Thinking Big

The Daily Mile’s small core team appeal for global partners to help roll out tried-and-tested initiative.

3
min 2021

For there are just eight people in the core team who are overseeing the global rollout of The Daily Mile initiative – Jessica Ard, Bill Russell, Anna Limbach, Tilly McAuliffe, Caitlin McConnell, Hannah Oakes, Thomas Manfredini and Fiona Paterson.

“They do an incredible job and they are really making a difference, by talking to schools, posting online and working with our extensive partners,” said John Mayock, director of The Daily Mile project.

“But we are always on the lookout for partners on the ground who can help us to spread the message of the benefits of The Daily Mile, given its simplicity to implement.”

It’s a call to action from INEOS employees because COVID-19 – far from derailing the programme – has actually helped to increase awareness of the need to stay healthy, both mentally and physically, during lockdown.

“People have been looking for what they can do during lockdown to increase their health and wellbeing and The Daily Mile, because it is such a simple initiative, has been something they can do at home,” said John.

The UK/US-based team have set themselves some strategic, long-term goals.

And partnerships with key supporters will be key.

In England, it is Sport England. In Scotland, the government. In France, Le Coq Sportif. And in Spain, it’s a high-profile national cancer association.

“The Daily Mile will thrive under any condition because it is a simple and tried-and-tested initiative,” said John. “The key is about getting the right people and organisations in place to influence schools and community leaders.”

Over the coming year, the focus will be on spreading the message about The Daily Mile more widely in America.

“We have got 52 states to go at,” said John.

The team have recently signed agreements with The National Dairy Council and Seattle Marathon to implement The Daily Mile across their networks.

“These are very exciting opportunities for us to test the partnership model,” he said.

The former Olympic athlete, who competed in the Commonwealth Games, also recently contacted ambassadors of all countries in the Commonwealth to gain support for adopting The Daily Mile.

“The response was overwhelming,” he said.

Contact The Daily Mile at the foundation's global website:

www.thedailymile.org

More from INCH Magazine

Introduction

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Our Journey to Net Zero

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4 min read

Hydrogen - Fuel of the Future

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4 min read

Carbon Capture & Storage

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Within months of Brian’s appointment, he had worked with the team at INEOS Energy to reposition its assets. That led to the transformational acquisition of all Hess’ oil-producing assets in Denmark, and the sale of an INEOS-owned oil and gas business in Norway to open up fresh opportunities to further reinvest in the energy transition. “Even by INEOS’ standards, those deals materialised in a fairly short window,” he said. INEOS Energy now owns all Denmark’s Syd Arne oil field and plans to boost production over the next 20 years. It doesn’t worry INEOS that Denmark intends to ban oil and gas exploration and production by 2050. “We know there is no more exploration after 2050 but that’s not what we are looking at,” said Brian, BP’s former financial officer. “What it does do is set a timetable for us to run these assets through to the life of the fields. 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Only last year, he led the negotiation with INEOS for the sale of BP’s global aromatics and acetyls business for $5 billion – and had enormous respect for INEOS’ approach to securing a deal that worked for both companies. “INEOS is commercially very savvy and I have seen the rigour that goes into a deal,” he said. “But it also listens and understands the point of view of the other side. That said, I much prefer being on the same side of the negotiating table.” What’s also impressed Brian since he became Executive Chairman of INEOS Energy is INEOS’ obsessive focus on safety and its humility. “INEOS is understated in many ways,” he said. “The house style is one of delivery and then talking about successes and learning from things that have not gone so well.” Brian spent 34 years at BP and helped to steer the company through some of its toughest times, including the 2010 explosion of a BP drilling rig in the Gulf of Mexico which led to the worst environmental disaster in US history. Carbon Capture Project Phase one of the Greensand project is already complete. The project may be capable of storing up to eight million tonnes of CO2 every year in the INEOS-operated Siri and Nini areas, after those fields have ceased production. Carbon capture technology can capture up to 90% of CO2 from high intensity emitters. CO2 will be captured onshore and then transported to the offshore platform by ship. CO2 will be injected in liquid form into the geological reservoirs more than 1500 metres below the sea bed. The CO2 will naturally fill the empty oil and gas reservoir and will be permanently stored below the sea bed of the North Sea. By 2030, the aim is to build the capacity to store 3.5-4 million tonnes of CO2 yearly. www.projectgreensand.com

6 min read

yCEN

Nothing today is more pressing than climate change. For years INEOS' Climate and Energy Network has driven sustainability higher and higher up the INEOS agenda. But the company recognises that it needs to take on the perspective of its younger managers. To ensure it has a bright future, INEOS  has formed a group of young people who passionately believe that INEOS has an important role to play in tackling climate change. Meet yCEN. Former First Lady Eleanor Roosevelt argued that the future belonged to those who believed in the beauty of their dreams. Former US president Barack Obama believed it belonged to young people with an education and the imagination to create. INEOS believes it belongs to all three. It is now giving its young people a real voice within the company to look to the future. A real chance for them to make a difference to how the business continues to operate beyond 2025. Its yCEN group, who are all under 35, is led by Matthias Schnellmann, a 29-year-old with a PhD in chemical engineering. Their brief is to come up with answers to some of the biggest challenges facing mankind. And they are excited at the prospect. “There is no one-size-fits-all solution and certain trade-offs will need to be made,” said Pieter-Jan Snoeck, energy and performance coordinator at INEOS Olefins & Polymers Europe, who is also part of yCEN. “The best way to start is by reflecting, challenging each other’s ideas and coming up with tangible solutions. The time to act is now, because INEOS has the right people to make this journey a success.” Greet Van Eetvelde, INEOS’ global head of energy and innovation, described the formation of a young Climate and Energy Network group as an ‘incredibly important development’. “There is no short-term solution to the grand challenges ahead,” she said. “We may be experienced, but it will be the young ones who take INEOS forward so we need to listen to them. INEOS’ future starts now because we older ones will not be around when the full impact hits.” Matthias sees a very bright future for INEOS and, more importantly, one that he can now influence from inside the company. “I am incredibly excited to be working with a group of motivated colleagues to address the grand challenges that we face,” he said. That doesn’t mean the road ahead is going to be easy, he says. It isn’t. “I am humbled by the challenge, both the scale of it and the speed at which we need to address and overcome it,” he said. “But at the same time I am optimistic since there are examples of past challenges that humans succeeded in overcoming. The development of COVID-19 vaccines is a prime example.” He is confident in INEOS, the company he joined in September 2019 after finishing his post-doctorate at the University of Cambridge in the UK. “The chemical industry will be a key pillar of our transition to a climate neutral future and it’s already playing a vital part, by manufacturing the essential products for renewable technologies and zero emission vehicles,” he said. “It is fundamental to our modern life. People often don’t realise that there is a huge link between the chemical industry and almost everything they touch, be it their iPhone, their clothes, the credit cards in their wallet or the toothpaste on their toothbrush.” In other words, modern life would be primitive, lacking almost everything we take for granted. INEOS, which employs 26,000 people around the world, makes products that matter. Its plastic packaging protects and preserves food and drink. Its PVC helps blood to be stored for longer. Its solvents are used to make insulin and antibiotics. Its chlorine purifies 98% of the UK’s drinking water. Its acrylonitrile is the essential raw material for carbon fibre, which makes cars and aircraft lighter, stronger and more fuel-efficient. “INEOS is consciously aware of the need to change,” said Matthias. “And it is not afraid of it.” Over the past 10 years it has been working behind the scenes on successfully reducing its impact through its Climate and Energy Network (CEN), which feeds and fans debate across the group’s sites. At the recent, three-day annual meeting, about 130 people from across the company – chairmen, CEOs, managers and climate and energy experts alike – tuned in every day to learn what their colleagues were doing to cut carbon emissions, switch to recycled and bio-based raw materials, reuse waste materials, reduce their dependence on fossil fuels and improve energy efficiency. For those three days, the company focused on key issues such as climate and energy, the circular economy, where nothing is wasted, along with the production of safe, sustainable products that society needs. “This isn’t just a talking shop,” said Greet. “We are taking a business-led approach to identifying opportunities for INEOS in this transition economy.” The annual gathering also saw the launch of the new initiative, yCEN, which will be driven by the young people whose very future depends on the decisions that are made today. Its group leader Matthias has already got a growing and a very passionate young army behind him. “Transitioning to a net-zero economy is essential, and we need to accelerate our action,” he said. “However, our journey must be feasible technically, financially and socially. “We can’t change the laws of physics and there are limits to how fast we can deploy renewable energy. Companies will need to invest in new technologies, which they can only do if they remain profitable.” The EU wants to remove at least the same amount of greenhouse gases from the atmosphere as it emits by 2050. Matthias said it would be exciting to be at the forefront of INEOS’ part in that transition. “I think opportunities will naturally arise where we can make substantive contributions, particularly in an organisation such as INEOS, whose success is built on challenge, seeking new opportunities and giving its people the scope and accountability to deliver,” he said.

6 min read

Roadmaps to a better future

Roadmaps are now being drawn up at every INEOS site. How the various businesses plan their route to net-zero may be different, but the end goal will be the same: to drastically cut CO2 emissions by 2030 and 2050. “Our aim is to draw up realistic roadmaps and set achievable targets based on input from each business,” said Greet Van Eetvelde, INEOS’ global head of energy and innovation. The roadmaps, which will lead to business investment plans, will help each business to identify areas for improvement and will be regularly updated. Most of INEOS’ sites, although energy-intensive, are already highly efficient. Focusing on that alone will not bring the company – or the environment – any real big gains. But switching fuels, using recycled or renewable raw materials or investing in carbon capture and storage could do. "Having a solid, science-based method to draw reduction pathways and ultimately set emission targets that are achievable is how INEOS does business," said Hür Bütün, environmental data manager at INEOS who has been working on the carbon footprints of each site and the roadmaps. "It leads our transition into a climate and resource neutral economy.” INEOS’ plants in the Port of Antwerp were the first to adopt a roadmap. Their goal is to stay ahead of EU climate targets as part of the transition to a net-zero economy. “It is a dynamic document,” said Greet. The Antwerp roadmap – pulled together with help from Matthias Schnellmann – involve sourcing green power, capturing CO2 for use, optimising processes, switching to outsourced, cleaner heat and investing in electrification. Other INEOS businesses are also making progress – and devising their own roadmaps to best suit their business’ set-up. “We know that a one-size-fits-all approach will not work,” said Greet. “But we have pockets of excellence so we can share best practice.” INEOS O&P has already started to reduce its dependence on gas and oil by using waste plastic to make a new range of plastics that have been hailed as ground-breaking. And some of its energy-intensive sites in Belgium are now being powered by renewable electricity instead of fossil fuels – a move that will cut INEOS’ emissions by 1.9 million tonnes of CO2 every year. INEOS Phenol in Antwerp believes it has the potential to halve its emissions by 2030 compared to 2019, by sourcing clean power, using more hydrogen and steam, and finding a customer for residue it normally burns. Each business is using the INEOS science base to calculate their current emissions and set out their future reductions. Ultimately, though, the company will be working with the Science Based Targets initiative (SBTi) to validate the emission reduction in line with climate science. “These targets provide companies with a clearly defined path to reduce emissions in line with the Paris Agreement goals,” said a spokesman for Science Based Targets.

3 min read

Platinum and gold awards for sustainability

Sustainability is a way of life at INEOS because it drives innovation. Doing good is also good for business. For over the years, it has become increasingly important to INEOS’ employees, communities, customers and investors. “It’s our licence to operate,” said sustainability officer Marie Casier. “And it is what our suppliers and customers quite rightly want to see.” INEOS Europe’s rating has improved immeasurably since 2016 when it first asked EcoVadis to judge its commitment to building a more sustainable and environmentally-sound business. Those improvements have led to gold and platinum awards in recent sustainability assessments by the independent organisation, which specialises in assessing the performance of companies globally. INEOS Styrolution achieved a platinum award, placing it in the top 1% of the best-rated chemical businesses in the world while INOVYN and INEOS Europe AG achieved gold ratings, placing them in the top 4% of the 65,000 companies rated. “We were especially recognised for our environmental performance, reflecting our commitment to carbon emission reduction targets and to recycling and the circular economy,” said Marie. This year INEOS has been collecting data from all businesses to make a group submission to EcoVadis. It is hoped that the decision to introduce a group-wide Supplier Code of Conduct will be warmly received. For the code sets out INEOS’ position, in that it only wants to do business with suppliers – both upstream and downstream – who share a similar ethos on sustainability. David Thompson, CEO of Trading and Shipping, led the procurement directors’ group who produced the code. “We work with thousands of suppliers and we expect that they already adhere to most of the rules in the code,” he said. “But what we hope to do is encourage them to also adhere to our safety standards and our expectations on protecting the environment. “It is way of also assuring all of our stakeholders that our suppliers are equally aligned with our own objectives.” The code is available in 24 languages, including Arabic, Russian and Mandarin, to ensure it is understood at INEOS’ sites around the world. Jacob Dossett, feedstock procurement manager for INEOS Nitriles, helped to draft the code. “It summarises what we expect of everyone in our supply chain and we aim to reserve the right to terminate business with anyone who is unable to align with our expectations,” he said.

2 min read

Recycling world first

INEOS is to work with French dairy group Lactel to produce the world's first UHT milk bottles from recycled plastic. Initially 140,000 milk bottles will be made at Lactel's Montauban production plant in France, using plastic waste that has been turned back into high-density polyethylene using advanced recycling technology. The collaboration is viewed by both companies as a major milestone on the road to creating a circular economy for the packaging industry. Recycled plastics have, in the past, not been allowed to come into contact with food or liquid because second-hand plastics risk contamination, which can be dangerous for human health. This collaboration could help to change that. “Using advanced recycling, we will be able to supply virgin quality polymer from recycled plastic that is ideal for even the most demanding food contact applications like milk,” said Xavi Cros, CEO INEOS Olefins & Polymers Europe/South. “It’s another big step in the right direction.” Lactel, which was founded in 1967, is the first dairy brand, in collaboration with INEOS, to explore a solution for UHT milk bottles. “We are extremely excited to bring this new environmental innovation to our iconic milk bottles,” said General Manager Anne Charles-Pinault. INEOS will use advanced recycling technology to convert the plastic waste into raw materials for its European crackers. Those raw materials will replace gas and oil. But the end result will be the same – high-density polyethylene of the highest quality that can be used by Lactel to make its UHT milk bottles. Lactel’s plant has already received the blessing of the globally-respected Roundtable on Sustainable Biomaterials. It has certified that the bottles produced in this way will be compliant with food safety regulations and fully recyclable.

2 min read

Keeping cool in a COVID crisis

About 40 years ago, a father and son were working as missionaries in some of the poorest places on earth. They were assisting clinics where people were desperately in need of medical supplies. But when those life-saving vaccines and medicines finally arrived, very often the journey had taken its toll, rendering them almost useless. Inadequate storage was also proving a headache. As a result of being unable to keep those medicines cool, Keith Meyer and his son Chris witnessed needless deaths and suffering. When they returned to Ohio in the US in 1979, they were determined to find a solution to keeping medicines cool during transit. Keith quit his job at the YMCA and started VacuPanel with his son Chris. Together they developed a vacuum insulation panel to keep vaccines cold. During the anthrax threats of the late 1990s, the US armed forces turned to their system to deliver anthrax vaccine to military personnel. From there, they inspired CSafe Global, the leader in cold chain supply logistics, and the company which is now transporting COVID-19 vaccines to the remotest parts of the world thanks to its fleet of tailor-made, thermal shipping containers. CSafe Global, which is working hand-in-hand with BioNTech’s facility in Germany to ship the Pfizer-BioNTech vaccine around the world, says its containers can store medicines at -70°C for at least 10 days. Those containers are now being flown around the world – even delivering vaccines from Germany to China. “Maintaining the proper temperature for any vaccine is critical to ensuring its effectiveness,” said Scott Reeve, President of Composite Advantage, which he founded in 2005 and is now part of the Creative Composites Group. One of its first products were the lightweight fiberglass container shells that provide the structure for these containers transported by aircraft. CSafe assembles the containers using the shells. “When complete, it is similar to opening the doors to a nice refrigerator with an internal gel coat,” said Scott. “The active cooling system ensures that products are not damaged when there are flight delays due to weather or mechanical issues.” INEOS Composites provides Scott’s company with Derakane® epoxy vinyl ester resins which it, in turn, uses to make the fiberglass reinforced shells and panels for CSafe Global shipping containers. “In order to pass Federal Aviation Administration requirements, we use a fire resistant resin,” said Scott. It’s a relationship that has been nurtured for years by both Composite Advantage and INEOS Composites since the first containers were manufactured in 2006. “Many of our customers are often smaller firms who lack resources for research and development, so INEOS extended its marketing and R&D support to Composite Advantage when they were starting out,” said Thom Johnson, Business Manager at INEOS Composites. “In return, Composite Advantage centred their product development around INEOS’ resins. The result has been a long and fruitful relationship as both companies have grown in this market segment.” Father-son duo invent hi-tech cooler Keith Meyer and his son Chris, who witnessed needless suffering while working as missionaries in some of the poorest places on earth, inspired CSafe Global. Derakane® epoxy vinyl ester resin INEOS Composites provides Composite Advantage with Derakane® epoxy vinyl ester resins which it, in turn, uses to make the fiberglass reinforced shells and panels for CSafe Global shipping containers. -70°C CSafe Global, which is working hand-in-hand with BioNTech’s facility in Germany to ship the Pfizer-BioNTech vaccine around the world, says its containers can store medicines at -70°C for at least  10 days.

5 min read

Polystyrene unpacked

Five years ago, environmentalists were calling for polystyrene to be banned. Greenpeace described it as a 'problem plastic' because it was 'very difficult' to recycle. But that was then; this is now. Next year a pilot plant will be built in the UK to test whether polystyrene can be successfully recycled on a commercial scale. If the trials with Trinseo and Recycling Technologies are a success, INEOS Styrolution will invest in a commercial, polystyrene recycling plant in France – and Trinseo will build one in Belgium. UK-based Recycling Technologies Ltd are the brains behind the pioneering technology that will allow polystyrene to be used, and reused, over and over again without losing any of its quality. “This business was born out of a global environmental crisis,” said CEO and founder Adrian Griffiths. “We share a common sense of urgency and a burning passion for our planet.” Since it was formed in 2011, it has been developing the technology to recycle mixed plastic waste. “Our core technology was initially targeted at polyolefins, but we started to adapt it to polystyrene for INEOS in 2018,” he said. For two years INEOS Styrolution has funded Recycling Technologies Ltd’s research to find a solution to turn polystyrene back into a virgin oil. And it is research that has paid off. Producing recycled polystyrene from polystyrene, instead of gas, will also lead to a significant reduction in greenhouse gas emissions. “INEOS Styrolution and Trinseo are the two biggest polystyrene producers in Europe with whom we share the vision to make polystyrene a circular material,” said Adrian. Polystyrene has served society for almost 100 years and was one of the first polymers to be used commercially. Today it is used to package fresh food because it helps to reduce the amount of food being wasted. But it is most widely used to package and protect white goods during transit. Initially Recycling Technologies will be focusing on single-use polystyrene packaging, which makes up almost half of polystyrene uses. But it will also be collecting and recycling dairy packaging, such as yogurt pots, food trays and vacuum-formed plastic cups. “Historically polystyrene has been difficult to recycle and it is not collected in the household recycling waste stream which makes it difficult to find.” said Adrian. But the three companies, which will be working together, are determined to make it work. “We are convinced that a combination of technology, innovation and determination can make a true difference to today’s world,” said Adrian. “We believe plastic is a great material and an integral part of the solution to reducing our carbon footprint.” The technology The polystyrene waste is shredded and then fed into a thermal cracker where it is turned back into an oil, which is good as the original.

2 min read

Call of the Wild

USANGU is a vast, unspoilt, uninterrupted wilderness in southern Tanzania. It’s home to elephants, buffalo, lions, leopards, wild dogs and tiger fish. The only way into this part of the Ruaha National Park used to be on foot. As such it made it difficult to protect the animals from poachers. But the logistical challenges were just part of the problem. “When these parks don’t contribute good revenues compared to the more famous national parks, they can be seen as problem areas to the government,” said Brandon Kemp, Country Director Tanzania for Asilia Africa. But one man's problem became another man’s opportunity – and Asilia, one of the country’s leading safari companies, is now working on a new initiative with further backing from INEOS Chairman Sir Jim Ratcliffe. “The more tourism we can get in there, the more secure it will be,” said Brandon. What they want to offer, though, is a safari with a difference, where the guests are involved in the research and conservation. In June, a small expedition camp will be set up next to the research team. There will be just four tents for guests, one car, one boat, one canoe and one walking guide. “We have just put our first road in there, but we are going to keep it very simple,” said Brandon. “It will be like going back in time to how safaris used to be.” The team are grateful to Dr Eblate Ernest Mjingo, now director-general of The Tanzania Wildlife Research Institute, who has helped to change mindsets. “For the first few years, the government didn’t allow us to even talk about tourism and research in the same sentence,” said Brandon. “Now we can.” Jim, who has been on countless safaris over the past 20 years, has been working with Asilia since 2015. He believes developing tourism in southern Tanzania will open the eyes of the world to a place of immense beauty and importance – and help to create local jobs and prosperity. “When a local community benefits from high-quality employment from tourism, poaching flips to protection to preserve those jobs,” he said. With Jim’s help, Asilia went on to open a camp and a private lodge in Ruaha National Park and its first camp in the heart of the Selous Game Reserve, now Nyerere National Park. Back then, only a handful of travellers had ever set foot in the reserve, which is larger than Switzerland, or in the Ruaha National Park, which is the size of New Jersey in America. The conservation initiative is focused on Usangu, where the Great Ruaha River starts its 450km journey. “It is a fascinating project,” said Brandon. “Usangu is an area that is sensitive and needs as much help as it can get.” The team has been given access to all 6,000 square kms so it can carry out its full, bio-diversity audit and better understand all the animals that live there. “We are measuring everything from insects to the big five,” he said. “Who knows, we might even find a new species of frog.” The work on the ground has already started, but the team is considering buying a small plane this year so it can patrol the area more easily. The team is also working with the Tanzania National Parks Authority to combat wildlife crime. Asilia Asilia Africa offers an authentic East African safari experience that leaves a positive impact on Africa’s crucial wilderness areas. Guests are actually donors and, by visiting the region, are not only participating in something unique, but also contributing to the research, security and peripheral community of the Usangu Wetland. Asilia hires and empowers local staff to work alongside community and conservation programmes. Hamza is just one of them, He has now been working for Asilia for more than nine years. ‘Becoming a guide has been my biggest achievement,’ he says.

4 min read

Thinking Big

As statistics go, The Daily Mile has racked up a fair few. More than three million children from 85 countries are now taking part in The Daily Mile and it recently signed up its 13,114th school. But there's one equally impressive statistic that often goes unnoticed. For there are just eight people in the core team who are overseeing the global rollout of The Daily Mile initiative – Jessica Ard, Bill Russell, Anna Limbach, Tilly McAuliffe, Caitlin McConnell, Hannah Oakes, Thomas Manfredini and Fiona Paterson. “They do an incredible job and they are really making a difference, by talking to schools, posting online and working with our extensive partners,” said John Mayock, director of The Daily Mile project. “But we are always on the lookout for partners on the ground who can help us to spread the message of the benefits of The Daily Mile, given its simplicity to implement.” It’s a call to action from INEOS employees because COVID-19 – far from derailing the programme – has actually helped to increase awareness of the need to stay healthy, both mentally and physically, during lockdown. “People have been looking for what they can do during lockdown to increase their health and wellbeing and The Daily Mile, because it is such a simple initiative, has been something they can do at home,” said John. The UK/US-based team have set themselves some strategic, long-term goals. And partnerships with key supporters will be key. In England, it is Sport England. In Scotland, the government. In France, Le Coq Sportif. And in Spain, it’s a high-profile national cancer association. “The Daily Mile will thrive under any condition because it is a simple and tried-and-tested initiative,” said John. “The key is about getting the right people and organisations in place to influence schools and community leaders.” Over the coming year, the focus will be on spreading the message about The Daily Mile more widely in America. “We have got 52 states to go at,” said John. The team have recently signed agreements with The National Dairy Council and Seattle Marathon to implement The Daily Mile across their networks. “These are very exciting opportunities for us to test the partnership model,” he said. The former Olympic athlete, who competed in the Commonwealth Games, also recently contacted ambassadors of all countries in the Commonwealth to gain support for adopting The Daily Mile. “The response was overwhelming,” he said. Contact The Daily Mile at the foundation's global website: www.thedailymile.org

3 min read