Monthly Archives: February 2022

News

International recognition for £20m sustainable dairy factory ahead of Spring opening

A £20MILLION cheese factory development received international recognition ahead of its opening this Spring.

Lauded as the cream of sustainability and innovation in the sector, Mona Dairy was visited by Australia’s High Commissioner George Brandis QC and Virginia Crosbie, MP for Ynys Mon.

The 25,000 sq ft Anglesey facility will be the most modern anywhere in Europe, capable of producing 7,000 tons of Welsh and continental cheeses every year.

Just weeks after the UK signed a historic trade deal with Australia – expected to unlock more than £10bn in contracts annually, and worth a reported £60m to the Welsh economy – Mr Brandis congratulated Mona Dairy Managing Director Ronald Akkerman and colleagues for bringing their vision to fruition.

He added: “One of the great winners of this trade agreement is the processed food sector.

“Welsh cheeses produced from Welsh farm-supplied milk will be one of the beneficiaries of the deal, so there are opportunities to be seized.”

Based on Mona Industrial Park, the dairy was built using the most modern production technology available.

Creating 100 jobs and running entirely on renewable energy, it will be a zero combustion and zero emissions site benefiting from circular systems for inputs such as water and heat.

Mr Akkerman said the project will set new standards for the industry, blending traditional and revolutionary methods to produce Edam, Gouda, Cheddar, and a range of artisan cheeses using milk from local farms.

“This factory is the largest development in the food sector in recent times and is attracting a great deal of interest from across the industry globally,” said Mr Akkerman.

“It is very exciting to now be able to show people around the plant as it is nearing completion.

“We thank Mr Brandis and Mrs Crosbie for coming to see first-hand what an innovative project this is, for us, the region and the dairy sector.”

Mrs Crosbie added: “With a clear focus on sustainable and ethical cheese production, Mona Dairy will set new standards for the industry and the world.

“It is wonderful to see such a market leading initiative on Ynys Mon, which will create 100 jobs for the area.  All with sustainability firmly at its core.”

Mona Dairy’s core ethos is to deliver a better, fair, and transparent deal for farmers, whilst building their sustainability and environmental credentials and encouraging regenerative dairy practices.

Mr Akkerman said: “We want to do this because not only is it fundamental for the environment, there’s also much greater demand from consumers for brands that have sustainable credentials.

“We can deliver that, as our production facility is well positioned to give the products created here a global competitive advantage.

“It’s an exciting time for us and for the industry – we can’t wait for the process to begin.”

Visit www.monadairy.com for more news and information from Mona Dairy.

News

International recognition for £20m sustainable dairy factory ahead of Spring opening

A £20MILLION cheese factory development received international recognition ahead of its opening this Spring.

Lauded as the cream of sustainability and innovation in the sector, Mona Dairy was visited by Australia’s High Commissioner George Brandis QC and Virginia Crosbie, MP for Ynys Mon.

The 25,000 sq ft Anglesey facility will be the most modern anywhere in Europe, capable of producing 7,000 tons of Welsh and continental cheeses every year.

Just weeks after the UK signed a historic trade deal with Australia – expected to unlock more than £10bn in contracts annually, and worth a reported £60m to the Welsh economy – Mr Brandis congratulated Mona Dairy Managing Director Ronald Akkerman and colleagues for bringing their vision to fruition.

He added: “One of the great winners of this trade agreement is the processed food sector.

“Welsh cheeses produced from Welsh farm-supplied milk will be one of the beneficiaries of the deal, so there are opportunities to be seized.”

Based on Mona Industrial Park, the dairy was built using the most modern production technology available.

Creating 100 jobs and running entirely on renewable energy, it will be a zero combustion and zero emissions site benefiting from circular systems for inputs such as water and heat.

Mr Akkerman said the project will set new standards for the industry, blending traditional and revolutionary methods to produce Edam, Gouda, Cheddar, and a range of artisan cheeses using milk from local farms.

“This factory is the largest development in the food sector in recent times and is attracting a great deal of interest from across the industry globally,” said Mr Akkerman.

“It is very exciting to now be able to show people around the plant as it is nearing completion.

“We thank Mr Brandis and Mrs Crosbie for coming to see first-hand what an innovative project this is, for us, the region and the dairy sector.”

Mrs Crosbie added: “With a clear focus on sustainable and ethical cheese production, Mona Dairy will set new standards for the industry and the world.

“It is wonderful to see such a market leading initiative on Ynys Mon, which will create 100 jobs for the area.  All with sustainability firmly at its core.”

Mona Dairy’s core ethos is to deliver a better, fair, and transparent deal for farmers, whilst building their sustainability and environmental credentials and encouraging regenerative dairy practices.

Mr Akkerman said: “We want to do this because not only is it fundamental for the environment, there’s also much greater demand from consumers for brands that have sustainable credentials.

“We can deliver that, as our production facility is well positioned to give the products created here a global competitive advantage.

“It’s an exciting time for us and for the industry – we can’t wait for the process to begin.”

Visit www.monadairy.com for more news and information from Mona Dairy.

Cybersecurity, News, Tech Thought Leadership

4 Strategies to Avoid Cybersecurity Burnout

Written by Adrian Taylor, VP of EMEA at A10 Networks 

CSOs, CIOs and CISOs have never had it so tough. Alongside their traditional responsibilities, they must now face a cybersecurity threat environment that is growing exponentially, and a growing cyberskills gap. As a result, many of them are reporting burnout.

Today, ransomware has become one of the greatest network security threats organisations have to deal with. Increasingly sophisticated and distributed at a high speed via the internet and private networks using military-grade encryption, today’s ransomware attacks demand multimillion-pound ransoms. Ransomware is expected to cost businesses around £15 billion this year and nearly £200 billion by 2031, and this  is only one of the many threats organisations have to deal with.

There are also distributed denial of service (DDoS) attacks, Man in the Middle (MitM) attacks, social engineering, insider threats, malware, and advanced persistent threats (APTs) to contend with – and those are just the most common network security threats. As organisations prepare for 2022, and cybersecurity professionals return from a hard-earned break, here are four strategies to make cybersecurity professionals’ organisations safer from the countless network security threats they’ll be facing in the near future:

1. Create a “Security-first” Culture

The problem for CSOs is that, while most employees have some basic knowledge of cybersecurity best practices, that is pretty much all they have. Without ongoing training, knowledge testing and awareness, staff behaviour is one of the biggest cybersecurity risks that organisations face.

A study by Accenture revealed that less than half of new employees receive cybersecurity training and regular updates throughout their career. Just four in ten respondents said insider threat programs were a high priority.

Organisations must look to create a robust and distributed digital immune system with a radical re-engineering of staff behaviour. Business leaders need to have accountability for cybersecurity; security teams need to collaborate with business leaders to create and implement policies that will actually work, and those policies need to be routinely re-evaluated and tested.

 

2. Create a Continuous Security Education Program

A “security-first” culture requires that all members of the culture appreciate the concept of network security threats. For this to actually have an impact on culture, however, staff must be trained routinely to ensure that their knowledge is current.

 

3. Implement a Zero-Trust Model Throughout the Business

Well-trained staff and a monitored environment are crucial to the successful protection of any organisation but without a foundational Zero Trust environment, defences will be intrinsically weak.

The Zero Trust model is a strategy for preventing network security threats that all enterprises and governments should be using to defend their networks. It consists of four components:

 

  • Network traffic control: Engineering networks to have micro-segments and micro-perimeters ensures that network traffic flow is restricted and limits the impact of overly broad user privileges and access. The goal is to allow only as much network access to services as is needed to get the job done. Anything beyond the minimum is a potential threat.
  • Instrumentation: The ability to monitor network traffic in-depth along with comprehensive analytics and response automation provides fast and effective incident detection.
  • Multi-vendor network integration: Real networks aren’t limited to a single vendor. Even if they could be, additional tools are still needed to provide the features that a single vendor won’t provide. The goal is to get all of the multi-vendor network components working together as seamlessly as possible to enable compliance and unified cybersecurity. This is a very difficult and complex project but keeping this strategic goal in mind as the network evolves will create a far more effective cybersecurity posture.
  • Monitoring: Ensure comprehensive and centralised visibility into users, devices, data, the network, and workflows. This also includes visibility into all encrypted channels.

At its core, the Zero Trust model is based on not trusting anyone or anything on the company. This means that network access is never granted without the network knowing exactly who or what is gaining access.

 

4. Establish and Test Disaster Recovery Plans 

A key part of a disaster recovery plan involves backups. However, it is surprising how often restoring from backup systems in real-world situations doesn’t perform as expected. It’s important to know which digital assets are and are not included in backups and how long it will take to restore content.

CSOs should plan the order in which backed-up resources will be recovered, know what the start-up window will be, and test backups as a routine task with specific validation checks to ensure that a recovery is possible.

 

Staying Secure

The CSO’s job isn’t getting any easier, but solid planning using the four strategies will help ensure an organisation’s digital safety. In addition, partnering with top-level enterprise cybersecurity vendors will ensure that critical security technology and best practices are central to the organisation’s cybersecurity strategy.

Telecoms

Star Micronics launches MCW10 Wireless LAN module

High Wycombe, UK, 23 February 2022 International POS printer manufacturer Star Micronics announces the launch of its MCW10 module that plugs directly into Star POS printers to enable printing over wireless LAN. Currently designed for Star’s mC-Print™ series it fits neatly in the back of the mC-Print3, or externally on the mC-Print2, to provide a compact wireless LAN solution that supports the new WPA3 standard for wireless printer communication.

As retail and hospitality markets diversify, the need for a range of connectivity options takes on greater importance. By deploying the MCW10 retailers can benefit from robust in-store wireless communication, while in hospitality environments the module supports both 2.4GHz and 5GHz bands with 5GHz being resistant to the interference of radio waves generated by microwave ovens to provide a safe and effective wireless LAN solution.

Once the mC-Print printer is connected via wired LAN and USB to the module, users can quickly and easily benefit from wireless printer communication thanks to the Star Quick Setup Utility. Moreover, no additional printer integration is necessary by software providers. Featuring an LED display along with Ethernet and USB cables provided in the box, the MCW10 offers a cost-effective plug and play multi-port wireless LAN solution that allows two printers or other devices to be connected at the same time.

As Simon Martin, Director & General Manager, Star Micronics EMEA, states: “The Star MCW10 module simply enhances the versatility of the mC-Print™ series by providing additional wireless printer communication. This meets the demands of retail and hospitality environments in which a variety of connectivity options including wireless technologies is increasingly required.”

The MCW10 Wireless LAN module is available in EU countries and selected non-EU countries.

Pensions

New research highlights consolidation could address key end game challenges for smaller DB pension schemes

Smaller Defined Benefit Pension schemes, which make up 80% of the market, are at a major disadvantage in planning their end game strategies as they lack the time and resources to explore all their options, according to new research, ‘Paths to the End Goals’ from Stoneport.

Over 100 trustees from large and small DB pension schemes (86% DB and 23% hybrid) were surveyed about their ideal end game scenario, their decision-making challenges and how they might be eased.

The majority highlighted that smaller DB schemes with fewer than 1,000 members have many size-related disadvantages.

Nine out of ten trustees said smaller schemes cannot achieve economies of scale, as they have many fixed costs spread across a smaller number of people, resulting in a higher cost per member. Achieving value for money from service providers and meeting the costs of investment are other challenges.

Smaller schemes also struggle to make the right investment decisions at the right cost and, the growing compliance and regulatory workload is a major source of stress for boards. Despite these issues, 90% felt that they were confident their schemes offer value for money to members, although an industry standard measure of value for money for DB schemes is yet to exist.

Richard Jones, Managing Director of Stoneport says, “The Pensions Regulator has said that achieving economies of scale and value for money is a key goal for trustees and those who can’t demonstrate this should consider consolidation. Trustees have to seriously weigh up the pros and cons of consolidation. They need to decide whether to continuing to operate as a smaller scheme, with the challenges this might entail or whether they need to consider their end goals again and include different consolidation options, such as master trusts and pooled structures.”

To download the full report please visit: Stoneport PP1 (cvtr.io)

News

Midlands’ economy set for cash injection as business network expands

A business network that has pumped millions of pounds into the West Midlands economy since new owners took over is set for further expansion.

Pete and Penny Higgs have just taken over the Business Network International https://bni.co.uk/ franchise for Worcestershire and Warwickshire, after taking on Birmingham and Coventry in 2013, followed by the Black Country region in 2017.

In the 12 years before they bought it, their Birmingham and Coventry members shared over £31 million in business, but since the purchase this has risen to £170 million. The Black Country passed £12 million worth of business in the 16 years before the purchase, compared with £20 million since.

Pete and Penny now hope to see similar growth with Worcestershire and Warwickshire.

The number of members across the region has risen from 463 to over 780 in 39 groups and Penny said she was proud of the change in culture since she and Pete had taken over.

“Where previously the organisation was seen as very rules and system-focused, we are now seen as a supportive and people-focused network that provides a structured approach to support better results from your networking,” she said.

“During that time the regions have embraced one another to become a combined region and thus benefit from a larger network to be able to help and support one another.

“We are extremely proud of how our members have moved away from being in isolated chapters and benefited from being part of the UK’s biggest franchise in the UK’s biggest network.”

Pete said the growth of the BNI franchises was good news for the local economy too. He said people who gain work through a contact in BNI are likely to then ‘pay it forward’ by investing in someone else’s product or service in the region – a process known as the Velocity of Money theory.

“The Velocity of Money theory means when local businesses generate income, they are more likely to spend that money with other local businesses in their business and personal network and that means money is kept in the local economy between four and seven times more than when spent elsewhere,” he said.

“That means the £200 million-plus we are generating in BNI since taking over the regions translates to over £1 billion in our local economy.”

Pete and Penny are also linking smaller local businesses to larger national businesses through Corporate Connections www.corporateconnections.com in the UK, which is also owned by them, and is a related network for businesses with a turnover of over £3 million.

Pete added: “We see the addition of Corporate Connections in the UK as a huge opportunity for BNI members and have already passed over £100,000 in business to BNI members from the connections made.  Opportunities to connect more people at every level is exciting to us and we are passionate about helping good people to do good things.

“We are also passionate about supporting local charities and have a policy of paying for the charity seat in each new group we launch, both in BNI and Corporate Connections as a small way of giving back.  Thereafter we hope the group will rally round and continue to support and give generously, plus they benefit from the generous giving from the charities too.”

For more information about BNI and Corporate Connections UK visit bni.co.uk or www.corporateconnections.com

 

Case Studies, News

Mercedes-Benz, Turkey Selects RealWear for Large Scale Deployment Across All 56 Service Centres with Microsoft Teams

RealWear has announced that Mercedes-Benz Otomotiv, based in Turkey, has selected and deployed RealWear’s rugged wearable devices across all of its 56 authorised service centres.

Prior to its countrywide enterprise wearable deployment, the process included hundreds of in-person trips, emails, shared photos and videos and over-the-phone collaboration with subject matter experts. With more than 240,000 customer vehicles on the road and the company’s commitment to high-quality service, the RealWear deployment will result in a wide-ranging positive impact from cost savings, carbon footprint reduction to efficiency and worker empowerment.

For Mercedes-Benz, speed is everything, including a timely response and resolution to its customers. Any issues that could not be resolved required technical support staff to schedule and physically visit the dealership, costing the firm around an expected $100k and 500 tons of carbon emissions per year.

Since initially deploying the technology, Mercedes-Benz Otomotiv anticipates a 25% jump in ROI for on-part training scenarios and up to an expected 80% performance increase in customer service centre technical problem resolution where expertise from HQ is required. Certain other processes, such as problematic warranty cases and insurance claims have also become far more efficient using RealWear’s devices.

“Technologies such as RealWear and Microsoft Teams further increase the service quality and speed of Mercedes-Benz, thus positively affecting our customer satisfaction.” said Celal Tuna, Technical Support Supervisor at Mercedes-Benz Otomotiv.

In Search of the Best Enterprise Wearable for Auto Workers

Mercedes Benz’s search for an enterprise wearable for its technicians began in May of 2020 but accelerated during travel-restrictions. The company wanted to safely maintain its high standard of customer support and resolution despite this challenge. Following conversations with Tofnatech, a gold partner and authorised RealWear reseller, it conducted a four-month pilot project in several of its customer service locations. After seeing initial success, Mercedes-Benz Otomotiv quickly scaled the RealWear devices throughout Turkey. Tofnatech developed a remote training program, and all service centre staff were trained on the new process.

The RealWear HMT-1 is a rugged voice-enabled heads-up display fully optimised with noise cancellation. Those were important features when the crew was near a busy motorway or construction site. The form factor and software frees a worker’s hands for the job task. The RealWear HMT-1 provides the ability for videos and pictures to be taken by the wearer and shared with an expert in real-time, enabling Mercedes-Benz Otomotiv’s customer services technical support department to conduct remote assistance to solve problems that require the additional support and technical experience of a remote team.

The rollout of HMT-1s has enabled Mercedes-Benz Otomotiv to connect experts to staff out in the field via live video calls using Microsoft Teams to settle any issues that dealers are not able to resolve. Mercedes-Benz Otomotiv’s after-sales engineering/support teams can communicate with the technician with ease and can monitor the environment through the technician’s field-of-view and convey real-time instructions.

Commenting on the deployment, Altug Karayel, Founder of Tofnatech stated: “With its proven performance in Mercedes-Benz pilots, the ability to use Microsoft Teams, with continuous support from Tofnatech, and the many global companies already endorsing the product, meant that a wide-scale rollout of RealWear’s device was an easy decision for Mercedes-Benz Otomotiv to make.”

“We’re delighted to continue to support the automotive industry as they pivot to electric, leveraging our assisted reality technology,” said John Arnold, Vice President of EMEA at RealWear. “Mercedes-Benz Otomotiv has reinvented the way in which it conducts vehicle repair and training in a move that highlights the digital transformation taking place in this industry.”

The introduction of assisted reality technology into the automotive space is part of the wider digital transformation process that is taking place, as witnessed by the adoption of technologies such as AI and augmented reality. With the automotive industry changing and shifting toward electric and semi-autonomous vehicles, RealWear is helping Mercedes-Benz Otomotiv stay ahead of the curve with its deployment of assisted reality wearables.

 

News, Telecoms

AccelerComm to Demonstrate O-RAN Compliant 5G Physical Layer IP at MWC Barcelona

Company to showcase three use cases of Global Mobile Award-shortlisted technology

 

London, UK – February 23rd 2022 – AccelerComm, the company supercharging 5G with a complete physical layer solution which increases spectral efficiency and reduces latency, today announced that it will be demonstrating three key advantages of its technology live at MWC Barcelona 2022. AccelerComm’s 5G Physical Layer IP technology is also shortlisted for a GSMA’s Global Mobile (GLOMO) Award in the Best Digital Tech Breakthrough for companies with under $10 million Annual Global Revenue Category. The company will be exhibiting on the Great Britain stand 7C24 at MWC, to book a meeting or demo at the event visit this page.

 

The live demonstrations will include:

 

  • O-RAN compliant LDPC acceleration: Look-aside accelerator with 16 Gbps of throughput using the O-RAN Acceleration Abstraction Layer (AAL) interface, and with support for multiple L1 solutions

 

  • Reduced LDPC Block error rates: LDPC Block error rates using a Xilinx T2 Telco Card deliver improved BLER performance, enabling increased receiver gains and no error floors, avoiding retransmissions. This is particularly important for 5G network performance, especially for URLLC and satellite applications.

 

  • MIMO equalisation demo: This shows that AccelerComm’s channel equaliser can as much as double the average cell spectral efficiency, which in turn brings an improvement in network performance and results in a large potential reduction in the required number of sites (and hence power) required to provide coverage.

 

“The performance of 5G networks, and in particular those based on O-RAN technology, is the critical component in making the business case for next generation networks stack-up,” said Eric Dowek, Segment Marketing Director, AccelerComm. “While much of the focus in O-RAN to date has been interoperability, performance is an equally important consideration and as our demos show, AccelerComm’s IP can significantly improve both the performance and spectral efficiency of these networks. We’re excited to be returning to meeting face-to-face again Barcelona for the most prestigious event in the telecoms calendar, and look forward to showing off our latest developments to the industry.”

 

To arrange a meeting with AccelerComm at MWC in Barcelona please visit: https://www.accelercomm.com/mobile-world-congress-barcelona

News, Pensions

Storm clouds remain for over 50s caught between work and retirement

Written by Steve Butler, CEO, Punter Southall Aspire

 

One of the most severe storms in decades has blasted its way across the UK. No, I’m not talking about Eunice (or Dudley) but about the continuing fall-out over the rights and wrongs of pension freedoms and the ever-present fear of scams.

We’ve read that the pandemic saw a rise in the number of older employees bringing forward, delaying or considering retirement as the working world was convulsed by the impact of the coronavirus.

Indeed, of the 600,000 who left the workforce during this time, most are 50 and above. They have also taken with them a lifetime’s skills and experience, qualities which are now in even shorter supply, given the record number of vacancies in the UK.

I have long made the case for the inter-generational business and how we should embrace and blend the assets of both youthful enthusiasm and seasoned know how. Regular readers may even consider it a manifesto for enlightened 21st century commercial practice and they’d be right.

Managers and HR colleagues who can shape their organisation as an environment to enable people of all ages, outlook and experience to combine effectively are the key to making this happen. With hybrid working and more flexible, individualised approaches which focus on outputs rather than input processes, I believe we are seeing more evidence of this welcome change taking place.

So, has this particular storm blown through this older age group? Leaving sunshine and tranquillity in its wake?

Not quite. The flipside of the removal, forced or otherwise, of a cohort approaching retirement is how they organise their financial affairs to prepare for life after work.

Being able to take your pension at 55 is now pretty well known. How to do so is a different matter entirely.

When pension freedoms came into being seven years ago, they explicitly gave people more say over what they wanted to do with their retirement savings.

But then came pension transfer advice mis-selling with some people giving up guaranteed valuable occupational pension benefits in favour of less certain or, in the case of British Steel workers, an inferior proposition.

Where has this left us? Pension freedoms were a response to an era of more individual choice, a loosening of: we know what’s best and will decide for you. In my view, that’s progress, if it comes with the right level of informed support.

But it’s that lack of available advice which is now being blamed on the rising number of members in this age bracket being “red flagged” by trustees because their inquiries about transferring their pension are thought to put them at risk of being scammed.

No responsible player in the industry wants this to happen but the unintended consequence of blanket action taken to protect people from questionable advice is that it has made it far harder for those who want help to navigate this process to find any suitable guidance at all in this area.

I should say for balance that there is a wealth of information to guard against scams both online, on the phone and from any legitimate advisor but is it enough?

There will always be those who need protecting from themselves but if the goal of the freedoms was to hand more autonomy to people to play a greater part in planning their retirement, can it be judged a success on this test alone?

The jury is out, especially when we read that those who have been forced into, or have chosen, retirement – that same group of over-50s – are those responsible for raising the current crop of flags.

They have savings and the time may be right to assess their options. Do they have the help at hand to enable them to do so, confident in the knowledge that they can chart a safe course, avoiding scams along the way? On the basis of this evidence, the answer appears to be: not yet.

Business

The C-Suite Innovation Club launched to help mid-sized businesses thrive

New space for the C-suite to network and share insight into an all-too-often forgotten space in the market

A new networking and innovation platform for C-Suite and IT leaders of mid-to-large sized enterprises has been launched by the CEO and founder of a leading managed-IT company. The platform will be used by its members to share advice and insight on how the mid-market can navigate today’s greatest challenges and use technology to scale effectively.

The C-Suite Innovation Club is available through invitation or application – and only to individuals who identify as C-Suite, as well as IT leaders, and will provide an opportunity for both online and in-person discussion and resource-sharing.

Tarek Meliti, Interim Chair, commented: “The past few years have been without the hardest for many in business. Leadership – from the IT department through to finance– have lost vital insight as many of the traditional routes to gaining knowledge have either withered on the vine, or simply seized up. We believe that the power of experience and insight is one of the most important learning tools business leaders can turn to.

“IT teams, the businesses that rely on them, as well as the strategists that define their direction, have faced a myriad of problems over the last few years. Covid-19 and hybrid working have both supercharged the rate in which private and public organisations have had to digitally transform, and economic turbulence has made scaling a vital yet unpredictable undertaking.”

Tarek Meliti, the CEO of TDM Group, identified the deficiency in the market and bought together a number of his peers to form the group.

“I felt that the one market so often overlooked is what I would define as the mid-market, those businesses with 100 to 1,000 employees, often owner-run and founded. As with many businesses in this bracket, the question of who to turn to for advice and guidance is often blurred. For many business owners the solution is to turn to colleagues through networking and other such face-to-face forums.

“With the pandemic looking like it is evolving into an endemic, my peers and I felt the time was right to launch the C-Suite Innovation Club for business leaders to come and share ideas and experiences, as well as looking for help and guidance from those who have been through a particular experience themselves,” added Meliti.

The Club itself will only be available to the most dynamic of mid-to-large scale organisations and registration or invitation is via LinkedIn, providing the ideal online platform to meet and network.

“The aim has always been to create a space for continuous innovation and collaboration – and we soon hope to do this both in-person at networking events as well as on LinkedIn. This is firmly a members led organisation so we will be looking for active members who can form part of a management board, as well as make recommendations for events and speakers,” concluded Meliti.

The Club, as well as the details on how to apply for membership, can be found here: https://www.linkedin.com/groups/7407369/