our employees. Timesquare will allow them to organise their work themselves and keep track of their successes,” affirms Strippel. In a next step, Fressnapf will be incorporating incoming goods, technical incident handling and the large parts warehouse. A third-party material flow computer is also being integrated into the new shuttle warehouse.

Small Businesses Thrive at Logistics Park

SEGRO has welcomed three new customers to its logistics park in Rainham, as it continues to meet strong demand for well-located and modern industrial space in East London. The businesses will be located in the development’s Enterprise Quarter which provides industrial space designed to enable small businesses to thrive and grow.

Star Batteries, a newly formed business that provides high quality power units to the automotive industry, has agreed a lease for a 1,115 sq ft unit. The new unit will enable the company to service the East London market. GER Construction, a UK specialist contractor offering mastic sealant and fireproofing services across all construction markets, has also completed a new lease. The 1,119 sq ft. space will be used for the storage of materials and the operation of a trade counter.

Another customer taking space at the Enterprise Quarter is City Removals, a family-run domestic and commercial removal company, which handles business relocations and provides a comprehensive range of storage and packing solutions. It will be using its new 1,639 sq ft unit for storage purposes. Meanwhile, an existing customer, The Goodness Baker, has recently grown at the Enterprise Quarter. The pastry and cakes company currently occupies two units at the Innovation Business Centre, and is taking a third unit. The new space, measuring 3,732 sq ft, which will be used to bake bread products, exemplifies SEGRO’s role as a facilitator for growth.

In line with the company’s Responsible SEGRO commitment to supporting local businesses and communities, SEGRO Park Rainham is part of the company’s East Plus regeneration scheme – a partnership with the Greater London Authority, which will deliver 1.4 million sq ft of modern industrial space, spanning Havering, Newham and Barking & Dagenham and breathing life into previously derelict land.

Colin Chambers, Company Director, at Star Batteries, said: “We are very pleased with our new facility at SEGRO Park Rainham Enterprise Quarter. The ideal location and excellent onsite facilities, coupled with the flexible leases, will provide the right environment for us to grow our business.”

Logistics Park

Bonnie Minshull, Head of London at SEGRO, said: “The Enterprise Quarter at SEGRO Park Rainham is a fantastic base for start-ups and small businesses looking for modern, high-quality facilities that offer wonderful amenities and great customer service to support their growth. A key objective of SEGRO Park Rainham is to provide a variety of different types and sizes of space that are suitable for a range of local businesses. We are proud of the thriving community of business owners and entrepreneurs that is being established at the Enterprise Quarter and look forward to seeing many more success stories in the future.”

SEGRO Park Rainham’s Enterprise Quarter is aimed at start-ups, as it offers flexible leases, additional support services and access to amenities to aid growth. With a range of units and lease options, it also provides customers the option to take up more space as their businesses grow. Split between two developments, Innovation Business Centre, tailored to meet the needs of start-ups, and Enterprise Business Centre, a space that offers slightly larger units for growing SMEs, it offers modern, flexible business, warehouse and industrial space from 549 sq ft to 3,732 sq ft.

Shipping CEOs to Accelerate Maritime Decarbonization

The CEOs of leading global shipping lines have issued a joint declaration at COP 28 calling for an end date for fossil-only powered newbuilds and urging the International Maritime Organization (IMO), the global regulator, to create the regulatory conditions to accelerate the transition to green fuels and maritime decarbonization.

Global temperatures are breaching critical levels, creating more frequent and devasting results. Therefore the importance of shipping achieving IMO’s 2030, 2040, and net-zero 2050 greenhouse gas (GHG) targets is very clear. The only realistic way to meet those targets for an industry that accounts for 2-3% of global GHG emissions is to transition from fossil to green fuels at scale and at pace.

Being at the forefront of introducing lower greenhouse gas (GHG) emission ships underscores the CEOs’ commitment to the IMO GHG reduction objectives for 2030, 2040, and 2050. As frontrunners, the CEOs are convinced that even closer collaboration with IMO regulators will produce the effective and concrete policy measures needed to underpin the investment within maritime shipping and its ancillary industries that will enable decarbonisation to occur at the pace required.

Their joint declaration calls for the establishment of four regulatory ‘cornerstones’:

An end date for new building of fossil fuel-only vessels and a clear GHG Intensity Standard timeline to inspire investment confidence, both for new ships and the fuel supply infrastructure needed to accelerate the energy transition.

An effective GHG pricing mechanism to make green fuel competitive with black fuel during the transition phase when both are used. This can be done by distributing the premium for the green fuels across all the fossil fuel used. With low initial volumes of green fuels any inflationary effects are minimised. The mechanism must also feature an increasing regulatory incentive to achieve deeper emissions reductions. Furthermore, beyond covering the ‘green balance fee’, revenue generated by the mechanism should go to an RD&D fund and to investments in developing countries to ensure a just transition that leaves no one behind.

A vessel pooling option for GHG regulatory compliance where the performance of a group of vessels could count instead of only that of individual ships, ensuring investments are made where they achieve the greatest GHG reduction and thereby accelerating decarbonisation across the global fleet.

A Well-to-Wake or lifecycle GHG regulatory basis to align investment decisions with climate interests and mitigate the risk of stranded assets.
In a unprecedent action, major players of the shipping industry express their shared conviction that regulation can play a key role in mitigating the cost of the green transition as well as the risk of extreme weather events. Given the cost of climate change is far greater than the cost of the green transition they look forward to being joined by other companies.

Rodolphe Saadé, Chairman and Chief Executive Officer of the CMA CGM Group, said, “Climate change is a general concern not a matter of competition. The CMA CGM Group is extremely pleased to join this unique Coalition, which brings together leading shipping companies to urge to the adoption of the upper targets of the IMO trajectory. This sets an ambitious milestone for the decarbonization of our industry. By collaborating with others, we each take a new step in our energy transition, while ensuring a collective level playing field and access to greener fuels for the industry.

“This new commitment is fully in line with the CMA CGM Group’s ambition to be Net Zero by 2050. We have already invested close to $15 billion in decarbonizing our fleet, which will enable us to have almost 120 vessels capable of being powered by decarbonized fuels by 2028. Pioneer in LNG as a transition energy, our Group has also launched several large industrial partnerships to diversify our sourcing with even more decarbonized fuels. In 2023, the CMA CGM Group will reduce its CO2 emissions by around -1 million tons.

“Alongside the members of this coalition and all those who will join us afterwards, the CMA CGM Group pursues its decarbonization journey and renews its commitment to a shared and sustainable future.”

Vincent Clerc, Chief Executive Officer of A.P. Moller – Maersk, said, “A.P. Moller – Maersk wants to accelerate the green transition in shipping and logistics and a crucial next step is to introduce regulatory conditions which ensure that we create the most greenhouse gas emission reductions per invested dollar. This includes an efficient pricing mechanism to close the gap between fossil and green fuels and ensuring that the green choice is easier to make for our customers and consumers globally. The momentum for green fuel is building and we are pleased to see strong partnerships across the industry as we continue our joint efforts of making decarbonisation in shipping successful.”

Rolf Habben Jansen, Chief Executive Officer of Hapag-Lloyd, commented, “Our collective responsibility for a sustainable future and clean practices is paramount. At Hapag-Lloyd, we reaffirm our commitment to advance the decarbonization of the maritime industry and strive to be at the forefront of the energy transition. We believe that a regulatory framework and clear targets are crucial to accelerating the introduction of alternative fuels and reducing our carbon footprint. This commitment is in line with Hapag-Lloyd‘s goal of achieving a net-zero carbon fleet by 2045 and reflects our industry’s unwavering commitment to environmental responsibility.”

Soren Toft, Chief Executive Officer of MSC Mediterranean Shipping Company, added, “Shipping is at the forefront of technological innovation when it comes to decarbonization and at MSC our fleet renewal strategy includes 100 dual fuel vessels. We are proud to be part of this unprecedented collaboration with our peers and it is only right that together we follow this path towards net zero that we must achieve by 2050. The support of Governments across the world will be an essential element to reach our common goal and among those efforts we want to see an end to delivery of ships that can only run on fossil fuels. MSC has fully supported and committed to net decarbonization by 2050 but without the full support from other stakeholders particularly energy providers it will be extremely difficult to meet those objectives – no one can do this alone. Today it feels like we are one step closer in this regard, but concrete supply of alternative fuels and globally recognised GHG pricing are essential to achieve our goals.”

Lasse Kristoffersen, President and Chief Executive Officer of Wallenius Wilhelmsen, said, “At Wallenius Wilhelmsen we have decided to be a shaper of the journey to net-zero and focus our investments in supporting this ambition. Our customers want to partner with us on the voyage. Now, we need a global regulatory framework matching this ambition to drive the investments needed at a global scale.”

Shipping CEOs to Accelerate Maritime Decarbonization

The CEOs of leading global shipping lines have issued a joint declaration at COP 28 calling for an end date for fossil-only powered newbuilds and urging the International Maritime Organization (IMO), the global regulator, to create the regulatory conditions to accelerate the transition to green fuels and maritime decarbonization.

Global temperatures are breaching critical levels, creating more frequent and devasting results. Therefore the importance of shipping achieving IMO’s 2030, 2040, and net-zero 2050 greenhouse gas (GHG) targets is very clear. The only realistic way to meet those targets for an industry that accounts for 2-3% of global GHG emissions is to transition from fossil to green fuels at scale and at pace.

Being at the forefront of introducing lower greenhouse gas (GHG) emission ships underscores the CEOs’ commitment to the IMO GHG reduction objectives for 2030, 2040, and 2050. As frontrunners, the CEOs are convinced that even closer collaboration with IMO regulators will produce the effective and concrete policy measures needed to underpin the investment within maritime shipping and its ancillary industries that will enable decarbonisation to occur at the pace required.

Their joint declaration calls for the establishment of four regulatory ‘cornerstones’:

An end date for new building of fossil fuel-only vessels and a clear GHG Intensity Standard timeline to inspire investment confidence, both for new ships and the fuel supply infrastructure needed to accelerate the energy transition.

An effective GHG pricing mechanism to make green fuel competitive with black fuel during the transition phase when both are used. This can be done by distributing the premium for the green fuels across all the fossil fuel used. With low initial volumes of green fuels any inflationary effects are minimised. The mechanism must also feature an increasing regulatory incentive to achieve deeper emissions reductions. Furthermore, beyond covering the ‘green balance fee’, revenue generated by the mechanism should go to an RD&D fund and to investments in developing countries to ensure a just transition that leaves no one behind.

A vessel pooling option for GHG regulatory compliance where the performance of a group of vessels could count instead of only that of individual ships, ensuring investments are made where they achieve the greatest GHG reduction and thereby accelerating decarbonisation across the global fleet.

A Well-to-Wake or lifecycle GHG regulatory basis to align investment decisions with climate interests and mitigate the risk of stranded assets.
In a unprecedent action, major players of the shipping industry express their shared conviction that regulation can play a key role in mitigating the cost of the green transition as well as the risk of extreme weather events. Given the cost of climate change is far greater than the cost of the green transition they look forward to being joined by other companies.

Rodolphe Saadé, Chairman and Chief Executive Officer of the CMA CGM Group, said, “Climate change is a general concern not a matter of competition. The CMA CGM Group is extremely pleased to join this unique Coalition, which brings together leading shipping companies to urge to the adoption of the upper targets of the IMO trajectory. This sets an ambitious milestone for the decarbonization of our industry. By collaborating with others, we each take a new step in our energy transition, while ensuring a collective level playing field and access to greener fuels for the industry.

“This new commitment is fully in line with the CMA CGM Group’s ambition to be Net Zero by 2050. We have already invested close to $15 billion in decarbonizing our fleet, which will enable us to have almost 120 vessels capable of being powered by decarbonized fuels by 2028. Pioneer in LNG as a transition energy, our Group has also launched several large industrial partnerships to diversify our sourcing with even more decarbonized fuels. In 2023, the CMA CGM Group will reduce its CO2 emissions by around -1 million tons.

“Alongside the members of this coalition and all those who will join us afterwards, the CMA CGM Group pursues its decarbonization journey and renews its commitment to a shared and sustainable future.”

Vincent Clerc, Chief Executive Officer of A.P. Moller – Maersk, said, “A.P. Moller – Maersk wants to accelerate the green transition in shipping and logistics and a crucial next step is to introduce regulatory conditions which ensure that we create the most greenhouse gas emission reductions per invested dollar. This includes an efficient pricing mechanism to close the gap between fossil and green fuels and ensuring that the green choice is easier to make for our customers and consumers globally. The momentum for green fuel is building and we are pleased to see strong partnerships across the industry as we continue our joint efforts of making decarbonisation in shipping successful.”

Rolf Habben Jansen, Chief Executive Officer of Hapag-Lloyd, commented, “Our collective responsibility for a sustainable future and clean practices is paramount. At Hapag-Lloyd, we reaffirm our commitment to advance the decarbonization of the maritime industry and strive to be at the forefront of the energy transition. We believe that a regulatory framework and clear targets are crucial to accelerating the introduction of alternative fuels and reducing our carbon footprint. This commitment is in line with Hapag-Lloyd‘s goal of achieving a net-zero carbon fleet by 2045 and reflects our industry’s unwavering commitment to environmental responsibility.”

Soren Toft, Chief Executive Officer of MSC Mediterranean Shipping Company, added, “Shipping is at the forefront of technological innovation when it comes to decarbonization and at MSC our fleet renewal strategy includes 100 dual fuel vessels. We are proud to be part of this unprecedented collaboration with our peers and it is only right that together we follow this path towards net zero that we must achieve by 2050. The support of Governments across the world will be an essential element to reach our common goal and among those efforts we want to see an end to delivery of ships that can only run on fossil fuels. MSC has fully supported and committed to net decarbonization by 2050 but without the full support from other stakeholders particularly energy providers it will be extremely difficult to meet those objectives – no one can do this alone. Today it feels like we are one step closer in this regard, but concrete supply of alternative fuels and globally recognised GHG pricing are essential to achieve our goals.”

Lasse Kristoffersen, President and Chief Executive Officer of Wallenius Wilhelmsen, said, “At Wallenius Wilhelmsen we have decided to be a shaper of the journey to net-zero and focus our investments in supporting this ambition. Our customers want to partner with us on the voyage. Now, we need a global regulatory framework matching this ambition to drive the investments needed at a global scale.”

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