DP World has shipped over 10 million vinyl records from its Bicester facility, the UK’s largest distribution warehouse for music and video products, since opening in August 2023.

Powered by semi-autonomous ‘picking’ robots, developed by Locus Robotics, the warehouse has become the epicentre of physical music distribution in the UK, playing a key role in the ongoing ‘vinyl revival’. Moving independently all across the warehouse following worker input, the robots ensure a seamless blend of automation and manual precision.

Handling more than 70% of all physical music and 35% of home entertainment products sold in the UK, the 270,000 sq. ft facility distributed upwards of 20 million units across all product lines in its first year. It supplies some of the world’s largest retailers, including Amazon and HMV, as well as more than 400 independent record stores. The DP World facility at Bicester has also seen significant growth in e-commerce sales, distributing approximately 2 million units direct to customers in 2024.

Neil Lander, Business Development Director, EMEA – DP World Logistics, said: “The milestone shipment of Bicester’s 10-millionth vinyl record is testament to the work of our team to help support the revival of Britian’s physical music and home entertainment sector. With over 80 semi-autonomous ‘pick robots’, we have built a highly scalable and efficient operation, and we are very excited to continue supporting the UK’s thriving physical music industry, especially as we approach Record Store Day on 12 April.”

Christopher Crellin, CFO of Sony Music UK, said: “Fans love consuming music in multiple ways, especially on vinyl. DP World’s state-of-the-art facilities are industry-leading and play a crucial role in supporting physical formats as an integral part of an artists’ career, which strengthens the music ecosystem for all.”

David Sharpe, COO at Universal Music UK, said: “DP World developed an incredibly impressive facility in record time, and are now operating with near-perfect service levels. Their quick delivery and impeccable work has been a real driving force behind the UK’s much-celebrated vinyl resurgence.”

With vinyl sales continuing to grow year-on-year, DP World’s Bicester warehouse has become a key part of Britain’s physical music supply chain, facilitating the ongoing ‘vinyl revival’. Since opening in August 2023, it has distributed 10.5 million records, 13 million CDs and 8 million DVDs, with further growth expected across all three product types in 2025.

In addition to its hubs at Southampton and London Gateway, DP World’s end-to-end solutions include logistics, forwarding and European transport capabilities, all seamlessly integrated into the company’s global network. Operating in 78 countries, DP World handles 10 per cent of global containerised trade, driving supply chain efficiency worldwide.

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In recent years, chartering private jets is no longer a privilege reserved for heads of state, VIPs and big businessmen. More and more discerning travelers are choosing to fly exclusively, comfortably and quickly, taking advantage of new booking formulas that make the private flight experience more affordable than you might think.

But how much does it really cost to charter a private jet? What are the factors that influence the price? Most importantly, are there solutions to save time and money without sacrificing luxury? In this article we will answer all of these questions, analyzing costs, real tracts, and practical advice for those considering this option.

Whether you are planning a weekend ind Amsterdam, a private flight to Tel Aviv or a last-minute transfer for an exclusive vacation to Ibiza, you will find that flying private is easier than you think – especially if you know the right tricks.

Average private jet charter prices in Europe

The cost of chartering a private jet varies widely depending on several factors: the model of the aircraft, the distance of the route, the duration of the flight, and the services included. Below we provide a general overview of hourly prices for the most common jet models.

• Light jets (VLJ): about 2,500 to 4,000 € per hour
  
• Medium-sized jets: about 3,500 to 5,500 € per hour
  
• Large jets: about 5,500 to 8,500 € per hour
  
• Long-range jets (Heavy Jet): about 8,500 to 12,000 € per hour
  

Light jets (Very Light Jets or VLJs) are the most economical and ideal for short routes (1-2 hours), while medium jets offer more comfort and space for trips of 3-4 hours. Large jets are suitable for large groups or long-distance flights, while long-haul jets are designed to fly intercontinental routes.

How much does it cost to fly on a private jet? Actual examples of routes and prices

To better understand how much it can cost to charter a private jet, here are some concrete examples of popular routes, with approximate prices based on common jet models and standard terms (no extras):

Paris – Tel Aviv (Medium Jet or Large Jet)

• Distance: about 3290 km
  
• Flight duration: 4h37 minutes
  
• Average price: 45220 (MJ) – 61040 Euro (LJ)
  
• Ideal for a weekend getaway with 4-6 people by chartering a British Aerospace / Hawker Siddeley private jet – Hawker 600
  

Milano – Amsterdam (Medium Jet)

• Distance: about 831 km
  
• Flight duration: 1h44 minutes
  
• Base price: 17250 Euro
  
• Perfect treat for business meetings, also in high demand with jet sharing
  

London – Ibiza (Light Jet)

• Distance: about 1,389 km
  
• Flight duration: 2h34 minutes
  
• Base price: 11050 Euro
  
• Perfect for a summer getaway
  

Tip: If you are flexible with dates and times, you can find empty leg flights on these routes at discounted prices of up to 70 percent.

Extra costs to consider

When chartering a private jet, the initial price provided by the broker or booking platform may seem high, but it is important to understand what is included and what is not. Here are the main additional costs to watch out for:

Airport taxes
Each airport charges landing and takeoff fees, which vary depending on the type of aircraft, runway length, and geographic location, with some airports possibly having higher fees.

Fixed Base Operator (FBO) Services.
FBOs are the private jet business terminals: they offer VIP lounges, baggage assistance, dedicated security, and private transportation. Some excellent examples:

These services can be included or separately.

Catering and comfort on board
From gourmet meals signed by star chefs to premium drinks (such as Dom Pérignon or Krug champagne), every extra has a cost. Customizations to the experience (playlists, tailored menus, signature blankets, satellite wifi) also affect the price.

Any overnight stays of the crew
If the pilot and co-pilot need to stay in the destination city for more days, a fee may be added for lodging and per diem.

How to save money on chartering a private jet

Although the experience of flying by private jet is synonymous with luxury and exclusivity, there are some strategies for reducing costs without sacrificing the comfort and speed of a tailor-made flight. Here are some practical tips for flying at lower prices:

1) Book an empty leg flight, the empty journey of a private jet back

Empty leg flights are routes operated empty (without passengers) to place the private jet at the location of the next charter. By booking these routes, you can save up to 70% compared to the full fare.

2) Jet sharing: share the price of private jet with other passengers

When it is not a problem to share a cabin with other travelers with similar needs, jet sharing allows you to share costs while still maintaining a very high level of service.

• Suitable for business flights on business routes
  

3) Charter your private flight in advance (or last minute)

Booking well in advance gives you access to a wider choice of models and fares. However, last minute can also be advantageous, especially for return legs or empty flights that are likely to remain unsold.

With PrivateJetfinder, rent private jets on a customized basis and with intelligence

As we have seen in this article, there are also opportunities to charter a private jet while saving money. With the right strategy, a little flexibility and the help of PrivateJetfinder, you can experience exclusive flying without spending a fortune. Whether it’s a romantic getaway, an urgent business trip, or a customized event transfer, PrivateJetFinder will find tailor-made solutions for every need.

Choose your destination, request a personalized quote and plan your next tailor-made flight in just a few clicks.

Automation in intralogistics has developed rapidly in recent years. More and more companies are relying on autonomous mobile robots (AMR) and driverless transport systems (AGV) to leverage efficiency potential. Processes are becoming more flexible, material flows optimized and manual work reduced. In theory, this means continuous availability and maximum productivity. But in practice, an unforeseen hurdle quickly becomes apparent: The energy supply.

While investments in automation are usually aimed at increasing throughput, the way in which robots are charged often leads to unexpected bottlenecks. Charging breaks mean downtime, charging zones take up valuable space and when fleets of different manufacturers are used, the infrastructure becomes increasingly complex. “Many companies initially underestimate the impact that the charging strategy has on the efficiency of their automation,” explains Julian Seume, Director Wiferion – a PULS business unit. “It’s not just about supplying the robots with energy – the way in which they are charged determines how smoothly and economically an entire material flow functions.”

Downtime and space consumption: an often overlooked cost factor in intralogistics

If companies only realize during operation how strongly charging processes influence the efficiency of their AMR fleets it is already too late. Conventional charging concepts rely on vehicles moving to charging zones independently after a certain operating time and remaining there for a longer period of time. This results in idle times that are often not fully included in the original planning. It becomes particularly problematic in highly frequented environments, such as in e-commerce or in production logistics, where delays can quickly affect the entire supply chain.

In addition to downtime, charging zones are an often overlooked cost factor. Any space used for charging is not available for value-adding processes. “In many warehouse and production environments, space is a scarce commodity. Companies need to ask themselves whether they really want to use this space for charging their vehicles – or whether there are better ways,” says Seume.

Another problem arises when several robots from different manufacturers are in use. As many manufacturers use their own charging systems, a separate infrastructure must be set up for each technology. This not only increases installation costs, but also makes scaling the fleet more complex and expensive.

How companies can strategically integrate energy supply into their automation

Anyone investing in a larger AMR fleet or wanting to expand existing systems should not only focus on the energy supply when bottlenecks occur. Choosing the right charging strategy can determine whether automation is economically viable.

One way to maximize the productivity of the robot fleet is to integrate charging into the ongoing process. Instead of taking robots out of operation for long periods of time, the energy consumption is spread over many short charging intervals. For example, vehicles can recharge their batteries during short stops at transfer stations or picking stations. This strategy, also known as in-process charging, prevents unnecessary downtime and ensures that the vehicles remain ready for use almost continuously. “In-process charging makes it possible to charge the robots whenever they are stopped for a short time anyway – at a transfer station, for example. This drastically reduces downtimes and ensures more efficient use of the fleet,” explains Seume.

A recent study by MHP – A Porsche Company has shown that companies that rely on an optimized charging infrastructure can increase the productivity of their driverless transport systems by up to fifty percent. In addition, companies that have integrated charging into their processes have been able to reduce the size of their fleets, as no additional vehicles had to be kept available for charging breaks.

Another important aspect is scalability. If you want to develop your automation flexibly, you should opt for a charging solution that works across all manufacturers at an early stage. Different charging systems from different providers make it difficult to integrate new vehicles into an existing fleet. A standardized infrastructure, on the other hand, makes it possible to operate heterogeneous fleets with the same charging infrastructure, which reduces operating costs and increases long-term flexibility. “Many of our customers have found that their old charging infrastructure is becoming an obstacle to growth. Those who rely on a cross-manufacturer solution avoid these problems and remain flexible in the long term,” says Seume, highlighting the problem.

When it is worth switching to a new charging strategy

Many companies that initially started with smaller AMR fleets are faced with the question of whether they should adapt their charging infrastructure after a certain period of operation. One car manufacturer, for example, found that its planned fleet expansion could not be realized without a more efficient charging infrastructure. The existing solution with permanently assigned charging zones led to increasing bottlenecks and unnecessary idle times.

By switching to a process-integrated charging system, the company was not only able to increase the operating time of the robots by more than thirty percent, but also free up valuable space that was previously reserved for charging stations. As no additional space was required for charging, parts of the storage areas could be used for additional production capacity. At the same time, maintenance costs were significantly reduced as mechanical contacts were no longer used. “There is a clear point at which companies realize that they need to rethink their charging infrastructure. This usually happens when the fleet grows and inefficient charging processes can no longer be ignored,” says Seume.

Such experiences show that the right charging strategy is not just a technical optimization, but a business decision with long-term effects. Anyone investing in a new AMR fleet today should be aware that the charging infrastructure is just as crucial to success as choosing the right vehicles and control systems.

The energy supply is decisive for automation success

Automation is not an end in itself, but should make processes more efficient and economical. If you don’t think strategically about energy supply from the outset, you risk bottlenecks and unnecessary operating costs negating the expected efficiency gains. Companies that rely on seamless charging integration benefit from maximum uptime, lower space costs and greater flexibility when scaling their AMR fleets. “The right charging strategy is not just a question of technology – it is a decisive factor for the economic success of an automation project,” emphasizes energy expert Seume. Choosing the right charging strategy should therefore receive just as much attention as the selection of the robots themselves.

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Business technology solutions provider Brother UK has launched a new labelling self-assessment tool designed to help warehouse and logistics customers identify opportunities to streamline processes and boost efficiency. The tool features 11 questions and takes just five minutes to complete. Once submitted, businesses instantly receive a comprehensive report outlining their strengths, areas for improvement and practical advice on enhancing labelling processes.

Customers will fall into one of four categories based on their responses: Labelling Expert, Almost Optimised, Exploring Efficiency or Just Getting Started. These categories help determine the most relevant next steps for improving labelling workflows and prioritising process optimisation in the warehouse. For customers that fall into the ‘Just Getting Started’ category, or those unsure of where to begin, Brother recommends conducting a labelling process audit. This helps map out current workflows, access equipment setup, identify pain points and highlight clear areas for improvement.

Those in the ‘Almost Optimised’ and ‘Exploring Efficiency’ categories may already have a solid foundation but still face challenges such as hardware downtime or mislabelling errors. In these cases, Brother recommends evaluating the current equipment setup to ensure it’s fit for purpose. This includes assessing whether there are enough print stations, mobile printing solutions or the right hardware to meet warehouse demands. Integrating solutions like on-body mobile printers, forklift-mounted devices or mobile workstations enables at-location label printing, reducing disruption and minimising error.

For businesses already operating at a high level of optimisation, Brother suggests levelling up by prioritising data monitoring, staying up to date with the latest industry developments, improving responses to warehouse downtime and drawing on expert advice to identify best-in-class labelling solutions tailored to specific needs. To support this, Brother offers a range of advanced labelling technologies designed to enhance operational efficiency.

The RJ mobile print range can be mounted to a forklift truck for at-location printing in the warehouse, saving workers time previously lost walking back and forth to a stationary printer. This type of optimisation can yield substantial cost savings over time, such as boosting the speed of picking, packing and delivering products.

Brother has also recently refreshed its TD-2D and TD-4D range of professional desktop label printers to help improve productivity and cost-efficiency. The compact mobile devices can be used on crowded packing benches and are compatible with accessories such as tablet holders, creating an end-to-end solution and improving workflow efficiencies. A battery pack and carry handle is also available to support on-the-go operations.

Brother’s TJ range of industrial label printers is built for purpose, backed by a market-leading 5-year warranty that ensures long-term reliability and support for operations with high-volume labelling requirements.

Simon Brennan, senior business manager (SPS) at Brother UK, said: “Labelling inconsistencies can cause serious issues for warehouse and logistics operations, from delivery mix-ups to lost time correcting errors. Research shows businesses lose up to £6,000 and 347 working hours per operator each year due to inefficient labelling, with every disruption costing up to 23 minutes in lost focus. Our new self-assessment tool helps businesses think about where they might be losing valuable time and money, and what steps they can take to improve. At Brother we live for the label and our experts are ready to support customers in finding labelling solutions that boost both efficiency and reliability.”

Resellers can direct their customers to the five minute assessment here, helping them find out where their labelling setup stands and how they can start unlocking new efficiencies in the warehouse.

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LPR – La Palette Rouge (a division of Euro Pool Group) has reached an important milestone in its environmental strategy, reducing its carbon footprint by 10 % in 2024. This achievement underscores the company’s strong commitment to more sustainable logistics.

Decarbonisation Strategy

Through a comprehensive and coordinated approach, all of LPR-La Palette Rouge’s subsidiaries, working in collaboration with its logistics and QSE (Quality, Safety, and Environment) departments, have implemented ambitious initiatives to accelerate the ecological transition. This significant reduction in emissions is the result of key strategic actions:

• Transport Optimisation: More efficient route management and increased use of alternatives to diesel fuel have led to an 11% reduction in CO2 emissions from transportation. In France, 28% of the kilometers travelled in 2024 were powered by biofuels.
• End-of-Life Pallet Recovery: Improved collection and reuse of pallets resulted in a 20% decrease in emissions associated with end-of-life pallet management.
• Sustainable Investments: By integrating sustainability criteria into acquisition and renewal decisions, LPR-La Palette Rouge has reduced the carbon impact of its capital expenditures (CAPEX).
• Additional Initiatives: The adoption of renewable energy in warehouses and the reduction of business travel have also contributed to these outstanding results.

Strengthened Commitment to Sustainability

Overall, the measures implemented in 2024 prevented the emission of 11,000 tons of CO2, this measure has further solidified LPR’s position as a key player in the ecological transition within its sector.

“We are proud to have exceeded our CO2 emission reduction targets. These results confirm our concrete commitment to more sustainable logistics and our ability to innovate in response to environmental challenges. LPR-La Palette Rouge will continue its efforts in 2025 with even more ambitious initiatives to enhance environmental efficiency and support our clients in their own decarbonisation journey,” stated Jean-Luc Guénard, Managing Director of LPR.

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1. Lead Capture, Qualification & Structured Pipeline Control

2. Integrated Quoting & Rate Intelligence

3. Sales Pipeline Visibility and Opportunity Tracking

4. Campaign & Customer Engagement Tools

5. End-to-End Customer Lifecycle Management

6. Sales Team Performance Monitoring

7. On-the-Go Access with Mobile CRM

Conclusion

In today’s fast-paced industrial landscape, ensuring workplace safety is paramount. Beyond the immediate human impact, industrial accidents can lead to significant operational disruptions and financial losses.

Industrial accidents, such as collisions involving forklifts and machinery, pose serious risks to both personnel and infrastructure. Globally, the cost of work-related accidents and illnesses is substantial. A report by the European Agency for Safety and Health at Work estimates the global cost at €2,680 billion, representing 3.9% of the world’s GDP.

Downtime in machinery is a hidden cost

Unplanned downtime resulting from machinery failures or accidents can be financially crippling. A study by Senseye revealed that large industrial facilities lose over a day’s production each month due to machine failures, costing an average of $532,000 per hour of downtime. For Fortune Global 500 companies, this equates to nearly $1 trillion annually.

Legal Obligations and Safety Standards

Employers are legally obligated to ensure a safe working environment. In the European Union, the Framework Directive 89/391/EEC outlines the employer’s duty to guarantee the safety and health of workers in every aspect related to work. This includes conducting risk assessments, implementing preventive measures, and providing appropriate training.

Proactive measures for enhanced safety

To mitigate risks and reduce downtime, companies should:
• Implement Comprehensive Safety Training: Regular training ensures that employees are aware of potential hazards and know how to avoid them.
• Conduct Regular Equipment Maintenance: Preventive maintenance can identify and rectify issues before they lead to failures.
• Adopt Advanced Safety Technologies: Utilizing modern safety solutions can enhance protection for both personnel and equipment.

A game-changer for workplace safety

The newly launched Safety Book from Axelent offers insights and guidelines to help industries create safer working environments. By prioritizing safety, companies not only protect their workforce but also ensure operational efficiency and financial stability. This resource is designed to tackle the complex challenges of maintaining safe industrial environments and practical guidelines tailored to modern workplaces.

What sets the Safety Book apart is its comprehensive approach. Rather than focusing solely on regulations, it provides clear strategies to help businesses proactively address risks. From mitigating accidents involving forklifts and machinery to reducing downtime caused by infrastructure damage, the Safety Book delivers tools and knowledge that can transform workplace safety protocols. By investing in safety, companies not only protect their workforce but also enhance operational efficiency and financial stability.

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Freedom to integrate best-of-breed technology delivers the flexibility, scalability and fast ROI businesses crave. So, where do some businesses go wrong? Chris More, head of Sales for Ferag’s UK and Nordic regions, explains.

Competitive pressures on margins combined with ever greater expectations from customers on service, product choice and speed of delivery, place a heavy and growing burden on the fulfilment function and its supporting intralogistics infrastructure.

Fulfilment now needs to be faster, more efficient and infinitely flexible, capable of dealing with constantly changing product profiles and more frequent peaks. A capability to leverage availability, service and costs across slick Omini-channel operations is increasingly in demand. And the need for easily scalable technologies /solutions is considered essential in facilitating growth and securing future performance.

Rising labour costs

Set against these high demands on performance, manual processes are becoming increasingly difficult to support. Faced with escalating labour costs and a shrinking labour pool, businesses are sensibly looking to automation to build-in agility, increase responsiveness and to keep competitive. But how should SMEs best approach a transition to, or an upgrade in, warehouse automation? How do you ensure the most appropriate technology is deployed, offering the flexibility and scalability needed, with the fastest ROI? Taking a wrong step at the outset can lead to restricted options and, ultimately, suboptimal outcomes.

Two approaches

There are two common approaches. The first is ‘Solution Dependent’: A prospective buyer can be tempted to identify a technology that looks appropriate and simply approach a manufacturer or vendor for advice. It may work out well, but there is a danger that the solution is limited to the vendor’s portfolio of products, imposing a major constraint on the solution design. As such, the ‘Solution Dependent’ approach tends to be very limited in scope and often fails to flex for future needs, locking clients into systems that are difficult to upgrade or integrate with new technologies.

The best outcomes result from allowing the client’s operational requirements define the best possible solution, and then selecting and integrating the most appropriate, cost-effective technology available. It’s all too easy to be sold a system that may work ‘okay’, as a compromise, but doesn’t necessarily offer you the best result – perhaps, falling short on flexibility, scalability, performance at peak or overall value. What’s missing here is independent informed thinking, combined with the freedom to choose best-of-breed technology.

‘Solution Agnostic’ approach

The alternative is to take a ‘Solution Agnostic’ approach, where an independent integrator is chosen that is free to select the most appropriate technology for the task. There are many advantages to working with an independent integrator. Firstly, and most importantly, being independent means that recommendations relating to technology and potential suppliers are unbiased, and are not determined by the need to sell a proprietary product. A good integrator with strong software capabilities can therefore bring together the very latest and most advanced technologies for the task, producing a best-in-class solution. Automation can offer a whole host of possible solutions to a range of warehouse processes – from goods-received, storage and order picking to packing, sorting and despatch.

Low Capex, fast ROI

Fast-developing technologies, such as Autonomous Mobile Robots (AMRs) combined with pick-to-light technology, have transformed goods-to-person order processing in recent years, bringing highly flexible and scalable, low-Capex solutions within easy reach of SMEs. However, the choices can be complex, making unbiased technical expertise an invaluable resource to tap in to.
AMRs are highly flexible and scalable forms of warehouse automation which can offer a really fast ROI. And technologies, such as zone-routing conveyors, flow-racking and cross-belt sorters, can all be brought together as a cohesive value-adding solution. Smarter picking software too can be deployed, along with pick-walls, to create continuous wave picking – boosting productivity and reducing dependency on labour.

As an integrator focused on delivering value to SMEs, Ferag’s ‘solution agnostic’ approach prioritises the needs of the application over a predefined technology set – ensuring the selection of the right technologies for the best possible outcome.

What success looks like

A successful outcome can take many forms. For one leading retailer, significant operational benefits and savings were achieved through creating an Omni-channel fulfilment operation, integrating a variety of picking, sorting and storage methods for efficient processing of ecommerce orders as well as store replenishment. In another application a prominent 3PL has been able to use modular automation to great effect across multiple clients, scaling up or down as demand dictates – giving the confidence to maintain performance, even at peak.

Key to successful integration of best-of-breed technology is the skilled application of versatile software. Ferag’s intelligent proprietary software, ferag.doWarehouse, has the power to connect, control and manage a whole world of smart warehouse technologies from different suppliers, making Ferag the leading independent integrator for SMEs keen to take their first-step into warehouse automation.

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