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GDPR – Humanising Data Protection

Jon Fielding, Managing Director, EMEA Apricorn

By Jon Fielding, Managing Director, EMEA Apricorn

As the General Data Protection Regulation (GDPR) deadline looms, organisations are scrambling to find all potential vulnerabilities that could lead to sensitive data being lost or exploited. GDPR will ensure all countries comply with the same comprehensive controls over the personal data of European citizens, applying a consistent level of security and protection wherever it is processed. The new regulation is set to push organisations into taking appropriate steps to protect the data they house. Should a company be found in breach of GDPR, it could be subject to fines of 4 per cent of its annual global turnover or €20 million, whichever is greater.

Human Error

Organisations are investing heavily in new cyber security tools, adopting the latest software and threat intelligence in order to comply with the new legislation and avoid the consequences of a data breach. However, even with the greatest security systems in place, one of the biggest threats to intellectual property comes from the user and the risks posed by human error.

Human beings are typically the weakest link when it comes to data security. In a survey carried out by Apricorn, 48 per cent of companies said employees are their biggest security risk, and as many as 44 per cent expect that employees will lose data and expose their organisation to the risk of a data breach.

Human error and poor practice, such as PCs left unlocked or someone clicking on a malware-infected link in an email, can all lead to an attack and, ultimately, a serious data breach. Add to that the increase in employees using personal storage devices – such as USB memory sticks, smart phones, and tablets – and the potential to remove or copy sensitive information outside the corporate network has become a growing risk. The proliferation of mobile and removable devices has blurred the corporate boundaries, but GDPR requires that organisations should be able to trace all personal data and understand where it resides and how it’s used.

Organisations will need to document exactly what data collected and how it is processed, stored, retrieved and deleted through its lifecycle to pinpoint where data may be unprotected and/or at risk. Currently, however, 38 percent of surveyed organisations believe they have no control over where company data goes and where it is stored. This suggests a lack of policy and control over their data.

Policy and Education

The pivotal component of any organisation’s GDPR compliance framework is employee awareness and education. Employees at all levels must understand the critical importance of their organisation’s data and the need to comply with corporate security policy. Increased training and testing is key in educating employees about their responsibilities and their role in protecting sensitive information.

First of all, appropriate policies should be created and enforced. However, if employees do not recognise and understand the legislation and its consequences, the likelihood is that failings will ensue.

Corporate processes and policies aren’t always easy to implement and follow, and it’s impossible to secure against all lines of attack. Policies can be ignored, and advice disregarded, but with the right technology and education in place, businesses can reduce the potential impact and minimise the risks.

As part of the new GDPR requirements, organisations must demonstrate that authorisation and access to certain intellectual data and sensitive information is limited. They must be able to demonstrate who has access to information and the reasons why, whilst considering how data is protected outside of their central systems, both on the move and at rest.

To avoid the potential for human error when data is being transferred outside of the network or between systems, organisations need to research, identify and mandate a corporate-standard encrypted mobile storage device. In addition, the use of the device should be enforced across the organisation through policies – such as locking down USB ports so they can accept only approved devices. These processes will then enable organisations to identify shortcomings in their technologies and policies and provides a simple step toward GDPR compliance.

In fact, an organisation’s biggest liability within GDPR is at the point of breach and deploying encryption for mobile devices is a simple and quick win.  GDPR is generally non-prescriptive in terms of technology and the implementation of processes, policies and procedures is left to each business.  However, Article 32 requires “the pseudonymisation and encryption of personal data”.  Article 34 notes that, in the event of a breach if the data involved is encrypted, there isn’t a requirement to contact each individual affected, thereby avoiding the resultant administrative costs.

Human error is one threat to non-compliance, but GDPR imposes many different standards for data protection and it is an organisation’s responsibility to demonstrate how they are complying with each of the principles.

Among other action points, organisations should prioritise the following in their strategy:

  • Ensure up to date security systems are in place, particularly encryption and authentication technologies. This should include implementing appropriate monitoring and controls to evidence GDPR compliance.
  • Develop defined organisational policies and procedures covering how data is captured, processed, managed and disposed of, and check regularly that these are complied with.
  • Ensure processes are in place to manage the rights GDPR bestows upon the citizen – the right to be forgotten, the right to receive data in a portable format, and explicit consent and understanding for the collection of data, etc.
  • Ensure employees receive training on the cybersecurity policy and when to report incidents.
  • Restrict access to personal data only to those who need it.

Organisations should see GDPR not as a threat, but instead, use it as an opportunity to batten down the hatches and ensure their data is secure through best practices.

For further information, and a special offer of a device to test for FREE, please visit: www.apricorn.com/gdpr/gpsj

Cradlepoint Brings Software-Defined WAN Benefits to LTE Mobile Networks for First Responders, Transit Operators and Other Fleet-Based Organisations

NetCloud Service Includes New Ruggedised IBR1700 Router, Combining Enterprise-Class Management, Security and SD-WAN Functionality with Fleet Management Capabilities

Cradlepoint, the global leader in cloud-delivered 4G LTE network solutions that provide a pathway to 5G, today announced a solution package for its NetCloud service that includes the new IBR1700 mobile router.  The new NetCloud Solution Package for Mobile brings the benefits of software-defined wide-area networking (WAN) to first responders, transit operators, and other field force and fleet-based organisations that rely on simple-to-manage, reliable, and secure in-vehicle and mobile networks with always-on 4G LTE connectivity.  Today’s announcement is the third since Jan. 16, 2018, that introduces Cradlepoint NetCloud Solution Packages for new router endpoints for branch, mobile or IoT networking.

First responders and related organisations that depend on distributed field forces and fleets to provide products and services need reliable and secure mobile networks with always-on 4G LTE connectivity.  Their people and passengers must have access to mission-critical applications and the Internet from anywhere – with data flowing from onboard telemetry, sensors, surveillance cameras and other devices.  However, managing and securing roving communications hubs is a challenge for IT teams as traditional mobile solutions fail to provide enterprise-class visibility, security and control capabilities of fixed branch networks.

“Cloud, mobile computing, IoT, and 4G/5G wireless technologies are converging to create new solutions that improve the productivity, safety, and management of field workforces and fleet operations – including public safety, field service, utility, and transportation organisations,” said Lee Doyle, Principal Analyst at Doyle Research.  “The resulting proliferation of mobile networks will stretch IT teams as they seek to replicate the reliability, security, and management attributes of their branch networks, making the wireless WAN the next frontier for SD-WAN technologies.”

The new Cradlepoint NetCloud Solution Package features the company’s newest ruggedised, all-in-one mobile router – the IBR1700.  This new package, delivered as a service, combines the enterprise networking, security and management features that IT teams demand – including SD-WAN for LTE – with the Automated Vehicle Location (AVL) and telematics capabilities required by fleet managers.

Purpose-Build, All-in-One Mobile Solution Delivered As-A-Service

Designed to withstand extreme environments, the IBR1700 replaces multiple standalone boxes with an all-in-one mobile networking solution ideally suited for installations within a wide range of vehicles, including police, fire, ambulance, and other first responder vehicles such school and metro transit buses, light-rail and commuter trains or mobile command trailers.  The IBR1700 comes standard with the following networking features:

  • Integrated 600Mpbs LTE Advanced modem and optional, field-installable modem
  • Five WAN/LAN switchable Gigabit Ethernet ports
  • Advanced 802.11ac Wave 2 WiFi

Built-in fleet management features enable a wide range of location-based and telematics applications, such as AVL, asset tracking with geofencing, safe driving programs and proactive vehicle maintenance:

  • Active GPS with dead reckoning
  • ODB-II port connection
  • Ignition-sensing
  • Multiple General Purpose I/O (GPIO) ports

NetCloud Perimeter is included in the base package and uses Software-defined Perimeter technology to provide secure and persistent connections for in-vehicle IoT devices, such as sensors, cameras, PoS terminals and digital signage.

Cradlepoint’s all-inclusive NetCloud Solution Packages are delivered as a service and simplify the way customers buy, deploy, manage and evolve their edge networks, facilitating rapid deployment, time-to-value and customer success.  Each package is tailored to the needs of branch, mobile or IoT networking, and combines NetCloud services, purpose-built hardware with a lifetime warranty, and comprehensive 24×7 support in to a single 1-, 3-, or 5-year subscription.  The new mobile solution packages provide cloud management, SD-WAN functionality that dynamically steers traffic between two active 4G LTE cellular networks for optimal performance in all conditions, as well as unified Internet security with firewall, IPS/IDS and web filtering with pricing starting at $1,199.

“For many fleet-based organisations, their cars, trucks, buses, trains, and boats are essentially roving branches that share many of the same IT challenges as fixed sites in terms of reliability, security and management,” said Todd Krautkremer, CMO at Cradlepoint.  “Cradlepoint is the first to extend the benefits of SD-WAN to these mobile networks, making it quick and easy for IT teams to always keep their field forces connected, secured, and productive – and their fleet managers in control – without adding more staff or more hours in their day.”

To find out more, visit cradlepoint.com/mobile-networks

Cyber Protect: Ground breaking initiative from not-for-profit London Grid for Learning to create a Centre of Excellence for Cyber Security in Education

Reporter: Steve Harrison

The London Grid for Learning (LGfL) has announced Cyber Protect, its ambitious and ground breaking initiative to create an online Centre of Excellence for Cyber Security for schools. The new centre, which will sit within LGfL’s existing site, will provide the best possible protection from increasingly complex and sophisticated cyber threats.

LGfL is acutely aware of the security risks posed to schools by criminals on the web. It is LGfL’s passion for protecting schools which led LGfL to commission its own dedicated fibre network, LGfL 2.0, for use with schools, designed to provide defence in depth through multiple layers of security and the delivery of one of the largest IP VPN networks for education in the world.

The new Cyber Security Centre for education will work with schools across LGfL’s grid to keep them safe through collaboration, threat management and partnerships with industry and government leaders.

As part of its new mandate LGfL will harness its scale to deliver ground breaking products to schools as part of its managed service offer. This includes InterceptX and Malwarebytes which are being provided free to London schools. The new Centre of Excellence will complement the pioneering work underway in LGfL on online safety where LGfL has established successful partnerships with ChildNet, the Internet Watch Foundation and more recently the NSPCC.

John Jackson, Chief Executive Officer at the London Grid for Learning told GPSJ: “LGfL and our partners have always shared a passion for security and keeping children safe. The rise in the frequency and complexity of security incidents on the internet has convinced LGfL that it is vital that we do all we can to proactively protect schools and ensure our children’s education is not interrupted. I am delighted that LGfL has made this a priority and I’m sure the schools we support will feel the same way.”

To find out more about Cyber Protect, please visit www.lgfl.net/cyberprotect/.

Keep your nerve, CIoJ urges government

Reporter: Stuart Littleford

The Chartered Institute of Journalists is urging the government to keep its nerve in stopping local authorities in Waltham Forest and Hackney from publishing ‘Pravda’ style propaganda newspapers.

Both councils have persuaded the Ministry of Housing, Communities and Local Government to postpone a final deadline of closure that had been set for Tuesday February 6th on their fortnightly Waltham Forest News and Hackney Today newsletters.

Janice Shillum Bhend, who is to become President of the Institute in March, has played a leading role in campaigning against councils publishing PR papers full of their own press releases and political spin.

Speaking to GPSJ Janice said: “Councils should be buying local advertising and supporting an independent local press.”

She added: “The Communities secretary, Sajid Javid, needs to maintain a hardline. These council papers are biased towards promoting their own agendas and damage local democracy.”

A recent Greater London Assembly report on ‘The Fate of Local News’ said “Local newspapers have, in some cases, been negatively affected by local authorities regularly publishing their own newsletters.”

CIEH Urges Caution on Monthly Bin Collection Plans

An increased risk of fly-tipping

Reporter: Stuart Littleford

With news that local authorities in Wales are considering plans to collect domestic waste just once every four weeks, the Chartered Institute of Environmental Health (CIEH) has urged caution and asked for decision makers to consider the implications.

Under European Union targets the United Kingdom must recycle at least half of all household waste by 2020. The UK is currently set to miss this target. Although the recycling rate in the UK was just 11% in 2000, the current recycling rate has stalled at 44% for a number of years.

Some local authorities, in an attempt to increase recycling rates, are reducing the frequency of residual waste collections. It has also been claimed that this will generate savings at a time when many are struggling to balance their books.

Although three weekly residual waste collections are not uncommon, it now appears that there may be moves towards four weekly collections by some local authorities.

Director CIEH Wales, Kate Thompson, told GPSJ: “As an organisation we are committed to protecting the environment and to reducing, reusing, and recycling waste and materials.

While we appreciate that four weekly residual waste collections have the potential to increase recycling rates and reduce costs, we have concerns about the potential unintended consequences and the risks these pose to the environment and health.

There is a significant risk of increased fly-tipping as people struggle to fit four weeks’ worth of waste into one wheelie bin. Any missed collections will mean a staggering eight week wait between bin collections; an unsustainable situation for large families. There is also the risk to our wildlife and environment from uncollected waste, especially in warmer weather, coming from pests and insects.

We urge local authorities to consider these wider impacts in their decision making.

While we absolutely support the need to encourage increased rates of recycling, the questions posed by monthly collections suggest that this simply isn’t the answer.”

BAKERHICKS OPENS NEW HEADQUARTERS IN WARWICK

Reporter: Amy Wood

BakerHicks, the multi-disciplinary design and engineering company, has completed the move to its new headquarters at One Warwick Technology Park. The decision to move the headquarters from Stratford-upon-Avon to Warwick has been driven by a need to create a modern and fit-for purpose office and design space.

A modern landmark office building, One Warwick Technology Park is situated on an established business park with good connectivity to and from the southeast, southwest, Birmingham and the Greater West Midlands. The property has been comprehensively refurbished to a Grade A specification, including upgrading all elements of the M&E and HVAC systems.

The move follows on from the recent opening of the company’s specialist hub offices in Heathrow and Derby to service the needs of its aviation and rail clients. The company also has offices in London, Manchester, Motherwell and Switzerland.

The opening of its new headquarters comes one year on from the company’s rebrand to BakerHicks and 60-year anniversary. The interior design in the new headquarters continues to celebrate the company’s rich heritage and connection to the region, with wall art featuring key dates and characters from the company’s history.

Managing director, Martin Lubieniecki, says that BakerHicks remains committed to being a major employer in Warwickshire and the region: “We’ve enjoyed good growth over recent years and with further expansion forecasted, the new headquarters will provide us with an excellent base from which we can continue this trend. As a company, we’re committed to investing in our staff so they can continue to invest in our clients.”

Milton Keynes University Hospital NHS Foundation Trust upgrades its CCube Solutions’ EDMS to add mobile support, OCR and EPR integration

Milton Keynes records

Reporter: Amy Wood

CCube Solutions has just announced that Milton Keynes University Hospital NHS Foundation Trust is upgrading to the latest version of its electronic document management software (EDMS) to build upon a hugely successful implementation first started seven years ago – a time when few trusts had embarked on legacy patient records digitisation.  To date, the system contains in excess of 100 million pages and is used day to day by around 4,000 staff.

Utilising a completely re-architected version of CCube Solutions’ software, version 4 will introduce support for mobile devices, offer OCR capability and ultimately be integrated with the Trust’s Cerner Millennium EPR system.

Craig York, Milton Keynes University Hospital’s associate director of IT, says, “It’s hard to understand why some Trusts have yet to grapple with legacy records management. It’s really difficult to run outpatient clinics without patient notes especially as in our case demand is on the rise.  In 2016/2017, we had 358,045 attendances up 11% on the year before[1]. Our system has revolutionised how we work and we’re now in the process of modernising and enhancing it.”

The introduction of version 4 of CCube Solutions’ EDMS will allow Milton Keynes University Hospital to implement the following:

  • Offer the potential for mobile access to the EDMS to introduce devices like smartphones and tablets across the hospital which allow staff to roam around wards and access information at the point of care. Clearly this would improve efficiency, effectiveness and reduce clinical risk.  Based on Microsoft’s scalable Net MVC framework, version 4 is ‘web friendly’ and has a HTML-based front end.
  • Introduce technologies like Optical Character Recognition (OCR) to enable people to use keywords to find documentation quicker rather than just relying on chapters within the patient record. Adding OCR capability also means that when patient records are batched scanned, the use of separation sheets[2] can be reduced. These are actually costly given the Trust is scanning around 1 million documents per month in-house using high performance production scanners. OCR can automatically recognise what type of form is being processed with it then saved into the correct chapter.
  • As the CCube EDMS has open APIs[3], the plan is to closely integrate it with the Cerner Millennium to provide clinicians with a complete patient view accessed from one screen – both the older scanned legacy records in EDMS and new information contained in the EPR.

York explains, “We’re looking to introduce a button within Cerner Millennium which will seamlessly launch the CCube EDMS when you click on it so clinicians avoid flicking between two systems logging in and out – valuable time better spent dealing with patients. We welcome CCube’s commitment this this kind of interoperability and innovation.”

Milton Keynes University Hospital is also transitioning away from a part virtual part physical server estate onto a fully virtualised environment located at two separate datacentres on the hospital campus.  The Trust will use Microsoft HyperV running Windows Server 2016. CCube EDMS will be migrated to run on this which will improve resilience and performance of the system.

Ian Fabbro, Milton Keynes University Hospital’s IT programme manager, says “Virtualisation means we can dynamically respond to the needs of the hospital for IT performance and storage and in the unlikely event of a server hardware failure, the infrastructure will immediately failover such that the EDM and EPR systems will not be affected.”

To transition to version 4 of CCube’s EDMS, a comprehensive work plan is in place with the system expected to be fully live by the end of July 2018.  The IT team will build around 20 virtual servers for test, training and live environments, with CCube Solutions’ engineers then onsite to undertake system testing and the migration of the current SQL database to the new platform. This is a complex task as EDMS contains some 100 million documents along with associated meta-data.

Vijay Magon, CCube Solutions’ managing director, told GPSJ: “Our EDMS is completely embedded into the running of Milton Keynes Hospital today and the clinical body accustomed to using it.  Patient information is available at the right place and at the right time and the developments we’re working on now seek to make it even more user friendly and accessible.”

For further information, please visit www.ccubesolutions.com

UK police officers risk losing up to 28 working days a year due to siloed data

Imran Razzaq, Public Sector Lead for UK, Ireland and European Union at MarkLogic

Reporter: Stuart Littleford

Each UK police officer could potentially be losing up to 28 working days a year due to siloed data, according to new research which has just been released by Dods Group PLC in partnership with MarkLogic Corporation.

The study was conducted to explore how police forces today are using data and what the barriers are to doing so more effectively. Front-line and senior employees from 34 regional police forces across the UK were surveyed.

Respondents were near-unanimous (91%) in stating that they would save time on a daily basis if they could access all operational data through one single search rather than multiple searches as is currently the case. Over half (57%) of those surveyed said they would save up to 60 minutes every working day, while more than a third (34%) stated they would save an hour or more.

Based on the survey, if an hour was saved every working day, each police officer would save 28 working days a year*. This would equate to 4.2 million working days each year if it were true of the entire UK police force, which employs 150,000 officers.[1]

The research also highlighted further evidence of the vital importance of more streamlined access to data among police forces, with 95% of respondents stating they need to access two or more databases or systems when working on a single case. A quarter of those surveyed said they rely on access to six or more databases or systems.

Imran Razzaq, Public Sector Lead for UK, Ireland and European Union at MarkLogic, said: “Reliance on data and information has never been more important to modern policing than it is today. The communities’ police forces serve have become more complex and diverse, demanding a holistic response in the face of threats ranging from safeguarding to cybercrime and terrorism”.

“However, this research highlights that the UK’s police forces are facing the same challenges and frustrations experienced by numerous businesses today, namely that data stored in silos takes significant time to access and analyse. By adopting solutions to integrate data and provide 360-degree visibility, the impact for police forces is potentially enormous in terms of improved accuracy in clear-up rates, increased operational performance, and faster, more accurate and earlier intervention.”

For further information on the research, or to request the full whitepaper, please contact MarkLogic via MarkLogic@libertycomms.com or visit www.marklogic.com

[1]According to a Briefing Paper on Police Service Strength published by The House of Commons Library Research. Figures correct as of 31st March 2017. Available for automatic download via researchbriefings.files.parliament.uk/documents/SN00634/SN00634.pdf

*To arrive at the figure of 28 working days (based on a typical working day of eight hours) we have tallied the amount of time lost over one year per police officer. This equates to 227 hours, which is based on one hour lost each working day (260 minus 33 days for annual leave and Bank Holidays). We then divided this figure by eight (hours) to arrive at the end total of 28 working days. To demonstrate the potential impact if this were true for every police officer across the UK, we have multiplied this figure of 28 against the total number of UK police officers (150,000), which equals 4.2 million working days each year.

New chief executive aims to put residents first

Hayley Barsby

A former clerical assistant at Mansfield District Council looks to have completed her journey to the top with her appointment as the organisation’s new Chief Executive.

Hayley Barsby, who this month celebrated her 19th anniversary of working at the council, has been the Interim Chief Executive Officer since May 2017 and will take on the role on a permanent basis – subject to approval at a council meeting on Wednesday 24 January 2018.

The role includes the duties of Head of Paid Service, Electoral Registration Officer and Returning Officer.

Hayley has dedicated almost her entire working career to MDC, prior to which she was an industrial engineer at Mansfield Shoe Group.

The married mother-of-two has had eight roles during her time at the council including Head of Housing and Director of Communities. She was instrumental in taking the council from being a weak authority to a good authority in a short period of time and says the previous organisational change she has been involved in means she is confident she will be able to bring about further positive changes.

Hayley takes over at a time when the council needs to make significant financial savings due to ever increasing cuts in Government grants but while residents’ demands for services are increasing.

She is committed to putting residents at the top of her agenda as she promises to improve services, make it easier to access council services and to ensure the council better meets the needs of customers.

Hayley, who was born in Mansfield Woodhouse and attended school there, lives just outside Mansfield but considers it to be her home town, said: “I am delighted and really excited to be appointed the Chief Executive Officer at Mansfield District Council and I’m looking forward to the many challenges and opportunities the role will bring.

“My priority from the Mayor and councillors is to protect the services that matter the most to our residents and I’m confident we can achieve that.
“Since I took over as Interim Chief Executive, we have been improving the way we work to ensure we deliver local services in a more innovative and creative way now and in the future. This includes us having a better understanding of our customers; improving our use of technology; operating more commercially; and making better use of our resources.“We need to be able to respond, not only to the needs of our community now, but to predict future demand and meet changing needs.

“This means exploring whether the council should continue to provide existing services or whether another public, a private or voluntary sector organisation should be commissioned or assisted in delivering those services instead.

“One of the ways we are making better use of technology for the benefit of our customers is introducing additional ways to access our services online at all times of the day and night. One of the first ways we are doing this is through our new customer portal which is due to launch in the coming months.

“Customers will be able to access a range of services including reporting an issue, making payments, checking their rent account, viewing their council tax bill, or logging a housing repair at any time of the day or night.

“The portal will also allow benefits claimants to report a change in their circumstances online rather than by attending a face-to-face meeting and will receive an immediate response, which will cut down on waiting times.

“This will allow us to help more people in less time and free up staff time so we can provide more support for those customers who need it.
“I’m also excited to be working with the Mayor, Cabinet and councillors to deliver a more positive Mansfield. We want to ensure that we celebrate what we already have and build on the positive legacies of the past to create a more positive future for Mansfield.

“This year will be an exciting one as we continue to shape our plans for the redevelopment and regeneration of the town centre and as we work on our vision to create a positive destination for culture and events.

“This includes plans to bring the Old Town Hall back into public use with retail units and office space, the creation of a much-needed hotel on the site of the former bus station on Stockwell Gate, and the start of a five-year project to return the Leeming Street, Church Street and Market Place areas to their former glory.

“There are both opportunities and challenges ahead but I look forward to continuing to work with residents, our key partners – including Dame Asha at West Notts College and Mansfield and Ashfield 2020 – to realise our plans to make the district a better place to live, work and visit.”

Eminox upgrades over 400 buses as part of the introduction of LEBZs

Eminox has been key to upgrading over 400 buses across London

Reporter: Stuart Littleford

Lincolnshire based emissions reduction specialists Eminox has been key to upgrading over 400 buses ready for the introduction of the new Low Emission Bus Zones (LBEZ) across London for Arriva, Go Ahead Group and Tower Transit.

Eminox is the only British company to be a key supplier for the projects, which includes the already introduced Putney and Brixton LEBZs as well as upcoming A12 Eastern Avenue, which is due to be implemented in March 2017.

The buses will be upgraded to Euro VI standards with the Eminox SCRT, designed and manufactured in the UK, and is proven to reduce NOx and NO2 emissions by 99% and Particulate Matter (PM) by 95%.

The Putney LEBZ has initially shown a 90% reduction in hourly pollution level breaches and early analysis shows a 40% reduction in annual NO2 concentrations. The Brixton to Streatham route has previously exceeded hourly levels of Nitrogen Dioxide on 539 occasions in 2016 and had breached annual limits by January 5th 2017.

With the recently retrofitted buses now in action, the mayor has confirmed that for the first time in 10 years, London has stayed within its legal limits in January to date.

Another 10 LEBZs are planned for around the capital. The remaining zones, which are all outside the central Ultra-Low Emissions Zone (ULEZ), include Stratford, Harringay and Edgware and will all be in force by 2020.

Eminox SCRT is a cost effective solution to virtually eliminate harmful emissions. Carlos Vicente, Retrofit Sales Director for Eminox, said: “We are proud to be the largest contributor to the TfL programme and have worked closely with all of our customers to make this happen. The number fitted is growing daily to the latest clean bus standards.

“Emission levels across the UK are becoming an increasing focus as a primary way to reduce air pollution, so it is great to see how much of an impact our SCRT is having in these areas.

“Over the next two years, this focus is only going to become more intense as the new London Ultra-Low Emissions Zone (ULEZ) is introduced and Clean Air Zones (CAZ) are announced across the country. Bus, coach and specialist vehicle operators will be looking for the most cost effective way to upgrade their vehicles in order not be charged on a regular basis for entry into a variety of UK cities.

“We pride ourselves on delivering the best quality of British manufacturing in exhaust systems. We deliver on time with every commitment we make and work tirelessly around the clock to hit deadlines.

“Eminox has upgraded more vehicles to Euro VI standards than anyone else working on these projects.

“Upgrading vehicles with SCRT has proven itself time and time again to help reduce emissions and is considerably cheaper than alternative options such as buying new vehicles already at Euro VI standards.”

Eminox has received a significant increase in enquiries regarding retrofitting for the new London ULEZ, which will be introduced in 2019.

Groundbreaking new offering to boost health and social care productivity

Jim Darragh CEO Totalmobile

Totalmobile and Servelec HSC launch industry leading mobile solution to improve access to patient information.

Totalmobile, the leading mobile workforce solution provider, and Servelec HSC, the leading provider of health, social care and education software, today jointly launch an important new offering to deliver significantly improved access to patient information for frontline health and care professionals.

The dynamic solution enables Servelec HSC’s electronic patient record and case management system, RiO, to integrate directly with Totalmobile’s mobile workforce enablement platform, which will provide significant tangible benefits to healthcare providers, patients, social care practitioners and their clients alike.

The launch of the solution today follows the announcement last year that Totalmobile and Servelec HSC would be working together to develop comprehensive integration between their solutions.

The new offering will enable health and care teams to be effectively mobilised, leading to improvements in how key services are delivered. For example, care professionals will now have an improved contextual view of a patient’s health records, with the ability to update information at the point of care.

The mobile solution provides notable productivity gains, increasing capacity, reducing costs, enabling compliance and improving the quality of service provided. This will help health providers tackle some of the biggest challenges facing the NHS; such as the growing demand on services and the limited resources available to meet this demand. Most importantly, the new way of working reduces pressures on health and care professionals, enabling them to spend more time with patients and to focus on delivering the best standard of care possible.

Mobile technology provides the opportunity to streamline processes, gain capacity, reduce cost and ultimately improve the standard of care patients receive.

With mobile workforce management some of the potential outcomes include:

  • 30% increase in time spent with patients
  • Two additional patient visits per staff member per day
  • 60% reduction in data entry time
  • 63% increase in staff confidence to meet caseload

Jim Darragh, CEO, Totalmobile said: “We’ve seen firsthand the transformational impact that effective mobile working has on health services. The relationship between Servelec HSC and Totalmobile will continue to help drive these benefits in the health sector and enable health providers to maximise the capacity of their workforce, operate in a more cost effective manner and most importantly provide a high quality service to their patients.” 

Garry McCord, Chief Operating Officer at Servelec HSC added; “At Servelec HSC we are always looking at ways to deliver added value to our health and care customers by providing the systems required to increase time spent with patients and improve levels of care. Launching our combined offering with Totalmobile offers customers the opportunity to provide their frontline staff with access to the tools required to deliver improved standards of care, outside of traditional care settings.” 

Parker Moss, Chief Technology and Transformation Officer, Virgin Care, discusses the benefits of mobile working, “We have provided our frontline staff with an improved way of working, that eliminates paperwork and gives staff the freedom to focus on the needs of the patient. We’ve seen huge benefits, including productivity increases of around 30% per annum, without compromising the quality of care. In fact, by maximising the time spent with our patients, our community nurses are able to put all their efforts into delivering the highest standard of care services. The integration agreement between Totalmobile and Servelec is welcome news, which presents an exciting opportunity to health and care providers across the UK.”

Comment and advice for businesses affected after the collapse of Carillion

Reporter: Stuart Littleford

Richard Wade, a specialist in construction law at leading law firm Blake Morgan, has spoken to GPSJ with advice for businesses following the collapse of Carillion.

Richard said: “The liquidation of Carillion and appointment of partners at PwC with day-to-day control represents one of the biggest failures of a private sector company this decade and certainly the biggest since the collapse of BHS.

“When such a large company enters liquidation the shockwaves are felt throughout the supply chain. Carillion is the second largest construction company in the UK and a truly global company, with operations in countries including Canada and the Middle East.

“Therefore, these shockwaves are likely to continue to be felt throughout the industry by the many businesses that worked with Carillion, and of course the employees who number nearly 20,000 in the UK.”

He added: “Since the liquidator will look to sell the assets of a company, I would expect that the vast numbers of the profitable contracts or projects are novated or assigned.

“With debts reported to be in the region of £1.5 billion, the liquidators will be looking to effect ‘sales’ of some of the more profitable contracts in order to maximise assets for creditors. This can happen quickly and may well lead to some worthwhile investment opportunities for other players in the sector.”

Richard assessed the implications for businesses and gave his advice on how to mitigate the impact:

  • Where a company has contracted with Carillion (directly or as part of a large supply chain), it should quickly establish that the entity it has contracted with has actually entered liquidation; Carillion is a group of companies and will have many companies within this group. Blake Morgan has access to up to date portals that can provide this information if necessary.  The detail is crucial in determining what action to take and the first step must be to check the identity of your contracting party.
  • If the relevant Carillion company has entered liquidation it will likely mean that it has stopped trading.  This will have significant implications for any party that is in contract with that company.  The respective positions of employers (clients) and suppliers (sub-contractors and the like) need to be contrasted as follows:
  • An employer should be extremely alert to the possibility (probability, even) that the company has stopped trading. The employer should review the contract terms because almost certainly the liquidation will enable you to take steps to terminate the contract (as will be the position under many standard-form contracts). This is important because you can quickly re-start the project choosing a replacement contractor, once the appropriate termination steps, usually prescribed in the contract, have been taken.
  • A supplier (goods/services) should take immediate steps to contact PwC and in the meantime, look at all forms of ‘self-help’ to mitigate further losses. That could include protecting and removing equipment from site unless you have an agreement to pay. Similarly, you should look at removing employees, unless there is a clear commitment to pay.  As things stand currently, Carillion is saying that, unless advised otherwise, all agents, subcontractors and suppliers should continue to work and provide goods and services as normal, under their existing contracts, terms and conditions (with a ‘re-direct’ to www.pwc.co.uk/carillion for information).  While the natural temptation, for a supplier who is out of pocket, may be to ‘down tools’ without reference to the liquidators, such action should not be taken outside the contract terms (or without taking advice).  Such action may not improve the supplier’s situation; and worse, it could leave the supplier itself open to claims.
  • If Carillion was working on your development and maintaining the security, the simplest interim measure maybe to contract directly with the security provider, while medium term provision is reviewed.

LEP ‘champion’ joins Institute of Economic Development board

GPSJ

Warren Ralls

Reporter: Stuart Littleford

Warren Ralls, Director of The LEP Network, has been appointed to the Board of Directors of the Institute of Economic Development (IED).

Under Warren’s leadership, The LEP Network brings the 38 Local Enterprise Partnerships together on areas of shared importance, reaches out to Government, officials and organisations seeking closer engagement and dialogue with LEPs, and promotes best practice across the network. Since their inception, LEPs have delivered over £7 billion of private sector investment, supported 130,000 businesses, created over 145,000 jobs and helped to build 25,000 homes – highlighting their critical importance to the UK economy.

Warren said his role at the IED would be mutually beneficial for both the Institute and The LEP Network. “I really like what the organisation is doing in terms of being more vocal and I feel it would benefit from a LEP voice, through which I can bring knowledge and skills,” he explained. “Most IED members are from a local authority background, and there are others in the wider economic development community that would benefit from what the IED does. I have built up my economic development knowledge through working in a variety of roles over a number of years – and there is potential for individuals from similar backgrounds to benefit from what the IED has to offer, its CPD provision, thought leadership and wider networking opportunities.”

With 20 years’ experience in the world of economic development, Warren has an impressive CV with roles including Area Director for the Milton Keynes, Oxfordshire and Buckinghamshire area at the South East England Development Agency, Partnerships Manager at the Buckinghamshire Thames Valley LEP and Deputy Chief Executive of Business Link Surrey. He took up his position at The LEP Network in 2015. “The LEP Network is here to support all LEPs as they help create the conditions to keep their economies growing and businesses successful, liaising with public-private organisations, education institutions and local government, and understanding the main issues facing local parties on economic growth in order to continue and progress growth and productivity,” Warren said. “I hope the IED can join The LEP Network in our discussions with government on issues such as the current review of LEPs, the emerging local Industrial Strategies and the continuing devolution of responsibility from Whitehall to local communities to deliver their local plans. I would also like to bring LEP chief executives into the conversation on where they think the IED can help them, including exploring their training and development needs.”

Warren, who is originally from Zimbabwe and holds a Master of Fine Arts, Printmaking and Art History from Rhodes University, South Africa, added that he was “delighted to be involved with the IED and is looking forward to getting started”. He said: “Throughout my time working in economic development the IED has built a reputation as a respected organisation – it is an incredibly valuable resource for professionals in this field to go for the latest information, to improve their skills and network with their peers. Given the issues that it represents, I see an even stronger role for the IED going forward.”

Fife Council employability expert takes Institute of Economic Development role

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Gordon Mole

Reporter: Steve Harrison

The Institute of Economic Development (IED) has added Fife Council’s business and employability specialist to its Board of Directors.

Gordon Mole, who moved to Scotland two years ago from a role as Head of Culture and Environment Services at Ipswich Borough Council, is responsible for employability, economic policy, inward investment, town centres and tourism at Fife. He was formerly Employment and Brokerage Manager for Crossrail where he led on the development of new apprenticeships and graduate training and, as Building London Creating Futures project manager, worked on economic development and employment initiatives for construction programmes including The Shard, Heathrow Terminal 5 and Tate Modern.

“It is an honour to join the IED Board alongside a team of highly knowledgeable professionals and I am very excited about the challenge ahead,” Gordon said. “I am keen to ensure that employability has a strong voice within the Institute. A lot of my time is spent working with large employers on the demand side, supporting employer engagement initiatives with companies such as Amazon, and helping organisations better understand what ‘good’ employability initiatives look like is absolutely key to economic development. I also want to bring a Scottish perspective to the IED and help develop its presence and reputation within Scotland. For Scottish-based economic development professionals to recognise the IED as the ‘go to’ UK body to join and the impact it has.”

An IED member himself since 2010, Gordon has personally benefited from the organisation throughout his career and is now looking forward to supporting the next stage of its growth. “As a young economic development manager the main value of the Institute was the network and access to like-minded professionals who you can bounce ideas off,” he said. “That is evidenced today in the number of connections who I have met through the IED and can tap into. The other main value is having the affiliation – it really means something professionally to be a member of the IED – and we should not underestimate the credibility of being aligned to the Institute through professional membership.”

Gordon said that the IED has a particularly important role to play in improving the status of the economic development profession. “It has been relatively evolutionary and has certainly changed a lot in my 15-year career,” he explained. “Economic development, as a profession, is perhaps only recently recognised. When I started out it used to be an arm of planning but I was not from that background. Personally, I upskilled by doing an MA in economic development, and increasingly the profession has been an active choice. However, professional standards have not caught up and the IED has a huge opportunity to influence this. In a rapidly changing economy, we need to consider succession planning for the next generation of economic development professionals, not just support the here and now.”

The IED must continue to be vocal at a regional and national level, including around emerging spaces such as regional working and city deals as well as broader issues relating to jobs and the economy, Gordon insisted. “We are building from a platform of strength,” he said. “The IED brings the UK-wide picture and learning on all things economic development and we have to capitalise on our position as a unique national body. On the ground, resources are as stretched as they have ever been, and we need to help councils appreciate why economic development is so important. The function is non-statutory, with discretionary budgets, so we must work closely with decision-makers to understand how widely economic development spreads, the impact it really has, and for everyone to recognise it for what it does.”