Best Practice Issue 701

Issue 701 | May 2026 | 07483 935397 | www.bestpracticeuk.co.uk

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Revitcus

see them on page..... 4-5

Ignite Communications

see them on page..........9

Glamox

see them on page........ 13

bpi

see them on page........ 19

IT Enterprise Business Solutions

Changes in Logistics:

A number of logistics managers must have

been experiencing a sense of déjà vu in the last

few weeks as the onset of the Iran War seems to

be bringing back memories of Covid days. Both

events are not necessarily unprecedented but

they are unpredictable. They have happened

before but you never know when they are going

to hit again or in what form.

History repeats itself:

A pandemic has always been present

throughout human history (Black Death,

Spanish flu) but never have global supply

chains been so intertwined. So when shipping,

trains, and lorries are all affected by one event,

then everything just stops. What was even

more alarming was the clogging of ports

being backed up with capacity maxed out and

administrative backlogs causing additional

delays. With the Iran War, it is different as it's the

restriction of raw materials for transport routes

that is impacted for the foreseeable future. This

has an immediate supply and demand effect

as it causes inflation due to added carriage

costs on all physical goods from food to games

consoles. If the current situation continues, it

could lead to shortages and certain materials

becoming unavailable. This, of course, throws

the forecasts of any self-respecting supply

manager out the window. So how do you plan

for the unknowns with so many variables?

Use of Software:

In my world of algorithms and packages, we

encourage a logical, formulaic approach to

stock projection (https://it-ebs.co.uk/news/

inventory-control-how-to-predict-futuredemand/).

Our ideal is optimum stock levels

with just-in-time stock measures across the

range. You input your minimum order levels per

product to a preferred supplier, sales deplete

those levels until they hit the trigger, a purchase

order is raised for the quantity level, allowing

for safety time (2 weeks delivery). So you always

have stock to meet demand. Just-in-time stock

has been the mantra for decades (https://it-ebs.

co.uk/news/how-to-get-just-in-time-deliveriesfor-inventory-part-2/)

as too much stock drives

accountants mad since it ties up your cash

in non-moving products, and running out

drives your sales team crazy because you can't

sell stock when you don't have any. It's also

devastating for customer loyalty as they start

buying from competitors. This scenario only

works if you operate within known parameters.

When these go out of whack, then everything

goes out the window, and the old guy who is a

hoarder who kept lots of stock for everything

may actually benefit in this scenario. It's hard to

hedge an opportunity if you are always playing

it conservative.

What about AI?

Yes, this certainly will affect the way we work in

ways we have not yet imagined. And yet there

is a lot of hype and buzz that goes along with

advances in technology (https://www.ibm.com/

think/topics/artificial-intelligence) . Remember

when everyone was buying property in the

“Metaverse” and virtual reality visors? None

of this seems to have fulfilled its promises.

Certainly, AI seems to be a cut above, but it

still needs to be seen with a healthy dose of

skepticism.

Certainly, Chat GTP and others, will elevate

some of the mundane reports and emails

that are the bane of working life, but from a

programming perspective, it’s no great shakes.

All it is, is a collection of spelling and grammar

rules (think spell check in Word), combined

with a massive library of content full of topics,

then passed through a randomizer. As human

knowledge grows and is added to the library,

the algorithm will continue to create original

content. But if you choose a topic, particularly

relating to an unknown event, especially

concerning the future, then the program

has limited information upon which to draw

conclusions.

Combining objective and subjective

information:

Since 2008, I have been fascinated with the

prospect of the unknown. There have been so

many events and disasters in the 21st century

that the 20th century seems quite predictable.

Much of the work by Nassim Taleb, who wrote

“The Black Swan” (Europeans thought all

swans were white until they came to Australia)

certainly puts human hubris in its place as fate

lays plans to waste. Logic has its limits when

it comes to future unknowns, so there needs

to be a line drawn between suggestions from

software and human gut feel, even though both

instruments are imperfect.

Examples from Air France:

When I was studying cybersecurity, the example

they used to highlight the limits of automation

was from an Air France incident.

All flights these days are on autopilot between

destinations, and pilots are only required for

takeoff and landing. That was fine until, in one

incident, all four engines stalled mid-flight. In

panic, the pilot instinctively pulled the joystick

towards himself in an attempt to lift the nose

away from the ground. What happened was

the plane rose up, then slid back into the

ground. Everyone died. In the old days, pilots

were trained to push the joystick away from

themselves, towards the ground, and allow

the headwinds to lift the plane naturally. The

movement is counterintuitive, but all pilots were

trained in this until automation removed that

need. The real danger arises when a human

being loses oversight of what the automation is

doing then the skills to deal with unpredictable

situations. It is when he find fine line between

automation and when the pilot takes over to

apply human judgement that we will make the

best use of this new tool of AI and that process

can only be achieved through trial and error.

About the Author:

Malcolm Ford has been worked as a Business

Systems Analyst for over 15 years advising

companies on digital transformation across the

UK, Europe and the US. He has exposure to the

food industry, manufacturing, warehousing,

clothing, retail and agricultural sectors.

For further information see our website at

https://it-ebs.co.uk/

Contents

Industrial

Company Of Choice

Industry

Consultancy

Company To Watch

Warehouse

Material Handling

CNC Grinding

Engineering &

Manufacturing

Deep Hole Drilling

Training

Energy

Business Services

Warehouse

Robots &

Automation

Classifieds

Logistics

Contact

Publication Management

Thomas Reilly

Sales Manager

T 07539 070158

sales@bestpracticeuk.co.uk

Production

Robert Sharp

Production Manager

production@businessandindustrytoday.co.uk

Accounts

Paul Whitaker

Accounts Manager

T 0121 824 4742

accounts@bestpracticeuk.co.uk

Editorial

Gina Burton

Editor

gina@freshmedia-uk.co.uk

3

4-5

6-7

8-10

11

12

13

14

15

16

17

18

19

20

21

22-23

24

Editor’s Notes

Gina Burton

Editor

Welcome to our May issue, where we dive

into the latest advancements, practical

insights, and groundbreaking innovations

shaping the key sectors of UK industry.

With rising costs and tightening sustainability

targets, reducing plastic use is no longer optional, it’s a competitive

advantage. On page 3, we feature and article that explores how

Lock N Pop pallet stabilisation helps businesses cut plastic wrap,

lower costs under the Plastic Packaging Tax, and improve load

stability. Offering a practical, eco-friendly alternative, it’s essential

reading for manufacturers focused on efficiency and compliance.

Revitcus Consulting strips business continuity back to what really

matters: practical, usable resilience for real-world operations.

On page 5, we feature an article that highlights how the firm

helps SMEs and start-ups move beyond theory, building robust,

commercially aware continuity plans grounded in experience.

With rising cyber risk and cost pressures, it’s essential reading for

organisations serious about surviving disruption and strengthening

long-term stability.

Employee ownership is more than a financial model; it’s a cultural

shift that gives employees a real stake and a real voice in how

businesses are run. On page 19, we feature an article that explores

how shared ownership can boost engagement, performance and

retention, while driving innovation from within. It also introduces

the “Whoosh Effect,” where involvement creates momentum,

confidence and stronger organisational outcomes.

Have any news to share?

Email: sales@bestpracticeuk.co.uk

On the Cover

A number of logistics

managers must have been

experiencing a sense of déjà

vu in the last few weeks as the

onset of the Iran War seems

to be bringing back memories

of Covid days. Both events are

not necessarily unprecedented

but they are unpredictable.

They have happened before

but you never know when they

are going to hit again or in

what form.

Download our iOS app here

www.bestpracticeuk.co.uk

May 2026 | Issue 701

The entire content of this publication is advertorial based. To place an advertorial or an advert, please call 0121 824 4744.

Industrial

Beat the new plastic tax: Reduce plastic and

lower costs with Lock N Pop pallet stabilisation

Gransden UK, formally known as Lock N Pop

UK Ltd, is the sole UK and Ireland distributor

of the Lock N Pop pallet stabilisation

systems, primarily known for reducing

plastic pallet wrap and enhancing pallet

stabilisation. The UK based company has

been supplying the Lock N Pop solution to

customers across the industrial and food

and beverage applications for over 25 years.

Director, Duncan Potter, said, “We specialise

in the Lock N Pop technology which is

a water-based cohesive used for pallet

stabilisation, applied on the production

line prior to goods palletisation. We provide

everything: machines, cohesive and fullservice

support, with service engineers

stationed around the country.”

“We are always interested in talking to

customers using robotic or automatic

layer palletisation at the end of production

processes. Our solution works well with

boxes, shrink wrap packs or sacks. We

specialise in all products but have seen a

real increase in the last 18 months from

customers palletising bagged products,

often animal feed, chemical or industrial

products such as cement bags.”

With the UK Government’s 2050 net-zero

targets and a greater push towards the

circular economy, all eyes are on sustainable

best practices. With this in mind, Lock N Pop

is seen as the sustainable solution of choice

across the industry for the following reasons:

S Lock N Pop reduces the need for plastic

pallet wrap

S Cost-effective under the new UK

Plastic Tax (Plastic Packaging Tax PPT):

introduced in April 2022

S The definitive environmentally-friendly

solution: Cold, water-based and plastic-free

S Contains no hazardous, heated

components or plastic consumables.

The Lock N Pop pallet stabilisation solution

simply saves money by removing the costs

associated with palletised goods moving or

collapsing in transit to end-customers. The

primary focus on streamlined production

process efficiency and the end transit journey

to high street shelf, distribution centre or

even across international waters or airspace

has been paramount and has afforded Lock

N Pop gold-standard industry recognition.

Lock N Pop pallet stabilisation uses a cold,

water based cohesive, that is carefully

applied inline to the cases, bags, shrink-wrap

trays etc. immediately before palletisation.

The cohesive has high shear strength

characteristics which binds the products

together, resulting in a stable pallet.

However, the additional bonus is that the

cohesive combines this high shear strength

with a low tensile strength, meaning that

the items can easily be separated.

For more information,

contact Gransden UK Ltd:

T 01728 726621

M 07516 683314

locknpop@gransden.org

www.locknpop.co.uk

DMN Westinghouse sponsors this issue of Best Practice – see them on page 6-7 3

Company Of Choice

4 Revitcus sponsors this issue of Best Practice – see them on page 4-5

Company Of Choice

Turning business continuity

into real-world resilience

Revitcus Consulting is built on a clear, practical

philosophy: business continuity should work

in the real world, not just on paper. Founded

with a focus on cutting through complexity,

the company helps organisations develop

continuity plans that are usable, relevant, and

grounded in everyday operational realities.

Rather than relying on technical jargon

or overly theoretical frameworks, Revitcus

prioritises clarity, accessibility, and direct value

for its clients.

At the heart of the business is a commitment

to making resilience commercially meaningful.

By combining expertise in business continuity

with hands-on experience across risk,

insurance, and recovery, Revitcus offers a

more holistic approach than many traditional

consultancies. This enables the company

to produce plans that reflect not only best

practice but also the real pressures businesses

face, from stakeholder expectations to

financial constraints.

The result is a service that is both credible and

highly practical. Clients are not simply handed

documents but are equipped with tools they

can confidently apply in live scenarios. This

grounded, no-nonsense approach positions

Revitcus as a forward-thinking player in the

resilience space.

We caught up with Charles Eurell, Chartered

Insurance Practitioner, Director and Senior

Consultant, who explained which of their

services is most in demand, “Our main focus

at the moment is Fresh Business Continuity

Plan Creation. This service is specifically

designed for start-ups and SMEs and is backed

by real-world recovery experience as well as

recognised best practice. Our consultants

are trained loss adjusters with firsthand

experience of helping businesses recover after

disruption, so we understand what works in

practice. We also benchmark our approach

against ISO: 22301 best practice, giving

clients’ confidence that their plans are both

tailored and robust. This service is particularly

valuable for firms facing demanding tender

requirements or needing to demonstrate risk

improvement measures within their insurance

programmes.”

Looking more broadly at the market, Charles

highlighted the key challenges facing

businesses over the next year, “Many SMEs and

start-ups will continue to face pressure from

rising costs, supply chain disruption, cyber risk,

and increasing expectations from customers,

insurers, investors, and procurement teams to

demonstrate stronger resilience. A clear example

is cyber disruption: the UK government’s Cyber

Security Breaches Survey 2025 found that

around half of businesses reported some form of

cyber breach or attack in the previous 12 months.

Our role is to help clients respond in a practical

and proportionate way by putting robust

continuity measures in place, testing their plans,

reviewing risk disclosures, and strengthening

resilience in a way that is realistic for their size

and stage of growth.”

He also pointed to the growing scrutiny

from insurers, “It is increasingly important

for businesses to ensure that the continuity

measures they disclose are accurate and

genuinely reflect what is in place, as any

inconsistencies could create issues in the event

of a claim. We encourage clients to review their

arrangements, ensure alignment with insurer

disclosures, and explore whether risk bursaries

may be available to support improvements.”

A key recent development for the company has

been the achievement of BDMA accreditation,

marking an important step in strengthening

its professional standing and commitment

to recognised industry standards. The

accreditation reflects rigorous requirements

around professional competence, accredited

personnel, ongoing development, and robust

business practices. For Revitcus, it represents a

significant milestone that enhances credibility

and provides clients with greater confidence in

the quality of support they receive.

Looking ahead, the business is focused on

continued growth and innovation. Charles

explains, “Over the next 12 months, we will be

working with strategic partners to strengthen

our offering and bring new services to

market. We expect continued growth as a

specialist consultancy for start-ups and SMEs,

with increasing demand as organisations

place greater importance on preparedness,

continuity, and long-term stability.”

Alongside this, Revitcus has recently

introduced an online quoting system, enabling

clients to receive instant fixed-fee pricing.

The company also recommends reviewing

business continuity plans at least annually –

or whenever there are significant changes

such as new systems, suppliers, or regulations

– to ensure they remain relevant, practical,

and ready to perform when needed.

As resilience becomes a defining feature of

sustainable growth, businesses are being

challenged to rethink how they prepare

for disruption. Revitcus Consulting is at

the forefront of this shift, translating best

practice into practical action and empowering

organisations to build continuity with

confidence. With its grounded expertise

and forward-looking approach, the company

is helping to shape a more resilient future for

the UK’s SME landscape.

For more information, please see below:

T 0800 088 6178

charles.eurell@revitcus.com

https://revitcus.com


Industry


Industry

Future-proof Value: How Multiport Tube

Diverters Ensure a Higher ROI for Dry Bulk

Solids Processors

As longstanding producers of diverter and rotary

valves, we often discuss valve performance with users

in the field – whether they work with our valves or

those of a competitor. One unhappy dry bulk solids

processor referred to his diverters as a ‘necessary evil’.

Understandable, perhaps. But also, a bit harsh.

Diverter valves are crucial for the transport of raw

material, but they can also cause a loss of product

quality, a loss of factory real estate, and even a loss of

line potential. We want to tell you what we told this

unhappy processor: it does not have to be that way.

The Threat of Product Degradation

For many dry bulk solids processors, the physical

state of their raw material is as critical as its chemical

composition. Especially industries that handle friable

solids – from specialised pharmaceutical granules

and infant formula to ceramic catalysts and highvalue

polymers – struggle with retaining material

integrity. They are fighting a fight with a silent thief

of value: mechanical product degradation.

Every time a fragile material changes direction within

a pneumatic conveying system, it is at risk. Traditional

diverters often feature sharp bends that damage the

raw material when transported at a high speed. The

product disintegrates, with potentially disastrous

results.

This is the cost of dust:

S Degradation of a valuable resource: When you

reduce breakage of your valuable raw materials,

you can use them fully. You will be able to enjoy

not 87% of your raw materials, not 92%, but up to

99%.

S Heightened risks of fire and explosions: Friables

that crumble and break cause dust clouds (also

known as fines). This increases the risk of fire and

explosions – and that should really be your first

reason to consider an alternative.

S Reduced system efficiency: Another disadvantage

of excessive dust is that it can drive up

backpressure and make your system less efficient.

S Inconsistent bulk density: Broken particles will

pack more tightly, which can cause problems

with volumetric dosing and batch weights down

the line.

The Answer: Smooth Geometry

By replacing a series of diverter valves with a single

multiport tube diverter, you already diminish the

number of collision points in your installation. But if

you choose a well-designed multiport like DMN-

WESTINGHOUSE’s M-TDV Multiport Tube Diverter,

your flow becomes truly smooth.

The M-TDV is a multiport valve without sharp bends.

Its design centres around ‘full bore’ architecture that

features a swan neck: a continuous, curved internal

pipe. This pipe automatically aligns with the desired

outlet, so instead of a hard collision, the transported

dry bulk solids experience a sliding transition. A

design that does away with the disadvantages

mentioned above.

Winning the Fight for Factory Real Estate

Diverter valves are big boys – but you know that

already. They are so large that many dry bulk solids

processors struggle with their legacy footprint:

the surface taken up by their existing equipment.

Manifolds and forests of piping can take up a lot of

space, while moving or even expanding your facilities

is never easy, if even feasible. Having insufficient

room can hamper innovation and is an almost

guaranteed brake on your efficiency.

This is where a multiport valve can breathe new life

into your facility. To illustrate this, we’ll have another

look at the M-TDV. Say you want to replace five

diverters that take up a surface of 4.31 m2 together

(see the image for the setup). The single M-TDV

that replaces them, has a footprint of 1.24 m2. This

multiport frees up 3.06 m2, which opens up a world

of possibilities. Bear in mind that the more diverters

you replace, the more space you win.

Any producer will be happy with more space, but

dry bulk solids processors with cleanrooms benefit

especially. The high costs per m2 of a cleanroom

makes for an even more convincing argument in

favour of multiports.

Hygiene to the Highest Standard

Gone are the days of "clean enough". Authorities

issue ever stricter food safety protocols, while multiingredient

recipes frequently feature allergens.

This makes hygiene by design a matter of legal

compliance and brand reputation for dry bulk solids

processors.

Traditional valves often feature dead zones: small

pockets or crevices where material can build up,

ferment, or cross-contaminate the next batch.

Future-forward producers of multiports must take

these threats into account.

Circling back to the M-TDV, you will find that its

design is a direct response to the increasingly strict

food safety protocols. With its enclosed product path,

the tube-to-tube design inherently eliminates these

contamination pockets. The M-TDV even exceeds

current requirements, making it a future-proof

solution that is EC 1935/2004- and FDA-compliant,

with ATEX 2014/34/EU-certified and USDA-accepted

versions available.

The Business Case for a Multiport Tube Diverter

A multiport is a long-term investment. When

evaluating its business case, your focus must shift

from initial capital outlay to Total Cost of Ownership

(TCO). The return on investment is found in a series

of quantifiable areas. We already had a look at some

advantages:

S Yield recovery: By reducing product degradation

to a minimum, you convert what was previously

dust back into sellable, high-grade product.

S Regaining factory real estate: The space-saving

design of a multiport frees up valuable space

in your facility, allowing you to expand your

production.

S Risk mitigation: By choosing a hygienically

designed multiport, you ensure that every

batch meets the physical as well as the sanitary

specifications required by increasingly discerning

global markets.

But a multiport diverter has more to offer:

S Less and simpler maintenance: Replacing 10+

valves with a single unit means your maintenance

team only has one set of actuators and one set

of seals to monitor. This reduces your spare parts

inventory and diminishes your mean time to

repair, with fewer labour costs for maintenance.

S More uptime: With fewer components to fail,

your system is operational for a longer time, and

thereby more productive. And when you go for

a diverter like the M-TDV, its design ensures that

changeovers between different products are

significantly faster.

S Energy Efficiency: A more direct and smoother

product flow also means your solids encounter

less overall resistance during transport. As a result,

components operate with more ease, resulting in

measurable savings in kWh over the course of a

production year.

Conclusion: A Future-proof Approach to Diverting

Dry Bulk Solids

With dry bulk solid materials becoming more

complex and safety standards getting increasingly

strict, the equipment that routes these products

must evolve as well. The multiport tube diverter

represents this evolution at the crossroads of fluid

dynamics, spatial efficiency, and hygienic integrity.

Modern processors invest in multiports like the

M-TDV because they realise this is not just an

investment in the brand’s production, but also

an investment in the brand’s reputation. With a

premium multiport diverter, engineers can ensure

that the product leaving the facility is of the exact

same quality as the product that entered the line. In

the world of high-value processing, that consistency

is the ultimate value proposition.

www.dmnwestinghouse.com


Business Consultancy


Ana Marques to Attend

UN Commission on the

Status of Women

Ana Marques, leadership and

operational transformation

specialist and partner at Avantum

Consultancy, part of Clifton

Bridge Private Client Group, will

participate in events at the United

Nations Commission on the

Status of Women (CSW70) in New

York between 9–11 March.

The Commission on the Status

of Women is the United Nations’

principal global forum dedicated

to advancing gender equality and

the empowerment of women,

bringing together government

representatives, policymakers,

civil society organisations and

international institutions.

Marques will attend UN-hosted

sessions and appear as a panellist

at a United Nations side event on

11 March launching Amplify Her, a

leadership development initiative

supporting emerging female

change-makers across the Asia-

Pacific region.

The programme aims to

strengthen leadership capability

and expand opportunities for

women, contributing to economic

growth and societal resilience.

Marques serves as Programme

Co-Director of Amplify Her and

has been closely involved in

shaping the initiative.

Speaking ahead of the event, she

said: “When you educate women,

you educate an entire family.”

The UN side event will bring

together international delegates

and is being held in partnership

with the Women’s Federation

for World Peace and HERDD,

founded by Ivanna Dela Torre.

Alongside this work, Marques

advises organisations on

leadership, governance and

operational transformation

through Avantum Consultancy.

Further information about the

United Nations Commission

on the Status of Women can

be found at: https://www.

unwomen.org/en/how-we-work/

commission-on-the-status-ofwomen/csw70-2026

Consultancy

London consultancy

achieves 91% success

guiding Kazakhstan

students to top universities

Luminary Education, a Londonbased

educational consultancy

with representatives in Almaty and

Limassol, works to bring Kazakhstan's

brightest students to prestigious

American and British universities.

Launched in 2018 by British educators

Max Doyle and Charlie Perrott,

Luminary Education has positioned

itself as a trusted partner for Central

Asian students navigating the

admissions requirements of top

universities in the U.S. and UK.

Recent projects have yielded strong

results, with students achieving a 91%

acceptance rate to first-choice UK

schools between 2020 and 2022.

In its first year, Almaty’s Shoqan

School Mentorship Programme,

sponsored by philanthropists

Kenges Rakishev and Aselle

Tasmagambetova, and crafted by

Luminary, secured four acceptances

into Ivy League and adjacent

institutions.

"The U.S. application process can be

intimidating," said Max Doyle. "Our

model demystifies the process, giving

students the structure and support

they need to compete globally."

Perrott emphasised providing allencompassing

support. "We're not

just providing paperwork or tests,"

he said. "It's about helping students

balance academic rigour with

ambitious personal aspirations."

Luminary Education works with local

institutions including Shoqan School

and has support from well-known

figures.

With over 50,000 hours of tutoring

delivered and a 92% success rate for

US college admissions, Luminary

Education continues to show

Kazakhstan’s students can compete

internationally.

For further information, please

contact Luminary Education at +357

94 05 62 00 or write to contact@

luminary-education.com


Consultancy


Company To Watch

Resilience in a world of uncertainty:

Why SDH Crisis Management sets

the standard

involvement helps organisations stabilise

situations more quickly and reduces

the risk of secondary impacts caused by

confusion or miscommunication.

We’re proud to announce that SDH Crisis

Management has been selected as our

Editor’s Choice.

“In a world shaped by constant disruption.

Resilience planning saves your business

– by keeping you operating when others

are forced to stop.”

Cyber incidents, supply chain failures,

reputational impacts and extreme

weather now shape daily business for

organisations of every size. With insurers

increasingly demanding credible

resilience plans, the ability to anticipate

disruption, perform under pressure and

recover with intent has become essential.

Too often, crisis and continuity plans are

created simply to tick a box. Driven by

compliance, audits, customer demands

or a vague sense from leadership that

“We should probably have something,”

with little grasp of why they matter or

how they’ll stand up under real pressure.

SDH challenges this mindset by working

closely with business owners and

leadership teams to ensure that resilience

strategies are realistic, proportionate and

aligned with the way organisations truly

operate. The result is preparedness that

can be trusted when pressure is at its

highest.

A defining feature of SDH’s approach

is the seamless integration of crisis

management and business continuity.

These disciplines are distinct, but neither

can deliver real resilience alone. Crisis

management addresses high‐impact

events that threaten people, operations

or reputation, often under intense

scrutiny. Business continuity ensures that

essential activities continue or are rapidly

restored while disruption unfolds. SDH

brings these functions together into a

single, coherent framework that enables

informed, confident decision‐making

before, during and after an incident.

Understanding risk in context sits at

the core of SDH’s framework. Instead

of relying on generic risk registers, SDH

conducts structured assessments that

examine how threats intersect with an

organisation’s objectives, dependencies

and day‐to‐day realities. Through detailed

business impact analysis, leaders gain

clarity on which functions are truly critical,

how long disruption can be tolerated

and where vulnerabilities lie across

technology, supply chains, people and

facilities. This level of insight enables

organisations to direct resources with

precision and focus attention where it

matters most.

Insight alone, however, is not enough.

Plans that are not understood, tested

or owned by the people responsible

for implementing them are unlikely to

succeed when they are needed most.

SDH places strong emphasis on turning

plans into lived capability through

training and exercising. By delivering

realistic simulations and scenario-based

exercises, teams are challenged to make

decisions, communicate clearly and

coordinate actions in conditions that

mirror real crises. These sessions not

only test procedures, but also reveal

cultural and structural issues that may

otherwise remain hidden, such as unclear

leadership authority or communication

bottlenecks.

When incidents occur, SDH provides

hands-on support during the most critical

early stages of disruption. In moments

where information is incomplete and

decisions must be made quickly;

experienced guidance can make a

decisive difference. SDH supports

leadership teams by helping structure

decision-making, manage information

flow and maintain focus on priorities

such as safety, operational stability and

stakeholder confidence. This practical

Recovery isn’t an afterthought; it’s a

critical phase of resilience. SDH goes

beyond simply restoring operations,

focusing on learning and improvement.

Every disruption becomes an opportunity

to strengthen systems, refine plans and

address hidden weaknesses. Through

structured post‐incident reviews

and recovery planning, SDH helps

organisations turn lessons into lasting

change, not forgotten insights.

Standards and frameworks matter

especially in regulated environments.

SDH helps organisations align with

recognised best‐practice models such

as ISO 22301, strengthening operational

resilience and providing confidence to

regulators, customers and partners. But

certification is only part of the picture.

SDH emphasises the leadership, culture

and adaptability that turn compliance

into genuine resilience.

In today’s operating environment, every

business is exposed to disruption -

making resilience a strategic necessity,

not a luxury. Organisations that invest

in preparation are better equipped to

protect their people, safeguard their

reputation and maintain continuity under

pressure. SDH Crisis Management sets

the standard in this space, providing

the insight, expertise and support

organisations need not only to withstand

disruption, but to emerge stronger

because of it.

For more information, please see below:

T 07717 226379

info@sdhcrisismanagement.co.uk

https://sdhcrisismanagement.co.uk


Warehouse


Glamox’s new hardworking

warehouse light is more

sustainable than ever

Glamox, a global

leader in lighting, has

launched its most

sustainable luminaire

yet for warehouses,

production plants,

and high-ceiling

spaces. The Glamox

i10 G2 luminaire not

only consumes 20%

less electricity than

its first-generation

LED predecessor

but also utilises

recycled materials in

its construction and

packaging.

The second-generation i10 is

a family of durable luminaires

designed with sustainability and

circular economy principles in

mind. It uses 26% less material

than the first generation and

features 100% post-recycled

plastics in its end caps and 20%

recycled steel in its body. It has

a lighter, slimmer profile that

doubles the number of pieces

loadable onto a pallet, thereby

halving CO₂ emissions during

transportation. This lighter,

slimmer profile also makes it

easier to mount.

“Making a luminaire that's

more energy efficient than its

predecessor is not enough. We

examined the entire life cycle of

the product, from raw materials to

manufacturing and transportation,

and from its usage phase through

to its end of life and recycling.

Improvements at various stages

have significantly reduced its

carbon footprint. That’s something

we’re proud of,” said Knut

Rusten, Chief Sales & Commercial

Officer for Glamox’s Professional

Building Solutions division.

For more information, please

see: www.glamox.com

Materials Handling

Italy’s Globalpesca

selects Dematic to add

automation to new cold

storage warehouse

Warehouse automation and

software specialist Dematic has

recently signed a contract with

Globalpesca – a leading Italian

provider of frozen foods and food

services to the hotel, restaurant,

and catering industries – to

ensure operational efficiencies

at a new low-temperature

warehouse for frozen goods.

Headquartered northwest of Milan

in Gravellona Toce, Italy’s Piedmont

region, Globalpesca S.p.A. is a

family-owned business whose

roots date back nearly 125 years.

Due to rapid growth in the

hospitality and catering industry

in Italy, food service companies

must be able to manage higher

order volumes and be prepared

to continuously improve service

levels. Globalpesca recognised

that automation would support

its operations by bringing

improvements in two key areas:

better planning and managing of

its inbound product process and

better handling in storage and

restocking of its picking areas.

The Dematic solution is going to

be installed in a new warehouse

facility adjacent to Globalpesca’s

distribution centre in Gravellona

Toce. The solution calls for a selfsupporting

structure designed to

meet the load and temperature

requirements of the warehouse,

the second temperature-controlled

warehouse adjacent to the

distribution centre.

For more information on

Dematic, please visit: dematic.

com and follow us on LinkedIn

and Facebook.


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sales@multigrind.co.uk


MARCH rebrands Cobra

Engineering following

July acquisition

Critical engineering

specialist MARCH

has rebranded

Cobra Engineering

following its

acquisition in

July 2025. The

rebrand marks

another step in

MARCH's ambition

to become the

UK's most respected

critical engineering services

provider.

A unified identity simplifies

MARCH's market presence and

strengthens its ability to deliver

a total engineering solution to

customers operating in high

tech, complex and regulated

environments.

The rebrand follows a period of

integration, during which Cobra

has been embedded into the

wider business, aligning teams,

systems and ways of working

while maintaining continuity for

customers.

Commenting on the move,

Christopher Kehoe, chief

executive officer at MARCH,

said: "Cobra has been

a strong addition to

MARCH. Integration has

progressed well, and

moving forward under

one brand is the next

step in bringing our

teams and capabilities

together.

As MARCH continues to grow,

a unified identity helps provide

greater clarity for customers,

making it easier to engage with

us and access the full range of

services we deliver, underpinned

by the same focus on engineering

progress and high quality

outcomes."

Based in Cambridgeshire, the

Cobra team specialises in the

design, fabrication and installation

of stainless and carbon steel,

including complex pipework

and structural fabrications. The

business provides both in house

assembly and on site services,

including planned maintenance

and shutdown support.

www.cobra-engineering.co.uk

Engineering & Manufacturing

EU Inc. announcement

from DAVOS

I’m working with

Christina Rebel,

founder/CEO of CAD

ROOMS, and she has

a take on what this

actually means for

European hardware

companies.

Her thinking is that

EU Inc. removes

legal and fiscal barriers, which is

smart policy. But there’s a parallel

digital infrastructure problem

that engineering teams are still

wrestling with - and it’s holding

back the distributed, specialised

excellence that EU Inc. is trying to

unlock.

Her full comment:

“EU Inc. which was green-lit at

DAVOS 2026 is a smart policy that

recognises Europe’s industrial

strength: distributed, specialised

excellence across regions. It

represents nearly 3,000 industrial

clusters accounting for 25% of

EU employment, from Baden-

Württemberg’s automotive and

deep-tech ecosystem to Emilia-

Romagna’s Motor Valley, from

ASML’s semiconductor leadership

in the Netherlands to aerospace

clusters across France and

Germany. EU Inc. aims

to break down legal

and fiscal barriers to

let companies tap into

that strength.

There’s a parallel

opportunity in

digital infrastructure.

Engineering teams

are doing worldclass

work while operating on

15-year-old workflows - email

attachments, local file servers,

version control by filename.

Not because they’re behind,

but because enterprise-grade

data management has been

prohibitively expensive for all but

the largest players.

The same principle applies:

remove friction, increase velocity.

EU Inc. does it for legal operations

and cloud infrastructure should

for engineering collaboration -

unlocking Europe’s distributed

advantage.

The timing matters. The Industrial

Ambition Act aims to raise

production to 20% of GDP by

2030. With four years to go, it’s

unachievable if teams collaborate

like it’s 2010.”

Pressing Ahead: How

HT Brigham Is Re-

Engineering Its Future in

Coleshill

HT Brigham’s story begins like

many Midlands manufacturers: one

machine, one small workshop, and a

handful of people prepared to work

all hours. What’s different is how the

business has evolved.

“The company has changed out

of all recognition in terms of

technology, data and markets,” says

CEO Doug Allen. “The core idea is

the same as it was in 1947 – make

critical parts that customers don’t

have to think about. They just work,

every time.”

The firm specialises in progression

presswork and multi-stage

pressings, supplying components in

volumes from thousands to millions

across automotive, industrial

and aerospace sectors. What HT

Brigham sells, says Allen, is reliability.

“We sit in that space where you have

to get it right first time, every time,”

he explains. “If we slip, they stop.”

Recent investment includes

refurbishment of a 250-ton

Rhodes press, combining trusted

engineering with modern controls,

monitoring and safety systems.

“Our philosophy is to combine the

best of what we have with the best

of what’s new,” says Allen.

This thinking is embedded in the

Brigham Operating System (BOS),

linking maintenance, quality,

training and performance.

Renewed AS9100 certification

signals growth in aerospace, while

partnerships with Birmingham City

University support innovation and

skills development.

“Ultimately, we want to be the

presswork partner people think of

when the job really matters,” Allen

concludes.

For more information visit https://

brighampressings.com/


Deep Hole Drilling


Training

A decade of impact achieved through people,

knowledge and collaboration

Described as the “premier league of engineering

apprentice training,” the University of Sheffield

AMRC Training Centre has marked more than a

decade of delivering apprenticeships and skills

development.

The celebration brought together apprentices,

alumni, staff and industry partners to highlight its

impact. To date, the centre has recruited over 2,200

apprentices, worked with 400 businesses and

achieved a success rate 25% above the national

average.

Professor Geraint Jewell said the centre plays

a vital role in the skills landscape, combining

manufacturing innovation with engineering

expertise. Sheffield City Council leader Tom Hunt

added that its work is “changing lives” and helping

boost productivity.

Apprentice alumni shared their experiences,

with Andrei Popa of Finsbury Food Group calling

the scheme “worth every single penny.” Will

Keelan of Cobra Sport highlighted the value of

apprenticeships in developing essential skills.

From an employer perspective, Darren Jones of

AESSEAL described the centre as the region’s

leading provider for engineering training.

Nikki Jones, director of the AMRC Training Centre,

said the milestone was “overwhelming” and

emphasised its ongoing mission to address the

skills gap, expand opportunities and support both

apprentices and employers in the future.

https://amrctraining.co.uk

A.R.T. Training Helps Prevent

Component Damage in

Electronic Assembly

Advanced Rework Technology Ltd

(A.R.T.), the leading independent

provider of IPC-certified and bespoke

training services for the electronics

assembly industry, is providing

constantly-updated courses that

help prevent component damage

during electronic assembly.

Comments A.R.T.’s Managing

Director and Master IPC trainer

Debbie Wade: “Modern electronics

assembly is a complicated and

intricate process that uses many

different materials, machines, and

techniques. Component damage

is a challenge for any electronics

assembler, but adhering to best

practices as a matter of principle

will help to avoid potential health

and safety violations, financial costs

and further electronic damage or

failure, and will increase product

performance and assembly

efficiency.”

Electronic components and products

risk many types of damage whilst on

the assembly line, including:

S Electronic Discharge Damage:

This can result in immediate

damage or lead to failure later.

S Mechanical stress: Bending,

dropping, and cracking can

damage components.

S Thermal damage: Overheating

during soldering can alter

electronic properties.

S Moisture, corrosion, and rust:

Water can corrode metals and

cause short circuits.

S Overcurrent and overvoltage:

Excess power can degrade or

destroy components.

S Reverse polarity: Incorrect

connections can cause instant

damage.

S Chemical damage: Improper

cleaning agents can corrode

contacts and solder joints.

However, there are also methods

to help prevent damage. A.R.T has

created principles to mitigate risks,

supported by regular checking. The

company also delivers IPC-approved

training courses that equip teams

with skills in handling sensitive

components, tool use, and ESD

protection best practice.

www.rework.co.uk

Blue Frontier

Leading digital agency Blue

Frontier has announced

their ‘Year of 20s’ initiative in

anticipation of the organisation’s

20th anniversary in October.

The company, headquartered

in Salisbury and with offices

in Southampton and Bristol,

has outlined their areas of

focus to drive innovation and

accelerate opportunities in the

wider industry, to the benefit

of businesses and digital

professionals across the UK. As

part of the initiative, they will also

support their local communities

through charitable initiatives and

fundraising events. As the Holistic

Plus+ Digital Agency, providing

design, development, marketing,

technical, and consultancy

support, Blue Frontier offers a

wide range of services.

Blue Frontier will accelerate

change by initiating research and

development (R&D) projects to

develop new methods, processes,

and technologies that aim to

support their customer base as

well as the wider industry. They

will also welcome visitors to their

new London office, set to open in

summer 2025.

The initiative will also see Blue

Frontier contribute new research

and data insights to the industry,

providing commentary on

market trends through thought

leadership articles, whitepapers,

and a new podcast series. They

will also launch sustainability

drives to increase environmental

efforts.

James Fry, Managing Director,

said: “A 20th anniversary is an

extraordinary milestone for any

business.”

www.bluefrontier.co.uk

Sector concerns over flight

from aerospace careers

Graduates are choosing not to take up careers

in aerospace and aviation because they are

considered not green enough, a conference has

heard.

Several speakers at the Farnborough Aerospace

Conference said the trend was worsening an

already difficult recruitment situation.

With the UK a world leader in aerospace, growth

could be compromised unless more talent enters

the sector, delegates were told.

Stephen Cowan said: “Education places a strong

emphasis on sustainability, and there is a common

view that aerospace’s journey to net-zero will take

decades.

“It is admirable that young people are concerned

about the environment, and aerospace is a leading

industry in innovation.

“It is creating sustainable fuels, new power systems

with batteries and hydrogen, and there is real

commitment to net-zero flight.

“There’s a misconception that manufacturing is

outdated. In reality, aerospace is advancing rapidly,

with smart technologies driving change.

“Global technology centres develop sustainable

technologies such as lightweight composites and

hydrogen propulsion.

“While talent may be drawn elsewhere, aerospace

offers rewarding careers. We need talented minds

to stay at the forefront of sustainable aviation.

“The more bright minds who take up the

challenge, the quicker we’ll achieve net-zero flight

by 2050.”

Harriet Woollerton said businesses should help

schools engage with the sector.

Alan Fisher said there is a perception issue about

emissions.

Dr Stephen Curran said careers must be

introduced earlier in education.

www.fac.org.uk


Section


Online used equipment

platforms come of age

Liebherr’s launch of its own digital platform

to sell used equipment directly has opened

the floodgates to a slew of major companies

taking control of the disposal of their used

equipment.

underpinned by Krank technology. Since then,

Mark’s phone has not stopped ringing and

major brands, such as Maxim Cranes, have also

adopted the white labelled Krank platform.

“This is the smallest biggest industry in the

world,” says Turner. “It is very hard for new

ideas to gain traction, but when they do, news

gets round fast.”

After early setbacks, Liebherr’s adoption

marked a turning point. The platform

provides a secure way to manage and sell

used machines directly, reducing reliance on

intermediaries such as brokers and auction

houses.

Business Services

BPI secures

place in finale

of prestigious

business

growth

awards

Everything is hard before it is easy’ opined 18th

century German man-of-letters Von Goethe.

Mark Turner, CEO of tech firm Krank, knows

exactly what he meant. Over the course of

the last eight years, his firm has developed a

platform for trading used equipment.

Krank’s solution challenges traditional disposal

routes, where fees can reach up to 25% of

sale value. Sellers gain more control over

pricing, inventory and buyer relationships,

while buyers benefit from direct access to

equipment.

“What we are trying to do is connect the

industry,” says Turner. “It allows companies to

scale networks and grow their sales funnel.”

Trouble is, no one was interested.

Or rather, no one was until one of the

world’s largest construction equipment

manufacturers, Liebherr, launched its

own digital Used Equipment Marketplace,

The platform also supports sustainability by

reducing unnecessary transport, cutting the

carbon footprint of equipment sales.

www.liebherr.com

The Power of a Voice -

Employee Ownership

Empowering Employees

Employee Ownership represents a

powerful form of inclusiveness that

extends beyond financial incentives.

For those unfamiliar, employee

ownership is a business model in

which employees own a stake and

have a voice in how the company is

run. This is where it can truly make an

impact. It does not just offer a financial

solution; it creates an inclusive

environment where an employee

voice is valued, driving confidence,

engagement, retention, innovation,

performance and reward.

When employee ownership is

widespread in a community it can also

support regeneration and higher base

levels of income.

The Whoosh Effect

By encouraging an environment where

employees feel responsible for the company’s

success, businesses can unlock higher

engagement and initiative, improving

performance. “I call this the ‘Whoosh Effect’”.

This describes the shift when employees

gain ownership and involvement, creating

transparency and momentum. Statistics

show increased engagement, motivation and

job satisfaction under employee ownership

models.

The Distinction Between Share Incentives and

Ownership Through ‘Voice’

Traditional share incentives focus on financial

reward. True employee ownership is about

empowering employees to feel and act as if

the business is theirs. The essence is ‘voice’.

The Behavioural Impact of ‘Voice’

Employees with a voice gain confidence to

go beyond their roles, contributing ideas and

improvements.

www.valloop.com

BPI is celebrating being shortlisted as a

finalist in the Wakefield Business Awards

2024, in the category of Business Growth

Success Story.

Being shortlisted represents a significant

milestone for BPI, from a newly formed

business in 2009 to an industry leader, now

one of the largest employers in Wakefield

and in a strategic position to accelerate

further growth.

The business is a leader in delivering asset

valuations and asset disposal solutions

for private clients, SMEs, hire companies,

finance houses, insolvency practitioners

and lenders. Core to the BPI brand is its

commitment to circular economy principles,

reselling assets back into the economy for

re-use and extended life, combined with a

hassle-free end-to-end selling process.

This strategy has supported strong growth

and resilience. Recent highlights include

staff growth to 45 in 2024, collective sale

value exceeding £20 million last year,

over 1,000 auctions annually for five years,

formation of BPI Asset Advisory in 2018,

and acquisition of Michael Steel & Co in July

2024.

Henry Spencer, Operations Director at BPI,

said: “Being shortlisted for the Business

Growth Success Story category tops off a

highly successful year for BPI.”

BPI’s growth has been supported by

strategic acquisitions, investment, ISO

9001:2015 accreditation, and a £1.5 million

investment from Finance Yorkshire in 2023.

For more information on BPI, visit: www.

bpiauctions.com


UPGRADE

Section

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Humanoid Robots: "Vision

and Reality"

Humanoids are considered the next big step

in robotics, with countries and companies

investing heavily in their development. The

International Federation of Robotics has

released a positioning paper exploring trends,

opportunities and limitations.

“Futuristic humanoids working in homes and

businesses fuel interest,” says Takayuki Ito,

President of the International Federation of

Robotics. “If and when mass adoption will take

place remains uncertain. Humanoids are not

expected to replace existing robots, but to

complement them.”

Amazon and Tesla are advancing AI and

robotics, supported by strong private

investment and start-up activity. The

focus is on practical applications in

logistics and manufacturing to improve

productivity.

China has placed humanoids at the

centre of its national strategy, aiming

to scale production and build strong

supply chains. The focus includes service

sectors such as customer interaction,

alongside longer-term manufacturing

automation.

Japan has long led in humanoid

development, with early examples

like Honda’s Asimo. Robots are often

designed as companions and used in

education, retail and elderly care, reflecting

the needs of an ageing population.

Europe emphasises ethics, safety and humancentric

design, with a focus on collaborative

robots that enhance human capabilities rather

than replace workers.

Outlook

Humanoids offer strong potential for complex

tasks due to their adaptability, but widespread

adoption as universal helpers is unlikely in the

near term.

Robots & Automation

Dematic

and Hai

Robotics Now

Partnering

to Provide

Flexible AMR

Robotics

Solutions

Dematic and Hai Robotics have signed an

agreement across Europe to work together

as integration partners in warehousing

automation. The partnership brings together a

leading supply chain automation provider and

an autonomous mobile robot (AMR) specialist

to develop scalable solutions for logistics

applications.

Humanoid adoption by region

In the United States, companies like NVIDIA,

Free download at https://ifr.org/papers/

download

Out of the control cabinet:

vibration diagnostics

directly in the field

ifm, a global leader in industrial

automation, has unveiled its latest

innovation, the VSE9xx diagnostic

system. Designed to bring advanced

vibration diagnostics directly to the field,

the solution enhances how industries

monitor machine health, improving

efficiency and reducing downtime.

With an IP67-rated housing, the VSE9xx

is built for demanding environments

and eliminates the need for control

cabinet installations. It delivers realtime

evaluations of up to four dynamic

signals, such as acceleration, while

capturing additional data like speed and

temperature, providing a comprehensive

view of machine performance.

Designed for simplicity and versatility,

the VSE9xx is compatible with common

acceleration sensors and connects via

standard M12 cables, ensuring straightforward

installation. It also supports retrofitting,

allowing advanced condition monitoring to

be integrated into existing systems while

saving time and cost.

The system bridges automation and IT

networks with integrated separation,

improving data security and communication

reliability. Its decentralised diagnostics

provide actionable insights, supporting

predictive maintenance and operational

efficiency.

The VSE9xx enables businesses to optimise

performance, reduce maintenance costs

and minimise the risk of unexpected failures

through smarter monitoring.

https://www.ifm.com/gb/en

The collaboration aims to offer customers a

wider range of flexible automation technologies.

“In Hai Robotics, we have gained a strong

partner that complements our AMR portfolio,”

said Pas Tomasiello of Dematic. “Together, we

can provide a broader range of goods-to-picker

systems.”

Under the agreement, Dematic in Europe and

KION Group affiliates will integrate Hai Robotics

as a supplier for AMR-based solutions. The

framework covers training, quality standards,

documentation, warranties, spare parts and

delivery terms.

Both companies will benefit from close

technical cooperation. Dematic gains access to

training and certification programmes, while

joint meetings, project development and testing

will support innovation. Customers will also be

able to visit Hai Robotics reference sites across

Europe.

“The partnership allows us to combine our

technology with Dematic’s expertise,” said

Alexander Peschel of Hai Robotics. “Together,

we can deliver flexible and reliable automation

solutions.”

The collaboration complements Dematic’s

existing partnerships with other AMR providers.

www.dematic.com

www.hairobotics.com


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Best Practice Issue 701

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