Category: 3. Business

Tokyo, July 1, 2025 – Mitsubishi Heavy Industries Thermal Systems, Ltd. (MHI Thermal Systems), a part of Mitsubishi Heavy Industries (MHI) Group, has begun field test of a jointly developed “Surplus Renewable Energy Absorption and Release System” utilizing the Aquifer Thermal Energy Storage (ATES) system. The test is being carried out jointly with partners including Osaka Metropolitan University, which serves as project representative(Note1).

The project, titled “Development of Technology for Absorbing Surplus Renewable Energy in ATES systems,” was selected by the Japan’s Ministry of the Environment in 2023 as a “Regional Co-creation and Cross-sectoral Carbon Neutral Technology Research Development Program(Note2). In April 2025, cold-storage operation utilizing surplus energy began at the Osaka City Maishima Sports Center for Persons with Disabilities (AMITY MAISHIMA). From July 1, the project will transition to a new field test phase in which the stored cold water will be used directly for air-conditioning.

Today, renewable energy sources such as solar and wind power are being adopted toward realizing a decarbonized society. However, the amount of power generated is unstable due to their dependence on weather conditions. As a result, surplus energy often arises during transitional cooler seasons such as spring and autumn in Japan, when demand for air cooling/heating is low. To effectively utilize such surplus energy, infrastructural improvements are required-such as large-scale battery systems or extensive land use-both of which can result in significant additional costs. Against this backdrop, the joint project currently underway has focused on development of a surplus renewable energy absorption and release system that leverages the seasonal thermal storage function of the ATES system.

In this joint development, a surplus renewable energy absorption and release system is to be adopted in an ATES system for the first time worldwide. The system offers short-cycle thermal storage and discharge functionality, enabling flexible switching between cold and heat storage. It also incorporates a multi-layered seasonal storage function that allows lower-temperature chilled water to be stored within existing underground cold-water masses.

In conjunction with this project, MHI Thermal Systems is responsible for operating the ATES system and heat-pump type centrifugal chillers, as well as for designing and constructing a control system that efficiently utilizes surplus energy. The newly developed control system features a mode that automatically switches to the optimal operation depending on the surplus energy availability and underground water temperature. Furthermore, owing to the incorporation of a function that optimizes cold storage operation in real time based on fluctuations in electricity market prices and the volume of surplus power. This enables energy-saving operation that reduces electricity consumption during cooling while ensuring effective use of renewable energy.

An ATES system uses gravel and groundwater stored in aquifers deep underground as an enormous heat storage tank, allowing for the effective use of energy by enabling the circulation of heat across seasons, such as using the cold waste heat from winter heating for summer cooling, and the warm waste heat from summer cooling for winter heating. MHI Thermal Systems’ ATES system received the “Energy Conservation Center, Japan Chairman’s Award” in the “Best Practice Category” at the 2021 Energy Conservation Grand Prize,(Note3) and the “HPTCJ Promotion Award” at the 2022 “Demand Side Management Awards”(Note4).

MHI Group has made a declaration to achieve carbon neutrality by 2040, and is working to reduce CO₂ emissions from its own plants and other production-related facilities, as well as reduce the CO₂ emissions at customer facilities that use MHI Group products. As a part of MHI Group, MHI Thermal Systems supplies a large number of centrifugal chillers for general air conditioning, factory air conditioning, and district heating and cooling, boasting the top market share in Japan in this field. Going forward, MHI Thermal Systems will continue to respond to customer needs, and by delivering centrifugal chillers and thermal solution products with a low environmental load, contribute to the realization of a carbon neutral world.

Sodexo will hold a conference call (in English) today at 9:00 a.m. (Paris time), 8:00 a.m. (London time) to comment on its Q3 Fiscal 2025 revenues.

Those who wish to connect:

• From the UK: +44 121 281 8004, or
• From France: +33 1 70 91 87 04, or
• From the US: +1 718 705 8796,

Followed by the access code 07 26 13.

The live audio webcast will be available on www.sodexo.com

A Jersey engineer has been listed one of the UK’s top 50 women in engineering for 2025

The Institution of Civil Engineers (ICE) named Rachel Hayden as a role model for reaching more than 38,000 people through science, technology, engineering, and mathematics (STEM) volunteering.

The former Jersey College for Girls student was recognised for her “outstanding contributions to the profession and her tireless work inspiring the next generation” in the list published by the Women’s Engineering Society.

Ms Hayden, who works as a senior engineer at WSP, said an experience at secondary school had inspired her future career.

She said: “If it hadn’t been for a pasta bridge competition run by engineers when I was 16, I might never have discovered civil engineering.

“That moment changed my life – and now I’m passionate about creating those moments for others.”

ICE said that since Ms Hayden had become a STEM Ambassador in 2017, she had volunteered more than 715 hours and delivered 285 activities.

Ms Hayden said it was “a huge honour” to be recognised on the list.

“I hope it shows young people in Jersey and beyond that engineering is not only for everyone – it’s a career where you can make a real difference.”

Good morning from London, here are the opening calls

What to look out for Tuesday

So far, so ordinary. BA343 is just one of about 650 planes that land at Europe’s busiest airport each day. But the cool thing here is that it’s the first time a BA turnaround has been performed using only zero-emission equipment: buses that run on vegetable oil; baggage tugs, which look like little golf buggies, running on lithium batteries; and electric-powered steps to get passengers off. It might not sound like much, and if you’re disembarking chances are you won’t even notice. But the goal of this new hardware is to make the whole process more efficient and reduce delays for passengers. It’s part of a wider multibillion-pound transformation of the airline.

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This summer is predicted to be exceptionally busy, according to figures from the aviation data agency Cirium, with a record number of passengers forecast to go on holiday. Almost 52 million of us will travel between June 1 and August 31, up from 51 million last summer. There is also some nervousness about air-traffic control delays due to hot weather or strikes. Eurocontrol, which runs European air traffic control, said in April that in the first four months of the year European air traffic was up by 5 per cent compared with the same period in 2024, with delays also up by the same amount. Add to that a pile-on over British Airways’ revamped loyalty scheme, the Club, and you can see why the flag carrier might be nervous.

Last year BA announced a £7 billion transformation programme, with money funnelled into new cabins in state-of-the-art aircraft such as the Airbus A320neo and sustainable initiatives, such as the carbon-neutral hardware out on the airfield. The airline has also invested £100m in “gamechanging’ and “integral” AI forecasting tools — essentially what the BA boss Sean Doyle calls “devising a better way of working on the ground at Heathrow” — which, when put into practice, will ultimately mean fewer delays and cancellations for passengers. The results so far are promising: in the first three months of 2025, 86 per cent of BA flights left on time from London Heathrow, the highest on record; in 2008 it was 46 per cent.

I went to Heathrow to find out more and see how BA is using machine learning to improve the passenger experience. I’m getting an exclusive look at the airport’s revamped Air Operations Control Centre (AOCC), the eyes and ears of BA’s operation at Heathrow; as well BA’s Integrated Operations Control (IOC) at its Waterside headquarters, to the northwest of the airport.

One of the new tools at the AOCC is Mission Control, a giant interface beamed onto a giant screen in the control centre. It shows real-time tracking of each BA plane on the ground at Heathrow (blue shows arriving aircraft, flashing yellow shows planes about to depart) and how many connecting passengers are on board. I can see flight BA453 arrive from Ibiza and BA115 depart to New York. A screen tracking New York JFK has been configured too. London-New York is the busiest international route in the world; after the British capital it’s BA’s largest international destination.

Mission Control is also a big part of BA’s IOC at its Waterside headquarters, where staff monitor up to 900 daily BA flights across the network. The real-time data from the interface ensures that staff can track the aircraft and make on-the-go decisions about where aircraft need to go.

I sit down with Ben Lang, who looks after BA’s schedule, planning where to use its more than 280 jets. He showed me the Pathfinder planning tool, which uses thousands of pieces of historical data to make the flight plans, pulling in information about delays, air-traffic control restrictions and aircraft capacity. For example, Lang explains, if flights from Paris are always delayed by ten minutes, Pathfinder will allocate an extra ten minutes to the turnaround process; and if there’s a big sporting event happening, bigger jets will be deployed to cope with demand.

I also get a look at Runway, another AI forecasting tool that kicks in when disruptive events such as storms, strikes and — particularly relevant at the moment — blocked airspaces threaten to throw passengers off course. Using masses of data, it can allocate the most efficient aircraft for a particular flight, making what it calls a “swap”. For example, during Storm Eowyn in January, Runway swapped out smaller aircraft that would typically fly to Glasgow and Edinburgh for larger planes to stop passengers getting stranded in Scotland. At the top of Lang’s screen, it says the tool has improved the number of on-time flights by 1.1 per cent over the past five days by making 233 of these swaps.

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Elsewhere in the IOC there’s AI-powered Flight Watch, which shows flight routes, closed sections of airspace and particularly nasty bouts of turbulence as well as other weather events; it can also communicate directly with air-traffic control towers, which helps teams to reroute flights through less-delayed airspace. More than 3,500 minutes of flight time were recently saved in one day, Richard Treeves, head of the IOC, told me. A new AI crew app launched earlier this month, automating the manual task of rostering the right staff onto the right aircraft. Everything is designed to make the operation run more smoothly and crucially reduce delays and cancellations for passengers.

“We’re now entering one of our busiest periods of the year and will be flying millions of customers around the world throughout July and August,” René de Groot, BA’s chief operating officer, says. “The new technology we’ve introduced has been a real gamechanger, allowing us to make more informed decisions based on vast amounts of data. We have even more in the pipeline — including new apps for our operational colleagues — and we’re in a much better place to deliver a smooth travel experience this summer and beyond.”

Back on the tarmac, I can see for myself how Mission Control has alerted flight teams, showing them that it was better to change the aircraft to quash the potential delay. The late arrival of BA343 means it’s too late to be turned around for its planned 2pm departure to Milan. It’s instead bound for Amsterdam, now departing at 2.30pm — not even 45 minutes after it arrived. I watch as bags are loaded and passengers arrive to board. No one will notice the work that went on behind the scenes — but that’s the point; the important thing is that everyone gets from A to B on time.

Do you think the changes will make a difference this summer? Let us know in the comments below