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Bumblebee, Herbie or Johnny Cab, is film fiction becoming a reality?
It would probably be a bridge too far to think that the Transformers are going to appear on our motorways any time soon. An even further stretch to see a sentient being like Herbie pootle down the high street. However, the automotive industry is changing, and technology advances could create a very different traffic ecosystem in the future. Ultra-connected, ultra-smart With almost every third person in the world owning a smartphone and it’s estimated that “The connected devices universe is expected to rise from current estimates of less than 5 billion to 80 billion by 2025*”. This increase will fast-forward car communications, which in turn will be the platform to build future digital services. Combine this with the evolution of artificial intelligence (AI), with machines being able to think logically and make decisions in real time. Add this technology to four wheels and you’ll find vehicles that can recognise their owners’ voices to optimise their journey, for their own preferences, in real time. Slowly the fiction is becoming more plausible. Automation will be the first step toward growth and will be determined initially by legislation of autonomous vehicles. If, or when, this happens the impact could resonate far and wide. Think now about those jobs that could be completed autonomously, e.g. lorry or taxi drivers could be a thing of the past, and what about the jobs that could be created by the advances in technology, e.g. engineers, consultants, transport modellers, project managers etc? Ultra, ultra-smart On a scale of smart, the evolution of autonomous vehicles could mean that they talk not only to each other, but to smart roads/motorways, parking garages, in fact it could change the face of transport planning and even town planning. Safety is still the primary concern of in-vehicle technology progress, if danger was sensed (e.g. in the form of pedestrians) especially in more densely populated towns and cities, it would need to act fast and slow the car down. The technology could come into its own in biggest town and cities, in terms of car-sharing and e-hailing taxis etc. If the technological advances carry on the same trajectory, they will likely be able to provide the services more efficiently (and more economically) by predicting demand, geographical spikes, down time and even parking availability. Parking is another key area that smarter tech will impact upon. With data accessible for live availability, peer-to-peer parking and the monetisation of available private or public parking could see growth especially if users can not only find spaces but pay for parking on their smartphones. Autonomy is not enough If technology is really going to drive wholescale change, the link between smartphone connectivity and autonomous technologies need to come together. The scenario improves when you see the synergy between the two – the improvements in road safety, the convenience of route planning and parking, the avoidance of congestions – all tailored to individual and community needs. The intelligent transport ecosystem brings with it a wealth of opportunity for individuals and businesses – not only in terms of usability for the future but as a viable career path for those technology minded individuals. We have already started to see growth in the roles available in this sector and as the technology advances, this can only continue. To get on board with this exciting and developing sector, call Ryan Clark on +44(0)1202 888986 or email: rclark@allen-york.com #ITS #intelligenttransportsystems #autonomousvehicles #technology Source: *https://www.intelligenttransport.com/transport-articles/65321/convergence-future-mobility/
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Greening your comms
Shout out for sustainability Okay, let’s put this out there… just because you add “sustainable” to your website, brochure or social media profile, it doesn’t hold much sway if you’re just talking the talk and not actually walking the walk. Whilst it’s ‘fashionable’ currently to be talking up your green credentials there are two important points to be made: You need to live your sustainability values (and not just use it as a tick a box exercise). You should plan your comms strategy around your activities and ensure you’re informing stakeholders and customers (and don’t forget employees) about your sustainability progress. Sustainable Development Goals can be used as the basis for your sustainability planning, so you can see where you fit in/what you can do. Whatever this turns out to be, it needs to be authentic. For the purpose of this blog, we’ll assume point 1 is a given. With respect to point 2, there is no point in relying on a standalone sustainability report to convey your green credentials. A one-off report hidden on your website isn’t going to reach your desired audience or necessarily be easily understood by all. Different messages, on different platforms, would be a better use of time and energy. The most effective way to deliver your “green comms” is based on three principles: Strategy Consistency Repetition Strategy A successful business usually has a strategy, the sustainability strategy should at the very least be an extension of this strategy but preferable an integral part of it. Managing sustainability performance is really no different to planning for long-term financial success – it’s all part of the planning process. These strategies continue to be intertwined, leading to sustainability evolving to become a core part of the strategy driving the business. A 2017 KPMG study states that “Most of the world’s biggest companies now integrate financial and non-financial data in their annual financial reports (78 percent), suggesting they believe CR information is relevant for investors.” This core strategy needs to be highlighted to investors as much as consumers – and the benefits highlighted to both – otherwise the market may remain unconvinced of sustainability’s importance. More enlightened companies, those with effective communications, don’t separate sustainability and financial messages. Sustainability is core to their business strategy and therefore they consistently reflect this in their messaging. Which brings us to point two – Consistency. Consistency You’re committed to reporting your sustainability goals/efforts. Fantastic. But have you thought about what you’re going to label this as? Your products/services undoubtedly have names, for ease of recognition, but what are you calling these sustainability endeavours? Is it Social, Environmental, and Governance? Corporate Responsibility? Citizenship? Different names for the same thing will create confusion. Clarity is key in all comms – this is no different. Keep it simple. Being consistent demonstrates to your target audience that sustainability is a deliberate, well-thought through, central component of your corporate identity (in short, a strategic element of your business). Repetition Once you’ve decided on a consistent name for your activities, use it. Use it again. And again. Marketeers know that you use different touch points to inspire people to purchase goods or services. Sustainability professionals need to take this idea and run with it. Connecting with stakeholders - and customers - across multiple platforms will encourage positive brand association. Why wouldn’t people want to buy from or invest in ethical, responsible businesses promoting sustainability? Our Head of Sustainability Recruitment, Kathryn Pereira, says: "We've seen a significant increase in the number of roles in PR and Communications requiring sustainability knowledge and experience and can only see this skillset becoming increasingly important in the coming months/years". The Global Reporting Initiative has a wealth of information on how to make the most of your sustainability reporting here. One thing’s for sure, in these days where climate crisis is constantly in the news and businesses are being urged to do more, there will be more focus on what you’re doing and more scrutiny from your customers, stakeholders and employees. Sustainable business practices should demonstrate a benefit to your brand and your employer brand. Here’s to shouting out for sustainability. More customers, more investment, better recruitment. Sustainability sells. #sustainability #climatecrisis #environment #communications Source: https://sustainabledevelopment.un.org/?menu=1300 https://www.edie.net/library/The-S-word-edie-green-business-guide-to-communicating-sustainability/6716 https://assets.kpmg/content/dam/kpmg/xx/pdf/2017/10/kpmg-survey-of-corporate-responsibility-reporting-2017.pdf https://www.globalreporting.org/information/sustainability-reporting/Pages/New-reporters.aspx
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Our flying future is looking greener
The International Air Transport Association (IATA), its member airlines and the wider aviation industry are committed to reducing emissions caused by the airline industry. In order to achieve this, the use of Sustainable Aviation Fuels (SAF), has been identified as one of the ways of reaching their goals. SAF are the only low-carbon fuels available to aviation currently so would appear to be the best route forward. Support from Governments to incentivise more production will be essential if the airline industry has any chance of making a demonstrable impact on their climate goals but hopefully things are moving in the right direction. With only one SAF flight in 2008, Virgin Atlantic (B747) were unsurprisingly the early adopters, becoming the first commercial airline to fly on a blend of jet fuel and sustainable aviation fuel on 24th February 2008. Nearly ten years on, in 2017 there were 100,000 flights, and then 1 million flights in 2020. The aviation industry is pushing hard to use sustainable fuels to cut emissions, with their aim of seeing a billion passengers fly on a SAF-blended flight by 2025. What are Sustainable Airline Fuels? They are developed from sustainable oil crops such as jatropha, camelina and algae or from wood and waste biomass. Remarkably, they can reduce the overall carbon footprint by around 80% (over their full lifecycle) as they only use sources that conserve than ecological balance and avoid the depletion of natural resources. Are they as good as traditional jet fuels? Test flights using these sustainable alternatives have been undertaken by more than twenty airlines and have demonstrated technical compliance with conventional jet fuel – however, currently they are more costly to produce (which is potentially one of the biggest barriers to overcome). In order to realise their goals, the IATA propose that they will engage with industry and policy stakeholders and facilitate cooperation and partnership working. Alongside this, they will provide support at national, regional and international level to create the frameworks for the future and promote awareness of the efforts being made by the sector to reduce carbon emissions. It’s great to see the airline industry coming together to tackle this important issue and to work toward their carbon reduction target of a cut of 50% in CO2 by 2050 (compared to 2005). We have seen an increase in Sustainability roles within the airline industry over the past 12 months, which further demonstrates the commitment of the sector to tackle the climate crisis head on. To find out more about the Sustainability roles we are currently hiring for, or to get some help with a hard to fill or technical role you are struggling to fill, please contact Allen & York on +44(0)1202 888986 or email: sustainability@allen-york.com
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Planning on growth? Energy Storage is!
It could be good news for utility-scale storage sites as the Department for Business, Energy and Industrial Strategy (BEIS) announces changes to the planning regulations for projects over 50MW. If passed (the consultation closes 10 December), these projects could proceed without any government approval. Currently, projects over 50MW in England and 350MW in Wales must seek approval via the Nationally Significant Infrastructure Project (NSIP) process however now larger storage projects could receive consent from local planning authorities under the country's Town and Country Planning Act. This change would make it considerably easier for large storage projects to go ahead as it would remove significant time and cost implications. Currently, according to ESN members, NSIP can add around 18 months to three years to projects and costs can escalate massively compared to projects going through the local planning regime. The Solar Trade Association and Renewable Energy Association state the consultation shows the government is “recognising the value that energy storage can bring to the electricity system”. Chris Hewett, chief executive of the Solar Trade Association, said: “This is a promising step forward for enabling energy storage to be connected more swiftly, and giving local communities a stronger voice in determining which developments are right for them. Energy storage is safe, low-impact, and essential for delivering on the UK’s legally binding net zero commitments.” Growing for growth RenewableUK (R-UK) say that battery storage planning applications in the UK have increased massively in the last year, with 50% more companies (450 compared to 300 last year) involved in the sector. R-UK said “The pipeline of storage projects is expected to continue growing and an increasing number of grid-scale battery projects of over 50MWs are expected, after BEIS agreed earlier this year to change planning rules which have, up to now, deterred development at this scale”. The report said that renewables developers are at the forefront of the market and that the UK has a pipeline of over 600MW of compressed air or liquid air storage projects in development. Barnaby Wharton, R-UK director of future electricity systems said: “As we build the net-zero energy system of the future based on renewables, we’re changing the way we manage the entire network, using a wide variety of extraordinarily innovative storage technologies. With the changes to UK planning laws and the growth in applications - alongside major companies entering the market - the industry is growing apace. This should be great news for jobs in the sector and we’re looking forward to a buoyant 2020. Contact: Richard Hawkesford on +44(0)1202 888986 or email: energy@allen-york.com with your role brief or to find your next role. Sources: https://www.energy-storage.news/news/uk-planning-law-changes-could-help-mega-projects-clear-significant-hurdle https://renews.biz/56753/growth-soars-in-uk-energy-storage/
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Will plastic import bans encourage investment in recycling?
If we think about it logically - and the European Environment Agency (EEA) have - bans on plastic imports in the EU must encourage us to handle our own recycling on home turf. With millions of tonnes of waste generated across Europe each year, we should be harnessing the potential of reuse and recycling as the stricter rules on the export of certain waste abroad become more prevalent. The EEA published two briefings as an overview of the role of plastic waste exports in the circular economy and of resource losses from waste management (the latter looking specifically at waste from electrical and electronic equipment, end-of-life batteries, plus textile and plastic waste). A reduction in plastic exports, but not in plastic waste Plastic exports have reduced over the last few years – in 2019 the EU exported c150,000 tonnes of plastic waste per month – compared with c300,000 in 2015/16 (which predominantly ended up in the Far East). But this will have to reduce even further say the EEA with further restrictions on imports by China and more banned plastics added to the UN convention. So, what is going to happen to this waste? The EEA says that nations will need to improve their own capability for handling waste in country, which in the short term will mean more landfill and incineration BUT in the longer term could “trigger investment” into different ways of handling the waste in terms of recycling and plastic waste. This investment could be an excellent way of not only promoting reuse and recycling but could prompt more jobs in the recycling/environment sector and see an increase in the skillsets needed to be more innovative with this waste material. The briefing notes highlights the European strategy for plastics in the circular economy, the EU’s Single Use Plastics Directive, and new, more ambitious targets for plastic recycling included in the EU’s updated waste directives of 2018. Sustainable waste management The EEA also believe the EU is missing a trick in terms of reusing many of the valuable resources currently lost through inefficiency. It’s not only plastic waste we need to think about. There are millions of tonnes of electronic waste too (e.g. old computers, cameras or TVs) and textiles (predominantly clothing) are also regularly thrown away with hardly any recycling due to lack of awareness of where or how to recycle these elements. What next? With annual waste production still on the increase and with no signs of slow down, European countries need to find ways of managing these growing amounts in circular and sustainable ways. The environmental and climate effects, like plastic and microplastics appearing on land, river and oceans or an increase in greenhouse gas emissions worldwide make it a global problem that needs addressing locally. We need to work together to find circular and climate-friendly ways of managing waste in the EU and across borders e.g. by increasing reuse and recycling. Investment in skills (through education) and in jobs in this area is the logical conclusion for ensuring well-being and strengthening the circular economy in Europe. Find out how you can be part of the solution by searching our Environment jobs: https://www.allen-york.com/jobs/environment/ or send your CV to: info@allen-york.com Source: https://www.circularonline.co.uk/news/plastic-import-bans-should-trigger-investment-to-increase-recycling/
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Offsetting emissions & electric visions
When you think EasyJet you might not immediately think leader in the net-zero field and forerunners of electric aircraft but that’s just what the iconic budget airline have announced in November this year. As the first airline to operate net-zero flights, agreeing to offset all emissions from fuel starting on 19 November they will also continue working on rolling out electric aircraft in the future – all with the ultimate aim of decarbonising its flights. EasyJet’s current offsets will be delivered through verified projects accredited by the Gold Standard and Voluntary Carbon Standard (VCS), covering forestry schemes, renewables and community projects. With climate change a global issue, as the world’s first to offset emissions, EasyJet are tackling the problem head on. Their Chief Executive, Johan Lundgren said: “We acknowledge that offsetting is only an interim measure until other technologies become available to radically reduce the carbon emissions of flying, but we want to take action on carbon now. We also need governments to support efforts to decarbonise aviation. In particular, they must reform aviation taxes to incentivise efficient behaviour, fund research and development in new technology and ensure that early movers such as EasyJet are not penalised.” EasyJet will also look to champion carbon capture technologies and sustainable aviation fuels in order to decarbonise its flights and operations. Electric future EasyJet are not only reducing carbon emissions; they’re also working with Airbus on a joint research project to produce hybrid and electric aircraft and with Wright Electric on producing a fully electric plane for short haul flights. “Environmental performance is a top-level priority for Airbus, and we are proud to have EasyJet on board as a partner for our hybrid and electric aircraft research,” said Guillaume Faury, Airbus CEO. “Airbus is committed to meeting aviation’s decarbonisation objectives. By focusing our research efforts on hybrid and electric propulsion technologies, we are doing just that – playing a leading role, alongside our customers, in the development of clean and safe technologies for the sustainable future of our industry.” What could this exciting announcement mean for the industry and the environment? Presumably more jobs in the sector, utilising new skills and technologies as the projects advance. These are electrifying times for the whole airline industry! If you're interested in a new role in renewable energy, get in touch: energy@allen-york.com Sources: https://www.edie.net/news/6/EasyJet-to-offset-all-flight-emissions--pushes-for-electric-aircraft-vision/?utm_content=buffer68ea1&utm_medium=social&utm_source=twitter.com&utm_campaign=buffer https://mediacentre.easyjet.com/story/13481/easyJet-and-Airbus-sign-hybrid-and-electric-aircraft-research-agreement
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Creating a more sustainable supply chain
Consumers increasingly want to buy from brands who ideally are ethical, moral and have good environmental credentials. Add to this the UK’s commitment to net-zero emissions by 2050, Sustainability is a hot topic. So, if that is the direction of travel for most businesses (and their customers), how do they work to ensure their supply chain is as sustainable as it can be? Getting buy in A planned approach is recommended that includes getting stakeholder buy-in by developing a business case. Identifying what the issues are, what the opportunities might be (alongside the risks) will enable you also to think about the support needed to make it happen. A sustainable supply chain can bring benefits to a business and manage your stakeholder’s expectations. From a brand perspective, you can protect and improve your reputation in the market and even differentiate yourself from your competition. On a more fundamental basis, you can minimise the disruption from any environmental, social or economic impacts or even reduce costs or improve your energy and transportation footprint. All of which should resonate well with customers. Having a vision Alongside the plan, you need a vision as to how it is going to work and what your actual objectives are. The vision will give you the foundation on which to build the strategy and make it easier to measure the return on investment. Equally important is to have buy-in from both senior stakeholders and different areas of the business – from sales and marketing to IT and finance – all of whom will play a part in the implementation and longer-term success. Putting a plan in place If you’re going to make your supply chain work, it needs to be efficient. If it’s going to be efficient it needs to be planned. There are digital modelling tools to help identify inefficiencies like being able to minimise office space (overheads) or analysing transport networks (to reduce emissions) and in turn, help create more sustainable supply chains and logistics networks. Businesses should identify the options, analyse the data and be clear about expectations for future change. This should reduce wastage and limit spend so could benefit both the environment and profits. Shared goals If you’re going to look at a sustainable supply chain, it’s good to work with likeminded companies who share the same values as your business. Those who are environmentally sound and have sustainability at the heart of their business. Obviously, you can’t always control this and sometimes businesses find themselves in the position where a supplier has manufactured something unsustainably – in most cases customers wouldn’t hold your business responsible but rather the external supplier. To insure your business against such occurrences, it’s crucial that you choose the right partners in the first place. They’ll need to work at the same level and ensure that expectations and lines of communication are clear. Drawing up a sustainability code of conduct is also effective in ensuring everyone is on the same page. Logistically speaking Logistics can make a huge difference in terms of sustainability, where you have a fleet of large vehicles on the road there is always an increased risk of inefficiency. Optimising the size of the fleet, type of vehicles and geographies of distribution centres all come into play in judging whether economies can be made or environmental impacts reduced - alternatives should be found to operate a slick supply chain and to deliver on the company’s vision and their customers’ expectations. Operating a sustainable supply chain in today’s market should drive customer engagement and lead to business growth - in a sustainable and ethical way. If you're looking for Sustainability professionals or seeking a new role, click here to get in touch today. Source: https://www.businesschief.com/leadership/8344/Five-steps-towards-a-more-sustainable-supply-chain
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Time to (off)shore-up your recruitment strategies
The UK is currently leading the market in terms of offshore wind production, with more installed capacity than any other country in the world and this doesn’t look likely to change. Based on the current predicted pipeline, the offshore wind industry will need around 36,000 employees by 2032 to ensure we keep up with demand. Whilst that may not seem too high a number to achieve, based on a limited labour market and with poor pipeline of school leavers studying the right subjects, this is going to be a challenge. With roles available across development, construction and operation of the offshore wind energy sector and with total power output potentially increasing from 6.4GW (2017) to a massive 35GW by 2032, we need to act now to ensure this continued growth. The majority of growth in power output is expected in the North Sea meaning the East of England, Scotland, Yorkshire & Humber and the North East should see job vacancies increasing – which is great news but what type of roles will this increase of c26,000 jobs consist of and will supply be able to keep up with demand? It’s predicted that Construction & Installation will see an increase of c6,700 with Operations & Maintenance requiring c6,900 new employees. The biggest demand will be for Technicians & Engineers, with c10,200 and the remainder of jobs spread across all areas of the project lifecycle (business, commercial, supply chain etc). With the Crown Estate’s Offshore Wind Leasing1 and Crown Estate Scotland’s ScotWind2 projects moving forwards these numbers could increase. In an already competitive market, and with further investment in Energy and Infrastructure across the board, the demand for this talent will be particularly fierce. With high employment and low unemployment combined with the unknown impact of Brexit on immigration (skilled labour from the EU could decline further) it’s estimated the UK is already short of engineering graduates by c2,000 annually. What’s clear is that there needs to be more focus on the pipeline of candidates who have the skills to work within the industry. With more focus on promotion of a career in Science, Technology, Engineering and Maths (STEM subjects) particularly in the case of females and those of Black, Asian and Minority Ethnic (BAME) descent who are massively under-represented in the sector (only 5% of the power sector’s workforce were from as BAME background in 2015/16 according to the ONS3). More promotion of education, qualifications and skills in the sector and clear career pathways will make it much easier for people to see offshore wind as a viable career choice. To help this shortfall, the Offshore Wind Industry Council has set up an Investment in Talent Group4 to help increase the number of people working in the offshore wind industry in the UK, which includes representatives from companies in the sector and from the UK, Scottish and Welsh governments, as well as trade associations and academic institutions. Overseen by RenewableUK’s chief executive Hugh McNeal, who stated: “The offshore wind industry is working closely with the government to build a modern workforce, creating new opportunities particularly in coastal communities which need them most”, he continued: “To ensure we attract the best people, this sector is stepping up its ambition to create a more diverse workforce in terms of gender and ethnicity”. Demonstrating a commitment to recruiting from the widest pool of talent, “so that we fully reflect what makes the UK such an exciting, innovative and successful place to do business.” And the sector will need all the help it can get as new technology has an impact on employment which may mean a shift in skillset. Artificial Intelligence (AI), robotics and data proliferation will all bring a different dimension to the more traditional skills the market has consumed previously. Other potential difficulties in terms of talent acquisition could be due to the uncertainty or lack of longer-term visibility of projects and therefore organisations reluctant to hire in ahead of the curve. Equally, students may not choose to commit their time to studying for qualifications if they can’t see actual career opportunities and apprenticeships are still limited in the sector. Whilst candidate attraction may not currently be an issue competition is set to be fierce, with everyone trying to source the top talent in the industry. Thankfully the on-shore wind industry isn’t looking like it will grow at the scale of off-shore so there will be the opportunity to look at gaining transferable skills. Engineering, system design, control systems, robotics and AI are all skills similar in other sectors like onshore electricity generation, transmission and distribution, and the offshore oil and gas sector. Oil and gas in particular have seen a number of job losses over the past four years (though this has slowed recently), across several highly skilled roles (geoscientists, mariners, technicians, etc) so could be rich pickings for offshore wind. Equally, 14,000 people leave the armed forces each year – many of whom are engineers and technicians working across electrical, mechanical, communications and marine engineering – so could also be a good potential pipeline of candidates. To meet the predicted employment numbers, talent attraction and skills development will need to engage closely with the right candidates. To keep the UK at the forefront of off-shore wind development and deployment we’ll see more need for skills like leadership, working in confined spaces, working at heights, team working and candidates for roles across Asset Management, Project Management, Engineering (mechanical, electrical, blade and turbine technicians), IT (networking, data security), Science (marine biology, geophysics, hydrography, oceanography) will become ever more important. That’s where ALLEN & YORK can help. Having worked across all areas of the Energy sector for over 26 years, ALLEN & YORK have a pedigree for finding the best candidates in the market – from across the entire candidate pool in the UK and worldwide. We understand the sector and the challenges faced within it so are uniquely placed to partner with organisations looking to hire in this exciting and innovative field. Get in touch, call Richard Hawkesford on +44(0)1202 888986 or email: energy@allen-york.com to find out how we can help you match the right candidates to the right roles. Source material: Skills and Labour Requirements of the UK Offshore Wind Industry 2018 to 2032 (https://www.euskills.co.uk/wp-content/uploads/2018/10/Aura-EU-Skills-UK-Offshore-Wind-Skills-Study-Full-Report-October-2018.pdf) 1https://www.thecrownestate.co.uk/media/3246/20190726-osw-stakeholder-update-july-2019.pdf 2https://renews.biz/54569/scotwind-lease-round-preps-for-lift-off/ 3https://www.ons.gov.uk/employmentandlabourmarket/peopleinwork/employmentandemployeetypes/bulletins/uklabourmarket/march2018#employment 4https://renews.biz/54486/uk-group-to-grow-offshore-talent/
