Demand for warehouse and distribution space, driven by ecommerce growth, supply chain restructuring and the expansion of last-mile delivery networks, continues to support new logistics parks across the UK. Yet the construction environment behind these developments has become increasingly complicated.

Logistics projects are frequently delivered on brownfield land, rely heavily on steel-intensive construction and often require substantial off-site infrastructure works.

As global supply chains remain volatile, with recent geopolitical tensions, including the conflict in Iran, affecting energy markets and shipping routes, these are contributing to renewed inflationary pressure on the cost of construction materials.

For developers and contractors, the challenge is no longer simply delivering warehouse space, but managing the legal risks associated with ground conditions, supply chain volatility and infrastructure obligations.

Ground risk and contaminated land

Many logistics developments are located on former industrial or manufacturing sites. While brownfield land can offer planning advantages, it often presents complex ground conditions and contamination risks that affect construction delivery.

Under the Environmental Protection Act 1990, local authorities have powers to require remediation of contaminated land where it presents a risk to human health or the environment. Where the original polluter cannot be identified, liability may ultimately fall on current landowners or occupiers.

From a construction law perspective, these risks frequently emerge during early site works. Even where Phase I and Phase II environmental investigations have been undertaken, unknown contamination or unstable ground conditions can still arise once excavation begins. The key legal question is how that risk is allocated under the construction contract.

Under some contracts ground risk generally remains with the employer unless expressly transferred. Alternative NEC Engineering and Construction Contracts address unexpected physical conditions through compensation event mechanisms that allow cost and programme adjustments where conditions differ materially from those anticipated.

English case law also underlines the importance of contractual risk allocation where site conditions are concerned, and the Court of Appeal has confirmed contractors cannot rely on unforeseen ground conditions where the contract places responsibility for investigating site conditions on them.

For large logistics schemes involving extensive earthworks or remediation works, the treatment of ground conditions within the building contract can therefore have a significant impact on both programme certainty and project cost.

Inflation, steel and supply chains

Modern distribution facilities depend heavily on structural steel frames, cladding systems and mechanical installations, meaning logistics developments are particularly sensitive to supply chain volatility.

Recent geopolitical instability has reinforced that exposure. The Iran conflict has raised concerns about disruption to global shipping routes and energy markets, increasing freight costs and placed upward pressure on construction materials such as steel.

For developers procuring logistics schemes, the question quickly becomes one of contractual risk allocation, particularly who carries the risk of inflation. Traditional procurement models rely on fixed-price construction contracts that place cost escalation risk on contractors. However, sustained material price volatility has made contractors increasingly reluctant to absorb open-ended price exposure.

Standard form contracts offer different responses. JCT contracts include optional fluctuation provisions, although these are frequently excluded in commercial developments, while NEC contracts, particularly under target cost arrangements, allow greater flexibility in managing cost change.

Supply chain disruption can also translate directly into programme delay. Shortages of structural components, façade systems or mechanical plant may trigger extension of time claims and threaten completion dates — particularly problematic where logistics developments are pre-let to tenants with fixed operational timelines.

Again, English case law also illustrates the importance of clear contractual drafting in allocating delay risk, and the Court of Appeal has confirmed parties are free to allocate responsibility for delay through their contract, even where doing so alters the traditional operation of the prevention principle (the rule that a party cannot insist on contractual completion dates where its own actions have caused delay).

Highways and infrastructure interfaces

The high traffic volumes generated by distribution facilities, particularly heavy goods vehicle movements, often require mitigation works to surrounding transport infrastructure. These works are commonly delivered through Section 278 agreements under the Highways Act 1980, allowing developers to fund and construct works to the public highway.

Under Section 278 agreements, highway authorities must approve detailed designs and supervise works carried out within the highway network. Where access roads or junction improvements are linked to project completion, delays in highway approvals or construction can affect programme certainty and practical completion.

For large logistics parks, where vehicle access is central to operational viability, misalignment between highways obligations and construction programmes can create significant delivery risk.

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The report tracks globalisation on a scale from 0% (no cross-border flows) to 100% (borders and distance have no impact). The world’s level of globalisation was 25% in 2025, in line with the record high set in 2022.

Globalisation is holding its ground – and that alone speaks volumes about its value… From poverty to climate change, the world’s biggest challenges can only be solved through global thinking. The DHL Global Connectedness Report shows that countries and companies are not retreating behind national borders. That is good news. We strengthen global ties by connecting markets, businesses, and people so they can adapt, diversify, and unlock new opportunities – even in uncertain times.

said John Pearson, CEO of DHL Express.

At the same time, today’s globalisation level of 25% underlines how far the world is from being fully globalised. In many areas, international flows could expand further in the absence of policy constraints.

AI boom and race to beat tariff hikes fueled trade in 2025

Global trade grew faster in 2025 than in any year since 2017, excluding the volatile Covid-19 period. U.S. importers accelerated shipments early in the year ahead of tariff increases. U.S. imports later dropped below prior-year levels, but rising Chinese exports to non-U.S. markets helped sustain global trade volumes. Trade in AI-related goods surged as countries and companies raced to build AI infrastructure. AI-related products drove 42% of goods trade growth in the first three quarters of 2025, according to WTO figures.

Trade outlook: growth continues, even with higher tariffs

Looking ahead, recent U.S. tariff increases are expected to modestly slow trade growth in 2026 – but not stop it. Global goods trade is projected to expand by an average of 2.6% per year through 2029, in line with the past decade. One reason trade can keep growing despite U.S. tariff hikes is that most trade does not involve the U.S. In 2025, 13% of imports went to the U.S., and 9% of exports came from the U.S. In addition, many countries are pursuing new trade agreements to secure access to alternative markets.

Information flows face barriers, people flows reach new highs

Beyond trade, the report finds diverging trends across other international flows:

• Capital: There is no broad shift of investment from foreign to domestic markets. Multinational firms still earn near-record shares of sales abroad. While announced greenfield foreign direct investment (FDI) fell in 2025, overall FDI flows rose, and cross-border M&A activity remained resilient.
• Information: Over the past two decades, information flows delivered the largest globalisation gains. Since 2021, growth has slowed and become more volatile. Geopolitical tensions and restrictions on data flows may now be materially limiting the globalisation of information.
• People: After collapsing during the Covid-19 pandemic, people flows have fully recovered. The latest data show international travel, student mobility, and migration all at record highs.

Singapore leads country ranking, Europe tops regions

In the report’s country ranking, Singapore again ranks as the world’s most globalised nation, followed by Luxembourg and the Netherlands.

Europe is the most globalised region, followed by North America and the Middle East & North Africa. The United Kingdom has the most broadly distributed flows worldwide. The United Arab Emirates recorded the largest increase in globalisation since 2001.

U.S.–China tensions affect only small share of global flows

The report also finds that ties between the world’s two largest economies – the U.S. and China – continue to weaken. However, these ties are surprisingly small in a global perspective. For example, trade between the U.S. and China accounted for 3.6% of world trade at its peak in 2015, before falling to 2.7% in 2024 and to only 2.0% during the first three quarters of 2025. The U.S.–China share of international business investment is even smaller – less than 1% in 2025.

No global split into rival blocs

Even as the U.S. and China decouple, most countries continue to engage with their longstanding partners. Over the past decade, only 4–6% of global goods trade, greenfield FDI, and cross-border M&A have shifted away from geopolitical rivals. Of these flows, most have not moved to close allies but to countries with flexible geopolitical positions, such as India and Vietnam. Overall, the world economy remains far from a broad split into rival blocs.

The politics and policy surrounding globalisation are much more volatile than the actual flows between countries… “Global trade patterns changed more in 2025 than they do in a typical year, but less than they did during other recent disruptions such as the early stages of the war in Ukraine. Sound decision-making requires a calibrated view of how much global business ties are really changing. The risks to globalisation are real, but so is the resilience of global flows.

said Prof. Steven A. Altman, Director of the DHL Initiative on Globalisation at NYU Stern’s Centre for the Future of Management.

Traded goods and greenfield FDI reach record distances

Geopolitical tensions and supply chain concerns have led many observers to expect a shift from globalisation to regionalization. In 2025, however, traded goods travelled the longest average distance on record (5,010 kilometres). The average distance for greenfield FDI projects also rose to a new high (6,250 kilometres). Most other international flows are stretching over longer distances as well, and longer distances indicate less regionalization. Predictions of a broad move from global to regional business have not materialized – at least not yet.

Published regularly since 2011, the DHL Global Connectedness Report provides reliable insights on globalisation by analysing 14 types of international trade, capital, information, and people flows. The 2026 edition is based on more than 9 million data points. It ranks the connectedness of 180 countries, accounting for 99.6 percent of global gross domestic product and 99.0 percent of the world’s population. A set of 180 one-page country profiles summarizes each country’s pattern of globalisation.

Read the full report here.

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Sustainability is at the core of the project. The centre will feature a 1 MWp photovoltaic system, battery storage, heat pumps, and energy‑optimised LED lighting, enabling carbon‑neutral operation. It is being built to the Gold Standard of the German Sustainable Building Council (DGNB), reflecting DHL’s commitment to environmentally responsible logistics.

Strategically located with access to the A61 motorway and near Cologne/Bonn and Düsseldorf airports, the hub will improve delivery efficiency and reduce supply chain vulnerability. Katrin Hölter, CEO DHL Supply Chain Germany & Alps, said the site “makes our customers’ supply chains less susceptible to disruptions and supports efficient, climate‑friendly logistics.”

DHL Supply Chain’s decision to locate here is another significant milestone in the ongoing development of the Wolbersacker business park and underscores Rheinbach’s appeal to companies from a wide range of industries, thanks to its outstanding location profile. DHL Supply Chain is not only setting new benchmarks in modern, sustainable construction; it is also creating additional jobs and strengthening the regional economy,

says Rheinbach’s mayor, Dr. Daniel Phiesel.

The Rheinbach centre underscores DHL’s ongoing investment in sustainable, future-ready logistics infrastructure, combining operational efficiency with environmental responsibility.

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The 138,000 sq. ft. facility will supply more than 200 McDonald’s restaurants across the North East, ensuring fresher, faster deliveries for the region. The distribution centre’s opening will also reduce average drive times by one hour, saving approximately 2.5 million road miles every year, reducing carbon emissions across McDonald’s supply chain.

Demonstrating the sheer scale of the facility, over 70 suppliers bring more than 400 different products into the DC which are stored, sorted and delivered to over 200 restaurants.

The development is fully aligned with McDonald’s ambition of achieving net zero by 2040 and the reduction of its greenhouse gas emissions that is required to do this. The site has been built to BREEAM Excellent standards and features onsite solar generation and an extensive electric vehicle infrastructure including 13 electric car chargers and 17 electric trailer points that support cleaner transport. 

The opening was commemorated with an event attended by Members of Darlington Borough Council, who received a tour of the facility and were introduced to the team behind the project. Others in attendance included Laura Henderson, Vice President of Supply Chain at McDonald’s UK & Ireland and Parv Sangera, Managing Director at Martin Brower UK & Ireland.

Laura Henderson, Vice President, Supply Chain at McDonald’s UK & Ireland, said: 

The new distribution centre is a major milestone for our business and demonstrates our commitment to the North East. Investing in Darlington means investing in people, in local jobs, and in a more sustainable future. By cutting road miles, strengthening our network, and supporting local employment at scale, this centre shows how we can grow responsibly while supporting our customers and the communities we serve.

Parv Sangera, Managing Director at Martin Brower UK & Ireland said: ““We’re incredibly proud to open the doors to our Darlington facility, a project that reflects our longstanding partnership with McDonald’s and our shared focus on resiliency, innovation, and sustainability. Built to BREEAM Excellent standards and incorporating a unique frozenchilledambient cold chain, the centre represents a truly forward thinking approach. It shows what’s possible when we combine operational excellence with a strong commitment to the communities we serve.”

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CEO Andrew Baxter, pictured below, talked guests through the reasons for the change and the recent progress the company has made. ‘Powered by better’ is the motto and ethos for the company going forward, as Baxter laid out a strategy to establish Europa as the leading logistics operator for moving goods between the UK and EU. “We win by our customer’s success and through marginal gains,” Baxter said, referencing progress made despite inevitable ‘growing pains’ since he acquired the company a decade ago.

Europa Worldwide Group hosted industry leaders, journalists and broadcasters at its Kent headquarters for the official launch of its new strategy, alongside the unveiling of liveried vehicles. Celebrating its diamond anniversary, the proudly independent logistics provider launches a new brand identity and company manifesto: ‘Powered by Better.’ The refresh signals a new era of expansion for the Kent-based firm, which has quadrupled in size over the last 13 years and has expanded its Air & Sea freight and 3PL Warehousing divisions, despite increasing global economic volatility.

A Model for Frictionless Trade

Since the implementation of post-Brexit trade rules in 2020, Europa’s road freight division (it’s largest) claims to have moved double the volume of goods of its nearest competitor, transporting £11.2bn worth of products between the UK and the EU. This achievement is anchored by ‘Europa Flow’, the company’s ‘frictionless’ delivery solution, powered by a proprietary software system, that eliminates customs delays for SMEs and global corporations alike. Europa’s customers credit Europa Flow with ensuring their businesses continued operating smoothly during a period of acute disruption.

“The last six years have been a litmus test for the UK logistics sector,” said Baxter, CEO and Owner of Europa Worldwide Group. “While others saw obstacles, we built bridges. Moving £11bn worth of goods in such a complex climate proves that with the right innovation, British exporters remain resilient and competitive.”

The ‘Powered by Better’ Manifesto

The new brand identity, featuring striking new vehicle livery, emblazoned in Europa’s recognisable red and white colourway, is more than a visual update. It represents a commitment to delivering three core pillars, which the company unveils today: ‘Smarter Solutions’, to ‘Wow every Customer’, and ‘Always Win on Value’.

“‘Powered by Better’ perfectly communicates our DNA,” Baxter continued. “In logistics, you cannot settle for second best. We work relentlessly to find the marginal gains that give our customers a market-leading edge. As we celebrate 60 years since our founding in 1966, we aren’t just looking back at our heritage —we are asserting our role as the company-of-choice for the next generation of global traders.”

Global Expansion & Innovation

From its roots as the first express service provider to Europe, Europa now employs 1,300 people across 30 global sites and operates in 160 countries. The group’s diversified portfolio comprises:

● Europa Road: Offering a unique Money Back Guarantee on European freight.
● Europa Warehouse: Managing over one million sq. ft. of automated and manual fulfilment 3PL space in Corby, Dartford, and Birmingham.
● Europa Air & Sea: Rapidly expanding with strategic hubs in Hong Kong, China, the UAE, India and the UK.

With its own dedicated customs specialists, bonded warehousing and global end-to-end air and sea supply chain expertise, Europa Worldwide Group is well positioned as the UK’s trade strategy focus shifts towards emerging markets.

“We have 60 years of experience as our foundation and a family of employees committed to delivering for customers no matter the challenge that confronts them,” concluded Baxter. “Whether it’s moving goods across the Channel Tunnel or the South China Sea, we are ready for the next 60 years. We are Powered by Better.”

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If we can agree that the case for automation in logistics is proven – faster execution, better reliability, optimised allocation of human resource, improved cost and time efficiencies – then the discussion moves to the available automation choices. What type of automation is the most appropriate for your business’s future requirements?

Specifically, what are the factors that turn good automation into outstanding automation? For David Bailey, Director Consumer Products Arvato in the UK, the best automation comfortably delivers flexibility, scale and ease of operation.

“It’s about picking the right tool for the right job, and scaling in the best way to suit the customer’s needs and wishes,” he says. “And for us, AutoStore delivers those needs extremely effectively.”

Partnership trust and commitment

Arvato is the ambitious German-founded omnichannel logistics provider with a fast-growing global operation and particularly high momentum in the UK, where existing focus is on fashion, tech and healthcare customers. David Bailey is speaking at the company’s impressive – and immaculate – state-of-the-art site at Ham Halls, Birmingham, where it has just opened an extension to its existing AutoStore system, implemented in 2023. This adds to the 15 AutoStore systems already in place at Arvato sites in Germany, the Netherlands, Austria and the USA.

As a technology-focused 3PL, Arvato’s trust and commitment to AutoStore is a notable endorsement for the Norwegian-founded global leader in intelligent order fulfilment solutions. The latter’s stated vision is simple to claim but harder to achieve: “To store and move things for everyone, everywhere.” They seem to be succeeding: AutoStore order orchestration and fulfilment systems are now established at over 1,850 sites in over 60 countries.

What’s the secret?

“The consumer products market in logistics is about reacting quickly to fast-changing needs,” explains Bailey. “If, for instance, a customer wants to resize, AutoStore gives us a wealth of options in which to meet those needs – tote size, number of bots, optimisation of the grid. Consumer logistics is about finding the right tool and the right design for the job you’re looking to do. And if you project manage it well, the process is extremely smooth. Our strong and long-established relationship with AutoStore and their integrator partners such as Kardex, who built and extended the system at Hams Hall, enables that smoothness for us.”

As if to serve as a neat example of his point, Hams Hall – which is a multi-client site – has recently onboarded a new international retailer, a leading brand in technical athletic apparel requiring exactly those flexible, fast-paced operations. “The scalability options with AutoStore make it much easier for us,” agrees Steven Pitt, Head of Operations. “Once the infrastructure is in place, the opportunity for customers with an aggressive growth cycle is very strong.”

Superfast implementation

Hence the AutoStore extension, completed in just over three months, the fastest implementation in Arvato’s history and a testament to the relationship between client, OEM and integrator. The upgraded system now supports 87,600 bins (from 65,000) and supports nearly 1.2 million stored units in a 16-row deep grid. Peak season picking rates top 26,000 per day, a 53% increase on manual picking solutions. Picking data at random from his laptop, Matt Harling, Kardex Sales Manager UK and Ireland reveals that 54,000 bin presentations were made on December 9th, 2025, with a total of over three million bin presentations in the previous 90 days log. “Remember that each tote contains more than one item, too,” he points out.

It’s worth taking a moment to visualise the human resource and warehouse footprint that would be required to attempt to match those numbers in a fully manual operation, and to reflect how far automation has come in delivering lightning-fast service for customers and consumers.

Should we assume that AutoStore is always presented to clients as Arvato’s automation system of choice? “Absolutely not,” says Bailey. “We won’t necessarily discuss specific systems with clients, it’s about what their needs are and how we will work together to deliver them, what’s right for their needs and then what is the best way to deliver on that – it definitely won’t be imposed by us. We have an excellent solution design process. We explore what the data tells us and where it is leading us. So, let’s say we’re looking at an AutoStore; it’s also likely we’ll be considering an open-rack shuttle system, an AMR, a shelving system, maybe. But AutoStore is very effective in terms of cost, flexibility, and speed.”

The Arvato project team works with both AutoStore and its integration partner, in this case, Kardex (other AutoStore partners in the UK include Swisslog, Element Logic and StrongPoint). The integration partner is best placed to source and deliver those parts of the automation package required by the customer above and beyond storing and moving, such as auto-bagging and RFID systems.

The process is quick, partly because the partners know each other so well. “The days of heavy automation and long implementation, with extended lead times before you even hit the site are gone with AutoStore,” says Morgan McNee, Kardex Project Manager. “We’ve gone from point of order to go-live in months.”

The Hams Hall operation has RFID in place at several points in the process, including inbound and packing. As a bonded warehouse, it needs to satisfy UK government and customs regulations as well as client needs. In addition, it provides faster services for customers in addition to extra layers of stock integrity confirmation – Steven Pitt describes how a recent stock count enabled by the RFID tunnel processed 500,000 units for a customer in 48 hours.

The extras at Hams Hall add the sizzle. “Logistics is about adding value – anyone can pick and pack,” says Bailey. Value-added services provided at the multi-client service include manual picking for smaller customers, a comprehensive returns operation including full check of goods returned, and an Alterations section where individual clothing units ordered online may be altered by professionals to individual consumer specifications.

In a territory such as the UK, where agile, fluid retailing is a watchword and consumer expectations on e-commerce delivery times are more demanding than elsewhere in Europe, selecting the right automation is vital to effective competitive advantage.

Weather patterns, buying habits, customer behaviours – systems intelligence enables confident planning and decision-making for 3PLs, all in close partnership with the customer. Bailey summarises: “Businesses that move are those that pivot and act with the market – or even ahead of it.”

The post Fit for Fulfilment appeared first on Logistics Business.

Energy sometimes flies under the radar of logistics operators, yet rising electricity prices, grid constraints and electrification are pushing it firmly into the operational spotlight. For Wattstor, a next-generation energy company supplying commercial and industrial customers with locally produced, smartly managed renewable electricity, that shift represents both challenge and opportunity.

Nick Hay (pictured, below) joined Wattstor last summer as an industry advisor, bringing his decades of logistics experience from senior leadership roles at Fowler Welch and Gist with him. His decision to get involved was rooted in a long-standing interest in efficiency and sustainability, combined with a belief that Wattstor offers something genuinely practical for logistics businesses.

“I have always been close to energy efficiency,” Hay tells me. “From early adoption of telematics through to ESG leadership, I have seen how technology can drive real change. What attracted me to Wattstor was not just the ambition, but the fact that the solution is viable and delivers tangible benefits.”

Operational Realities

At the heart of Wattstor’s proposition is the idea that energy systems should be designed around the operational realities of each site. Warehouses face growing pressure from automation, temperature control and electrification, while grid connectivity is increasingly a limiting factor. As Hay points out, energy availability has already forced some developers to walk away from otherwise attractive logistics locations.

Grid constraints are only part of the challenge. Demand profiles across logistics operations can fluctuate sharply throughout the day, particularly where electric vehicles or handling equipment are involved. Charging fleets simultaneously can create short but significant peaks in demand, driving up costs and network charges.

This is where Wattstor’s combination of onsite renewables, battery energy storage and intelligent energy management comes into play. By balancing grid supply with solar generation and battery capacity, Wattstor helps operators manage peak demand while reducing exposure to rising grid charges.
“The clever part is how you balance those elements,” says Hay. “You reduce the maximum draw from the grid, which lowers fixed charges, while still ensuring the power is there when you need it. When electricity is cheap, you charge the battery. When it is expensive, you avoid buying or export back to the grid.”

That approach underpins Wattstor’s Price Protect tariff, refined with direct input from Hay’s logistics background. Designed to guarantee electricity prices below market levels while providing an absolute price cap, Price Protect also allows customers to benefit when wholesale prices fall. Recent financing of up to £50 million will support the rollout of more than 15 projects over the next two years in both the UK and large parts of mainland Europe, signalling confidence in the model.

With an electricity price hike expected in the UK this April, many logistics operators are already feeling exposed. Amy Wilson, Chief Marketing Officer at Wattstor (pictured, below), says early engagement is critical. “The businesses most affected already know they have an issue,” she explains. “The earlier we assess a customer’s energy profile, the quicker we can identify how to reduce cost, carbon and risk.”

Wattstor’s ability to model a site quickly using existing consumption data allows operators to see potential benefits within days, reflecting the reality that no two logistics operations consume energy in the same way.

A good example is pharmaceutical distributor Mawdsleys, which worked with Wattstor to optimise solar generation across its warehouse estate. The project enabled Mawdsleys to move closer to net zero while overcoming grid limitations and improving long-term cost certainty, without disrupting daily operations.

Longer-Term Prize

Beyond immediate savings, electrification offers a longer-term prize for logistics. Hay argues that predictable electricity pricing could remove one of the sector’s biggest historic variables: “If you can combine electrified fleets with long-term electricity price certainty, you suddenly have far more control over fuel costs. That stability is hugely attractive in a sector built on tight margins.”

Looking ahead, Hay sees energy strategy becoming a competitive differentiator. Operators that understand their energy profiles and act early will be better placed to expand, electrify and absorb future shocks. “Early adopters will do really well,” he concludes. “In a world full of variables, removing uncertainty around energy cost and supply can become a real advantage.”

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The newly installed SolarEdge system is projected to generate around 118MWh of electricity each year, with lifetime savings estimated at £1 million over 20 years and a payback period of roughly 5.3 years.

Strategically located near the Port of Felixstowe, the Ipswich site is home to Lombard Shipping’s headquarters and is the largest of the company’s five sites. As part of its long-term decarbonisation strategy, the company recently added two electric HGVs to its fleet. While these vehicles represent a significant step toward reducing transport emissions, they have also increased energy demand at the Ipswich site, prompting Lombard Shipping to take decisive action.

Peter Fraser, Director at Lombard Shipping, says: 

Rising energy demand across our operations made it essential for us to take a more strategic approach to managing our power use. With our EV chargers alone consuming around 7MWh of electricity each month, we needed a solution that could maximise clean energy generation on site and ensure it is used as efficiently as possible, and this system delivers exactly that.

To meet Lombard Shipping’s energy requirements, installation partner Insight Energy deployed a complete SolarEdge ecosystem comprising DC-optimised solar inverters, on-site energy storage and six EV chargers. The system is managed via the SolarEdge ONE for C&I energy optimisation platform and its on-site gateway, the SolarEdge ONE Controller, enabling intelligent coordination of solar generation, energy storage and EV charging across the site. This integrated approach is expected to enable Lombard Shipping to use around 83% of the solar energy it produces, maximising both the financial and environmental benefits of its investment.

On the roof, 226 solar panels fitted with SolarEdge Power Optimizers maximise generation by allowing each pair of panels to operate independently, reducing losses from shading, soiling and module mismatch that are common in conventional non-optimised systems. Their output is managed by two 50kW SolarEdge DC-optimised Synergy inverters, which support system oversizing of up to 175% to enable greater energy capture during peak production periods.

The installation also includes a 102.4kWh SolarEdge CSS-OD commercial battery, which stores excess energy for use during periods of peak demand or high grid prices. It is managed by the SolarEdge ONE for C&I platform, which continuously monitors and optimises the battery’s performance using dynamic algorithms that analyse real-time data and user preferences to maximise on-site energy use.

The battery’s modular design also allows for future scalability, giving Lombard Shipping the opportunity to expand storage capacity as its operation grows. Peace of mind is provided by a suite of robust safety features and system-wide cybersecurity protections delivered through the SolarEdge ONE Controller, which serves as a single, secure gateway for inspecting and analysing system communications to prevent unauthorised access.

Excess solar energy can also be used to power the company’s newly installed bank of six SolarEdge EV chargers, all intelligently controlled by EV management capabilities within the SolarEdge ONE for C&I platform. This includes coordinating fleet charging using customer-defined schedules, solar forecasts and real-time electricity prices to determine the most cost-effective energy source to charge the EV fleet at any given time – whether from solar, battery, or grid. It also supports tiered charging modes, allowing priority vehicles, such as the eHGVs, to access grid energy when needed, while non-priority vehicles, such as staff vehicles, are charged only with surplus solar energy.

Kristian Day, Managing Director at Insight Energy, comments: 

By leveraging SolarEdge’s unified technology platform, we have delivered a smart, scalable clean energy solution that enables Lombard Shipping to use almost all of the energy generated on site, which is a key factor in achieving a rapid return on investment.

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Europa Warehouse is the 3PL division of independent operator Europa Worldwide Group. Its senior team welcomed the MP for Corby and East Northamptonshire to its award-winning site to showcase how continued investment in people, technology and infrastructure is driving growth for its customers.

Celebrating almost six years since opening its doors, Europa’s Corby warehouse now employs 170 local people and has become a benchmark operation within the UK 3PL landscape, with its award-winning facility and team. It sits at the heart of the UK’s ‘Golden Logistics Triangle’ and spans 715,000 sq. ft., the equivalent of seven Premier League football pitches and offers more than 100,000 pallet locations.

Designed to deliver the scalability and flexibility demanded by today’s supply chains, Europa Warehouse supports a growing number of national and international brands.

The facility has continued with sustained investments in new technology alongside flexible manual solutions, enabling it to meet changing customer requirements while maintaining service quality and operational efficiency.

Lee Barron MP joined Clare Bottle, Chief Executive of the UK Warehousing Association (UKWA), for a tour of the warehouse, gaining a first-hand look at how the unit operates.

Europa Warehouse is an active member of UKWA, which facilitated the visit and is Britain’s leading trade organisation dedicated to the warehousing sector. Most recently, Europa has been supporting key initiatives such as UKWA’s Young People Advisory Board as well as professional training, with its team undertaking brand-new UKWA-developed qualifications.

These are set to become industry-recognised standards, helping to drive professionalism across the sector.

During the tour, Europa highlighted the role of continued advanced technology in modern warehousing, including the use of autonomous inventory solutions.

Most recently, Europa has taken delivery of the latest technology from British robotics specialist Dexory. A new fully autonomous, AI-powered robot, manufactured in Oxfordshire, which is capable of scanning warehouse environments up to 46 feet high, capturing real-time inventory and operational data far faster than a manual process. The technology is designed to simplify storage management, improve accuracy and keep supply chains moving, while supporting the creation of skilled operational roles in the warehouse.

Commenting on the visit, Lee Barron MP said:

It was a pleasure to meet the team at Europa Warehouse and gain valuable insight into how their operation works. It was particularly encouraging to meet the next generation of professionals looking to build careers in the logistics sector, including those attending the UKWA Young People Advisory Board, and, as someone who took the apprenticeship route into work, it is exciting to see how well the apprentices are doing at Europa Corby. I was also impressed by Europa’s commitment to creating an environment where its team can thrive and continue driving a successful, modern logistics operation.

Sally Watson, Head of Sales and Customer Care at Europa Warehouse, said

We were delighted to welcome Lee to the site and demonstrate the role our people and operations play in supporting customers. We’re proud to have created such a flagship logistics hub and demonstrate how we are investing in our people as well as new technology to continue to enhance performance for our customers.

Clare Bottle, Chief Executive of UKWA, added:

We work closely with Europa, and I would like to thank the team for hosting this visit at the company’s state-of-the-art warehouse in Corby. We look forward to our continued working partnership with Europa in driving forward industry initiatives to support improved training and the work of our Young People Advisory Board.

Europa Warehouse offers a comprehensive range of value-added services, including ecommerce fulfilment, inventory management, packing and labelling.

Across its three sites, Europa’s combined warehousing portfolio exceeds one million sq. ft. and includes fully authorised bonded customs warehousing for both wet and dry goods, and the coveted AA British Retail Consortium accreditation.

As part of Europa Worldwide Group, warehouse customers also benefit from direct access to the company’s road, air and sea freight divisions, enabling true end-to-end supply chain management – a capability that continues to set the business apart in an increasingly complex logistics environment.

As part of Europa Worldwide Group, warehouse customers also benefit from direct access to the company’s road, air and sea freight divisions, enabling true end-to-end supply chain management – a capability that continues to set the business apart in an increasingly complex logistics environment.

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Singapore’s heavy reliance on imported food – and the refrigerated storage it requires – combined with its role as a major transshipment hub, continues to drive robust, sustained demand for cold storage capacity. Structural constraints in industrial land allocation have reinforced a persistent shortage of modern facilities.

William Smales, Partner and Chief Investment Officer at Morrison, said: 

Morrison is committed to investing in the essential infrastructure that underpins resilient, modern economies. With demand for highly automated cold-chain capacity continuing to outpace supply across the Asia-Pacific region, our investment in SuperFreeze positions us to help close that gap and establish a scalable, best-in-class platform. It reflects our strong conviction in Singapore and our ambition to lead the evolution of the cold chain logistics sector across the region.

Rajiv Khakhar, Executive Director at Morrison, said: 

Cold storage logistics play a vital role in enabling regional APAC trade through the storage and transshipment of temperature-sensitive goods, while also ensuring stable food and pharmaceutical supply in high import-dependent economies. We look forward to working with the management team to unlock strategic opportunities across Asia and deliver significant long-term value by addressing a critical, enduring local societal need.

Troy Shortell, CEO of the platform, added: 

This acquisition represents a natural progression in our growth journey and further strengthens our mission to transform critical cold supply chain infrastructure across the region. Building on an already solid foundation, SuperFreeze is now even better positioned to expand our network of advanced cold logistics facilities that leverage high-efficiency refrigeration and distributed energy systems to further reduce our carbon impact. Morrison’s deep expertise in global infrastructure and financial strength reinforces our long-term commitment to leading the transition toward a more sustainable cold chain — increasing food and pharmaceutical availability while preventing waste and minimizing our environmental footprint.

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