EME Outlook - issue 58

SAMKAUP

Accessible and delicious food for all

PIZZA

PILGRIMS

Bringing the distinct flavours of Naples to the UK

ROLLS-ROYCE MOTOR CARS

Charting the marque’s journey across a region of growing importance as a centre of luxury appreciation

Tesmec Group stands out as a leader committed to providing innovative excavation solutions.

Flavio Villa, Technical Director of the Trenching and Surface Mining Division, tells us more

For over a decade, our portfolio of in-house magazines has been lovingly produced, printed, and distributed to our esteemed subscribers across the globe from our headquarters in the UK.

But now we are moving with the times, adopting a digital-first approach by producing online-only publications. A major factor in this decision is to minimise our environmental footprint, reducing the carbon emissions involved in the logistics of print magazine distribution and the resources required therein.

“We always planned that when our digital subscribers consistently accounted for 85% of our total magazine subscribers, we would cease printing our publications in-line with our environmental and sustainability goals.”

– Ben Weaver, CEO, Outlook Publishing Ltd

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Please get in touch for a print-on-demand quote or visit our website to find out more.

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LEADERS IN LUXURY

Welcome to our 58th edition of EME Outlook magazine.

An everlasting expression of the exceptional, RollsRoyce Motor Cars is a true luxury house, crafting the world’s most desirable bespoke vehicles.

The Middle East has long been the source of many of the most technically complex, creatively ambitious bespoke commissions ever undertaken by Rolls-Royce Motor Cars.

Uncover what is driving the company’s journey across the region, which is of growing importance as a centre of luxury appreciation.

“Last year, our bespoke commissions soared to new heights, and whilst our region has always served as an inspirational canvas for bespoke creations, stunning commissions such as The Pearl Cullinan have come to life,” informs César Habib, Regional Director for Rolls-Royce Motor Cars Middle East and Africa.

As well as charting the growth of Rolls-Royce Motor Cars’ bespoke projects and private office network, we speak to the Chairman of FinanceMalta, George Vella, about the organisation’s role in supporting the economic growth of the EU’s smallest member state.

Malta’s economy continues to thrive against a backdrop of global financial expansion and digitalisation, whilst competing in a saturated European market.

The overall goal of FinanceMalta is to grow the island’s financial sector into a robust and forward-thinking investment hub.

“The financial industry in Malta is keen to be innovative and agile in the provision of its services, whilst ensuring that due diligence and compliance remain at the forefront of its processes,” Vella tells us.

Having witnessed first-hand the immense growth and expansion that Samkaup has undergone over the past two decades, CEO Gunnar Egill Sigurðsson is passionate about leading the Icelandic food retail space.

A holding company of four grocery store brands across Iceland, Samkaup encompasses the country’s densely populated cities and rural areas.

“Unlike our competitors, we are exclusively in food retail and have the highest number of outlets with 65 stores and approximately 1,500 employees scattered across the country,” says Sigurðsson.

This issue also showcases how Billund Aquaculture delivers sustainable solutions for fish farming, Sedres Group achieves hassle-free cargo operations, W Racing Team earns exceptional results on the racetrack, and more.

We hope that you enjoy your read.

Jack Salter Head of Editorial, Outlook Publishing

Around Europe and the Middle East in seven stories…

SPACE CAPSULE TO FLY OVER SAUDI ARABIA

HALO SPACE (HALO), a stratospheric commercial flights organisation, plans to launch its sixth test flight over Saudi Arabia in June this year.

The flight will send Halo’s second real-size prototype capsule 32 kilometres above the planet’s surface, attached to a large helium balloon that is expected to land back on Earth

four to six hours later.

The test comes as part of Halo’s plans to launch commercial flights to space in 2026, starting at USD$164,000 per ticket.

The company hopes to transport 10,000 people to space in the next five years, to witness what is known as the Overview Effect – the blue halo area surrounding the Earth.

FOOD & BEVERAGE

GREGGS TECH ISSUES HALT SALES

UK BAKERY CHAIN, Greggs, was recently forced to close a number of its stores for the day after a major technical problem caused havoc for hundreds of payment systems, leaving thousands of baked goods lovers without breakfast.

Many branches were closed or only

HEALTHCARE

UAE ANNOUNCES MANADATORY HEALTH INSURANCE

THE UNITED ARAB Emirates (UAE) Cabinet has approved laws for the implementation of a mandatory health insurance scheme, securing the health and well-being of private sector workers across the country.

From January 2025, it will become compulsory for employers to pay for the health coverage of their staff whilst renewing their residency permits. The scheme also covers the medical bills of employees’ families.

This is the second mandatory insurance policy to be issued in the UAE, following a recent law that protected employees from job losses. Currently, more than 7.2 million workers across private and public sectors are protected by the scheme.

accepting cash payments, before reopening towards the end of the day.

Greggs released a statement saying that it had “resolved a technical issue” that affected tills and apologised for any inconvenience caused.

It is unclear how many of the 2,450 stores were forced to close, however it was reported that stores across London, Manchester, Cardiff, and Glasgow suffered technical problems.

TED BAKER TO APPOINT ADMINISTRATORS

TED BAKER, A well-established high street brand, is to appoint administrators following the end of a partnership with a European retail group.

Stores will continue to open their doors in the meantime, but there are fears that the closure of its 46 sites across the UK will result in over 1,000

UNILEVER UNVEILS MAJOR CUTS

UNILEVER,

A LONDON-BASED consumer goods company, has announced plans to make savings of up to €800 million by 2027 by changing the ownership structure of some of its leading brands.

To achieve its financial target, Unilever has announced its intention to cut over 7,500 jobs across the brands’ main offices and split off its ice cream businesses, which include Wall’s, Ben & Jerry’s, and Magnum.

Unilever has said its economic downturn is caused by more

job losses.

Ted Baker is currently undertaking ‘advanced discussions’ with several potential buyers that could secure the brand’s future.

The company first opened on the streets of Glasgow in 1988, specifically catering for menswear. Today, the company has shops across the world, with licensing agreements in place for stores in Asia and the Middle East.

cost-effective alternatives, such as supermarket own-brand products in Western nations.

In order to boost its economic growth, the organisation is also creating a productivity programme which involves significant investment in technology to drive sales.

SPOTIFY BILLIONDOLLAR PAYOUT

RETAIL SWEDEN-BASED COMPANY

AND music streaming giant, Spotify, has settled a payout of €8.3 million in streaming royalties, making it the largest annual payment the company has ever made.

The payout news was revealed in its recently released ‘Loud and Clear’ report, in which Spotify announced it wanted to remain more transparent as a business following criticism that it was failing to do so.

The payout will include earnings that are distributed to musicians and rights holders based on the share of total streams, known as ‘streamshare’.

Further economic revelations in the report included the more equal distribution of artists’ earnings, with Indie artists experiencing the largest amount of monetary gain, generating nearly USD$4.5 billion as a genre on Spotify.

US INVESTMENT FIRM OPENS IN SAUDI ARABIA

FINANCE MAJOR US INVESTMENT firm, Franklin Templeton, has opened its first office in the Middle East as part of its expansion plans.

The global investment management firm has set up in Riyadh, Saudi Arabia, offering a vast range of investment solutions across asset classes, styles, and geographies. The opening will also help strengthen existing relationships between the company and institutional financial clients in the country.

“The Middle East is a key region for Franklin Templeton. We are delighted that Saudi Arabian investors now have local access to the firm’s global strength,” stated President and CEO, Jenny Johnson.

FOOD & BEVERAGE

CREATING A HUMAN-CENTRIC WORKPLACE

The true meaning of workplace culture, as seen through the eyes of Dubai employee expert Ryan Jackson, CEO of Culture First Recruitment

Writer: Ryan Jackson, CEO, Culture First Recruitment

Workplace culture is a term thrown around frequently in the business world, but what does it actually mean?

For too long, the term “corporate culture” has been a soulless concept, lacking any type of emotion and focused solely on profits over people. Thankfully, the global pandemic brought about a “new normal” which has ultimately redefined the true meaning of culture in the workplace by humanising the terminology for the modern era.

In the last four years, the number of job-to-job moves across the globe

has been incredibly high. Employees across every sector, from construction to healthcare, have been standing up for their rights to work in an environment that puts them and their needs first.

In the United Arab Emirates, a prevalent challenge for businesses, particularly those in Dubai, is the low retention of employees, especially expatriates, which correlates with the levels of morale within the organisation. While financial incentives like higher salaries and tax exemptions attract expats, organisations must realise that monetary compensation

alone will not suffice long term. Without additional incentives, of which there are potentially many, employees are prone to seeking better options elsewhere.

Interestingly, people are also standing up for other employees’ rights too, and that’s why big businesses that have enforced a return-to-office mandate have been scrutinised so heavily on social media and in the press. Workplace culture now affects how successful a business is internationally, so it’s imperative leaders get it right and foster a human-centric approach before it has detrimental consequences.

TOXIC WORKPLACE CULTURES

Many organisations suffer from deeprooted cultural issues that create toxic environments. A lack of transparency

and rigid hierarchical structures often leave employees feeling disconnected from the company’s goals, strategies, and decision-making processes. This lack of trust between leadership and staff hinders collaboration, innovation, and effective problem-solving, with inflexible reporting lines ultimately slowing down operations, in turn halting a company’s ability to adapt to changing market conditions and stay competitive.

Micromanaging leadership styles that prioritise long hours and create high-pressure environments are another widespread problem. This approach frequently leads to unsustainably high-stress levels, burnout, decreased job satisfaction, and high turnover rates among employees. Organisations operating this way struggle to attract and retain

top talent, hindering their growth and competitiveness.

FOSTERING A HUMANCENTRIC CULTURE

In stark contrast to these toxic environments, a positive workplace culture is a vibrant and inclusive atmosphere that embraces empathy, compassion, and the full depth of offering a human-centric approach to culture. Fostering such an environment demands a philosophical shift – leaders must be willing to challenge traditional corporate norms and place employee well-being above relentless profit ambitions. This begins with leadership that comes from the heart. Authenticity, vulnerability, and truly valuing the diverse perspectives of the workforce are paramount. Leaders should strive to embody the principles of empathy, emotional intelligence, and creating safe spaces where team members feel valued enough to voice their thoughts and concerns.

Developing this human-centric approach also requires mastering the art of listening. Too often, leadership heads aim to dictate rather than engage in a collaborative dialogue with employees. By genuinely hearing the insights, experiences, and viewpoints of their workforce, leaders can make better-informed decisions to aid business success. This spirit of collaboration and inclusivity also ensures employees are empowered enough to take their own calculated risks and learn from failures rather than living in fear of rebuke.

A BRIGHTER FUTURE FOR WORKPLACE CULTURE

Ultimately, redefining workplace culture demands much more than just superficial changes to policies or work practices. It requires a fundamental mindset shift – a willingness to reject the antiquated notion that business success requires sacrificing core human values like empathy, balance,

and personal well-being.

No longer should “corporate” be viewed as a soul-crushing force that dominates our core values as people. Instead, we can redefine the modern workplace culture as one that nurtures and uplifts the human spirit.

Together, we can create a culture where workplaces are engaging, fulfilling spaces that bring out the best in every team member. A future where inclusivity, compassion, and personal growth are woven into the fabric of an organisation’s ethos, paving the way for an employee’s happiness, creativity, and innovation. Replacing toxic practices with vulnerabilitybased leadership will take immense effort, but the potential rewardshealthier, more engaged, and higherperforming teams - make it well worth the journey. It’s time to embrace this new, more holistic vision of what a thriving workplace culture can be.

ABOUT THE EXPERT

Ryan Jackson is an internationally recognised serial entrepreneur, author, motivational speaker, and the CEO of Culture First Recruitment – the first recruitment agency in Dubai to put cultural fit at the forefront of talent acquisition.

HOUSE OF LUXURY

LUXURY

Rolls-Royce Motor Cars’ journey across the Middle East and Africa demonstrates the region’s growing importance as a centre of luxury appreciation.

César Habib, Regional Director for Rolls-Royce Motor Cars Middle East and Africa, discusses the growth of its bespoke projects and private office network

Writer: Jack Salter

As a lover of cars and the joy they bring into everyday life, César Habib, Regional Director for Rolls-Royce Motor Cars Middle East and Africa, has always been incredibly interested in the automotive industry.

However, for Habib, Rolls-Royce Motor Cars (Rolls-Royce) sits in a league of its own and provides a totally unrivalled experience.

“Whilst every Rolls-Royce is an engineering triumph and a motoring masterpiece, it isn’t just the car’s engine or electric motors, power, and torque that stand out. The feeling of stepping in and getting behind the wheel of a Rolls-Royce, surrounded by exceptional levels of creativity and craftsmanship, is incomparable,” he tells us.

Having held several senior positions at BMW Group, Habib joined the Rolls-Royce family in 2015 as Head of Ownership Services.

A few years later, he became Head of Bespoke at the home of RollsRoyce in Goodwood, UK, before moving to Dubai in July 2018 to fulfil his current position.

EME OUTLOOK: IN RESPONSE TO SIGNIFICANT CLIENT DEMAND, WHAT KEY PROGRAMMES IS THE NEW PRIVATE OFFICE IN DUBAI FOCUSED ON?

CÉSAR HABIB, REGIONAL DIRECTOR: “Three programmes are the focus of the private office in Dubai: the recently revitalised Rolls-Royce Coachbuild programme – the automotive equivalent of haute couture; High Bespoke Commissioning; and access to Rolls-Royce Collection cars.

“These offerings are part of a complementary strategy, finding the synergy between the rooted and established global dealer partner network, with the roll-out of global private office outposts in select locations across the world.

“We have also curated a calendar of events dedicated to our clients so they can immerse themselves in a number of magical experiences throughout the year. The invitation is open to our clients globally via our digital home, Whispers.”

INSPIRATIONAL CANVAS

As a true ‘House of Luxury’, RollsRoyce’s clients consist of highly distinguished individuals who occupy the upper echelons of their respective fields.

These clients are immersed in the wonderful world of RollsRoyce through unforgettable and personalised encounters, driven by their desires and passions.

This is exemplified by the highly important milestones Rolls-Royce recently celebrated in the Middle East and Africa, further cementing its pinnacle position.

“Last year, our bespoke commissions soared to new heights, and whilst our region has always served as an inspirational canvas for bespoke creations, stunning commissions such as The Pearl Cullinan have come to life,” Habib informs us.

A magnificent one-of-one commissioned by the owner’s family to mark a significant birthday, The Pearl Cullinan is a supreme example

of the company’s creativity and craftsmanship, and includes one of the most extensive uses of motherof-pearl ever seen in a bespoke Rolls-Royce.

DUBAI PRIVATE OFFICE

Since its opening, the company’s new private office in Dubai, a world-first outside of the home of Rolls-Royce in Goodwood, has facilitated even closer contact and relationships with clients, further embedding the marque’s reputation as the world’s most clientfocused luxury brand.

Having invited clients to Goodwood for many years, the Dubai private office now brings Goodwood to the region following significant demand.

Two members of the Rolls-Royce Bespoke Design team – Michelle Lusby, Bespoke Lead Designer, and Chris Hardy, Bespoke Client Experience Manager, have been permanently relocated to this outpost.

Additionally, the private office leverages the very latest technology

“THE FEELING OF STEPPING IN AND GETTING BEHIND THE WHEEL OF A ROLLS-ROYCE, SURROUNDED BY EXCEPTIONAL LEVELS OF CREATIVITY AND CRAFTSMANSHIP, IS INCOMPARABLE”

– CÉSAR HABIB, REGIONAL DIRECTOR, ROLLS-ROYCE MOTOR CARS MIDDLE EAST AND AFRICA

to allow the company’s Middle Eastbased clients to explore the marque’s home in West Sussex remotely and see their own bespoke Rolls-Royce come to life.

“It is not a showroom, nor is it a dealership; it is a hub of creativity and craft that complements and supports our regional dealer partners by enhancing our clients’ experience of Rolls-Royce,” details Habib.

“Whilst nothing will ever surpass the opportunity for clients to visit the home of Rolls-Royce, the private office provides distinguished individuals in the region the

opportunity to liaise with our highly skilled and experienced experts to create a unique and wonderful masterpiece that reflects their tastes and desires in exquisite surroundings.”

The Dubai private office is the first in a number of similar facilities that Rolls-Royce is opening in major luxury capitals of the world as it expands its network.

The company has since opened a private office in Shanghai, with Seoul and New York to follow later this year, supporting the ever-increasing global demand for complex and unique bespoke projects.

Substantial new investment has also been announced to principally enhance Rolls-Royce’s bespoke capabilities back in Goodwood.

BESPOKE GROWTH

Rolls-Royce has seen significant growth in the value of its unrivalled bespoke projects, with demand reaching record levels.

“More cars were sold in 2023 than ever before in our 119-year history, with 6,032 delivered around the world, all including elements of bespoke personalisation,” Habib reveals.

Rolls-Royce experienced a remarkable year, witnessing strong sales and demand in 2023 across the Middle East and Africa, and achieving year-on-year growth of 35 percent.

In addition to an incredible demand for bespoke models, the

region’s growth has been fuelled by unparalleled performance across the marque’s entire range – the Ghost, Cullinan, Phantom, and Spectre.

Though the Phantom is RollsRoyce’s flagship product and a legend like no other, the reception and demand for the Spectre since its release has been spectacular.

Designed with a younger subset of clients in mind, this groundbreaking all-electric super coupé is a prophecy fulfilled and a new expression of luxury as Rolls-Royce embarks on a bold journey to electrify its entire product portfolio by the end of 2030.

All this success is thanks to the company’s strong network of dealer partners across the region – in Abu Dhabi, Dubai, Qatar, Saudi Arabia, Oman, Bahrain, Kuwait, and South Africa – who are fully committed to achieving its overall goals.

“Together, we work diligently to go above and beyond for our clients, always immersing them in unique and unparalleled experiences that epitomise the luxury and craftsmanship of Rolls-Royce,” elaborates Habib.

Meanwhile, the company is working on several development projects for 2024, including inaugurating visual identity showrooms in key markets, new launches, and more

exciting client experiences that will be announced in due course.

“In true Rolls-Royce fashion, we will continue inspiring greatness through everything we do. We will also continue cementing the brand’s position as a true House of Luxury through operational excellence, events, and experiences,” Habib concludes.

ENGLISH RESILIENCE PREVAILS AGAINST OLD RIVALS

Twickenham Stadium (Twickenham), the home of English rugby, witnessed an explosive showdown between two old rivals in the second round of this year’s Six Nations Championship (Six Nations).

England fought back to beat Wales by the narrow margin of 16-14 after Steve Borthwick’s team once again overcame a half-time deficit to emerge with a second straight victory in the showpiece tournament.

Warren Gatland’s woefully outof-form Wales team travelled to Twickenham off the back of a slim 26-27 home defeat to Scotland in round one, while a Jamie Georgecaptained England outfit entered the weekend having won their opening tie against Italy.

Going into the contest, England had won each of their last five Six Nations home matches against Wales, however, with each of the last

Steve Borthwick’s England made it two wins from two at Twickenham Stadium in a gruelling Six Nations Championship tie, eventually prevailing against a struggling Welsh team

Writer: Ed Budds

four victories came by margins of fewer than seven points, teeing up an intriguing contest.

MATCH REPORT

England returned to their home turf of Twickenham, intent on putting on a spectacular show for the legions of passionate fans in attendance, and

back at the ground for the first time since their World Cup warm-up defeat by Fiji last summer.

Jamie George, in his first home fixture as captain, had promised an enhanced ferocity in attack, and his team were true to their word in the opening stages as they started brightly and applied pressure to the Welsh wall of hulking bodies.

Freddie Steward mercilessly broke the line with a surging run in the opening exchanges, and Ford’s kick wide handed them vital territory as Rio Dyer saw the ball into touch.

However, while the searing sense of ambition was evident, the final gamechanging pass seemed to evade the English.

By stark contrast, Wales had minimal possession but shocked the stadium by scoring with their first foray into the England 22, as they were awarded a penalty try for continual infringements, resulting in

ENGLAND VS WALES – TEAM LINE-UPS

WALES

Ethan Roots being sent to the sin bin.

Next, Ben Earl powered triumphantly over from the base of the Welsh scrum before controversy ensued with Ford’s following conversion attempt. The England number 10 couldn’t remain still in his set-up, which led to Wales closing him down and keeping their noses narrowly in front.

Tommy Reffell was a consistently bright spark for the Welsh visitors,

and his incisive play opened up an England defence still trying to adjust to its new blitz tactics as Mann carried home their second try for a first half-time lead at Twickenham since 1980.

Thankfully, England were much improved and rejuvenated after the interval but continued to be wasteful, exposing an utter lack of cutting edge in the attacking sequences.

However, unperturbed, the

eventual breakthrough came after a knock-on by the usually assured Josh Adams deep inside Welsh territory.

The hosts and the raucous, heavily partisan crowd could smell blood from this point and soundtracked a sweeping momentum shift. As the English forwards continually pounded the red wall, the ball was expertly moved wide for Dingwall to score a final, crucial try.

Ford’s late penalty perfectly completed the epic comeback as England prevailed despite another largely floundering attacking display, finally squeezing past the stuttering Welsh.

MATCH SUMMARY

DATE: Saturday 10th February 2024

ENGLAND: 16

TRIES: Earl (20’), Dingwall (63’)

PENALTIES: Ford (48’, 72’)

WALES: 14

TRIES: Penalty Try (17’), Mann (38’)

CONVERSIONS: Lloyd (39’)

MAN OF THE MATCH: Ben Earl (England)

REFEREE: James Doleman (New Zealand)

VENUE: Twickenham

ATTENDANCE: 82,000

HORSES AND HEROES A HISTORY OF

Each year, the build-up to the Gold Cup, Cheltenham Festival’s most sought-after event, garners tension, exhilaration, and jubilation amongst spectators and pundits alike. This year is no different, as the race celebrates its centenary year

Writer: Lily Sawyer

Having welcomed over 160,000 attendees in 2024, Cheltenham Festival is recognised as one of the UK’s biggest annual horse racing events.

Known for its high fashion and worldrenowned courses, the much-loved festival is one of the most anticipated jump racing occasions in the country’s equestrian calendar.

This year, the festival’s biggest race, the Gold Cup, celebrates its 100th anniversary. Traversing two and a half furlongs, with 22 fences to be jumped along the way, the race has been acknowledged in the echelons of history as the world’s most impressive equestrian steeplechase.

Marking a milestone in the prestigious event’s timeline, the Gold Cup’s centenary year, dubbed Gold Cup 100 (GC100) by organisers, was celebrated with themed activities, including a parade of the legends of the race featuring horses that have historically competed.

Hailed as the pinnacle of the 2024 festival, this year’s Gold Cup was certainly one to remember.

100 YEARS OF VICTORY

The origins of the Cheltenham Gold Cup date back to 1924, when the race was run as a standalone jump racing event. Red Splash, ridden by Dick Rees, was officially named the cup’s first winner.

However, it took several more years for the race to garner widespread attention or to be integrated into a national equestrian festival. In 1928, the Gold Cup became an important part of Cheltenham Festival, which had only been established a handful of years prior.

Soon after the Gold Cup’s inception and debut at the festival, historical and political events such as World War II posed challenges. However, the race continued to gain traction and, during this time, attracted prominent champions such as Golden Miller, who enjoyed five consecutive victories from 1932 to 1936.

In the years following, iconic horses such as Arkle, who enjoyed a winning streak between 1964 and 1966, and legendary Best Mate, who bagged three consecutive victories between 2002 and 2004, have proven worthy contenders for the sought-after cup.

2022 saw the Gold Cup’s first female winning jockey, Rachel Blackmore, who stunned spectators

on champion horse A Plus Tard, winning by a spectacular 15 lengths.

As such, the Gold Cup has borne witness to countless historical moments and horse racing firsts. The event can be seen as a marker of greatness, a site of legendary rivalries, and an illustrious event that is sure to be famed and adored for years to come.

GALLOPING TO VICTORY IN 2024

This year’s centenary Gold Cup race was highly anticipated and served as an opportunity to pay tribute to the historical figures who have made the race what it is today.

The Mullins family, equestrian stalwarts who have remained centre stage for generations of horse racing history, were once again pegged as this year’s Gold Cup favourites. Trainer

Willie Mullins’ fellow Irishman and Gold Cup veteran, Paul Townend, was set to ride legendary thoroughbred and previous Gold Cup winner, Galopin Des Champs.

Indeed, 2024 proved to be the fourth Gold Cup victory in six years for Mullins, who also reached the significant milestone of 100 Cheltenham Festival wins at this year’s event.

Mullins also became the first trainer to win the race twice with two different horses –Al Boum Photo, also jockeyed by Townend, previously won the festival’s showpiece in 2019 and 2020.

However, this was certainly not an easy win for the French-bred, Irish-trained racehorse, despite the favourable 5/6 odds.

Contending with the attention of notoriously fresh horse Fastorslow, another race favourite who had earlier

PHOTOGRAPHY BY LHOURAHANE PROFILE - FLICKR, CC BY 2.0

unseated jockey JJ Slevin, the race threatened potential jeopardy, but Townend, ever the professional, kept his cool.

Eventually finishing streaks ahead of runner-up Gerri Colombe, Townend galloped to victory to become only the second jockey after Pat Taaffe on Arkle to win the Gold Cup four times.

GC100 GIVES BACK

As the famed Gold Cup celebrates its centenary, Cheltenham Festival organisers provided opportunities for spectators and sponsors alike to give back to the festival and the local community.

Garth Bayley, and resident artist Emily Johnson.

The centenary year of the Gold Cup also presents opportunities for fans of the festival to acquire unique, one-of-a-kind ‘wild card’ items of festival memorabilia, such as special edition playing cards and Chris Pitt’s book, Let No Memories Fade.

For example, the GC100 Community Fund, created earlier this year, supports projects that enhance the lives of those in the communities close to the racecourse.

Another initiative is the GC100 Community Art Auction, which raised money for the GC100 Community Fund. Bidding commenced on Sunday 10th March and ran until Saturday 16th March, featuring work from artists such as Tristram Lewis,

The playing cards feature images inspired by racecourse favourites, whilst Let No Memories Fade provides a fascinating history of Cheltenham Festival’s celebrated steeplechase, drawing inspiration from 100 of the Gold Cup’s equestrian heroes.

Those who get their hands on the exclusive centenary memorabilia will not only find themselves in possession of limited-edition collector’s items, but be contributing to an important cause.

SPOTLIGHT ON FINANCE IN MALTA

Against a backdrop of global financial expansion and digitalisation, whilst competing in a saturated European market, Malta’s economy continues to thrive

Writer: Lily Sawyer | Project Manager: Ben Weaver

In recent years, Malta has flourished into a vibrant international financial centre and one of Europe’s most competitive investment locations. Unafraid to set itself ambitious targets, the Maltese economy has cultivated a reputation for excellence.

Despite being the EU’s smallest member state, the country boasts a booming economy with a high annual gross domestic product (GDP), characterised by a financial surge that has elevated Malta’s GDP by over six percent in 2022, with the figures continuing to trend upwards since.

According to the Office for National Statistics (ONS), in Q3 of 2023, Malta’s GDP grew by 7.1 percent in volume terms year-on-year, after enjoying growth of 6.4 percent and 5.4 percent respectively in the previous two quarters.

Financial services are integral to the Maltese economy and represent 11 percent of the country’s rising GDP. Ranging from financial institutions to insurance, asset management to entities, Malta’s financial services provide everything from payment services to compliance whilst playing a pivotal role in supporting the economy.

As such, the stock position of foreign direct investment (FDI) in the country amounted to €460.8 billion in December 2022. A staggering 97.7 percent of this total was generated by financial and insurance activities.

As the nation continues to prosper, Malta has set its sights on becoming a global leader in the world of digital finance. Whilst investment into profitable financial services such as pensions, payments, and securitisation have historically been the country’s bread and butter, blockchain technologies are now seen as key to sustaining growth. As such, FinTech entrepreneurs and investors have flocked to the country.

Furthermore, the island has garnered global respect for its decision to regulate distributed ledger technologies (DLTs) amidst a digital finance revolution. Alongside its steadfast vision for the continued development of the financial services sector, Malta’s belief in a strong regulatory environment for the blockchain sector safeguards its future.

Having positioned itself as a worthy contender amongst Europe’s finance stalwarts, Malta’s economy emerges as a force to be reckoned with.

Your Global Partner in Financial Services

Trident Trust is a leading global corporate fiduciary and fund administrator, employing over 1,000 staff in more than 20 jurisdictions across a footprint that spans Africa, the Americas, Asia, the Caribbean, Europe, and the Middle East.

In our 46th year of operation, our enduring independence stands as a cornerstone of our long-term success. As one of the few privately held global businesses in our sector, we are able to focus on investing in the long-term stability of our business and the quality and continuity of our services. This unique position allows us to offer clients a stable and personal relationship, unaffected by conflicts of interest, short-term financial priorities, or changes in ownership. Our forward-thinking investment in technology fosters operational efficiencies for our clients, ensuring our services remain current in the rapid development of the global financial services industry. Amidst today’s technology-driven landscape, our commitment to being a people-led and clientfocused business remains paramount, ensuring that clients receive tailored solutions and expert guidance. By prioritising meaningful relationships, understanding unique client needs,

and staying agile in response to evolving demands, we cultivate trust and loyalty while providing value-added service that extends beyond transactional interaction.

Our Commitment to Malta

Our presence in Malta since 2011 underscores our belief in the jurisdiction’s potential and our dedication to supporting its development. Today, Trident Trust Malta is one of the largest members of the local financial services industry and is regulated by the Malta Financial Services Authority. We provide a full range of services to Maltese companies, funds, trusts, and foundations, as well as liquidation services for local structures, and assist with regulatory services such as directorships, compliance, MLRO and risk management on Maltese regulated structures.

Through our membership with Finance Malta and continued investment in talent, technology, and collaborative partnerships, we remain steadfast in our commitment to contributing to Malta’s success and have established

ourselves as a reliable partner for local financial services practitioners serving international clients. Our approach includes fostering collaborative relationships through annual networking events and expanding networking activities to enhance cooperation and growth within the local industry.

Our People

We are dedicated to hiring talent embodying our core values of reliability, responsiveness, attention to detail, and personal service. With our diverse team now numbering over 80 staff, as we expand, we remain committed to ensuring that we have the right people in every role, from business development to relationship management and administration. We prioritise the long-term growth and development of our employees, fostering a culture of mutual respect, cooperation, and teamwork.

Through ongoing training and support from senior management, we empower our staff to excel in their roles, placing clients at the forefront. Our core management team, largely unchanged over the years, plays a pivotal role in establishing a professional, collaborative, and trusting relationship with our clients and colleagues, enhancing our effectiveness as a global team.

In 2023 we were proud to top the list of best places to work in Malta in Esprimi’s Employee’s Voice Awards, based on our employee engagement and satisfaction, and we are an ACCA-Approved Employer for both trainee and professional development programmes.

Our Network of Trusted Partners

Fostering strategic partnerships with trusted law firms, accounting firms, tax advisors, and other intermediaries both in Malta and internationally is a contributor to our success and the satisfaction of our clients. We leverage our extensive network of professional relationships to tailor bespoke services that meet the unique needs of each client. With our global reach and cross-jurisdictional expertise, we are wellequipped to find solutions that span multiple jurisdictions, ensuring comprehensive support and seamless operations for our clients.

Doing Business in Malta

Malta’s reputation as a jurisdiction of substance with a robust hybrid legal framework makes it ideal for crossborder investment and business growth. As an EU member state and international financial centre, Malta offers a stable environment for investors and businesses. Its location at the crossroads of Europe, Africa, and the Middle East provides strategic access to key markets, facilitating global trade. The jurisdiction’s progressive regulatory environment, coupled with its attractive tax incentives and supportive government policies, enhances its appeal to international investors seeking to establish a presence in the region. With its growing recognition as a hub for innovation and entrepreneurship, Malta continues to attract interest in its financial services.

Navigating Malta’s Regulatory Landscape: Strengthening Compliance Measures

Acknowledging the challenges brought about by Malta’s grey listing by the Financial Action Task Force (FATF) in June 2021, we embraced these obstacles as opportunities for growth and innovation. Our strategic approach prioritised enhancing compliance measures, fostering transparent communication with regulatory authorities, and fortifying anti-money laundering policies. Through staff training and legal guidance, we reinforced our culture of compliance, emerging stronger and reaffirming our commitment to adaptability in the face of regulatory challenges. This experience not only strengthened our office but also underscored Malta’s resilience as a jurisdiction when it was removed from the grey list in August 2022.

Where We are Heading

Reflecting on our organisational culture, we can proudly state that our Malta office embraces the Trident Trust Group DNA of entrepreneurship. Our young and energetic team possesses a problem-solving mentality and keeps us well equipped to address the evolving needs of our clients. As we continue to uphold a forward-thinking mentality and pragmatic approach, our goal is to adapt to evolving market dynamics and keep identifying opportunities for sustainable growth and delivering value and excellence to our clients.

Trident Trust Malta Management Team: (from left) Aaron Sammut (Director – Head of Fund Services), Janice Copperstone (Director – Trustee and Corporate Services), Josianne Cascun Montebello (Director – Trustee and Corporate Services), Keith Zammit (Director – Fund Services), and Albert Cilia (Managing Director)

Photographer: Inigo Taylor for Whoswho.mt.

Photographer: Inigo Taylor for Whoswho.mt.

INTERVIEW:

FINANCEMALTA

We speak to Chairman, George Vella, about the role of FinanceMalta in supporting the country’s economic growth

As it seeks to attract FDI and promote Malta as an international financial centre, FinanceMalta is a multifaceted organisation that has made important and ongoing contributions to a thriving national economy over the years.

Primarily, FinanceMalta’s remit is to promote the country as a financial services jurisdiction by attracting global operators, as well as providing networking and partnership opportunities to existing operators.

The organisation’s overall goal is to grow the Maltese financial services sector into a robust and innovative investment hub.

EME Outlook (EO): Firstly, could you talk us through the origins of FinanceMalta?

George Vella, Chairman (GV): FinanceMalta came into being in 2007, soon after Malta’s decision to enter the EU and just a year before its entry into the Eurozone.

The Malta Financial Services Authority (MFSA) had been officially set up through legislation five years prior, and there was political consensus about the importance and potential of the financial sector, especially as the island was trying to wean itself away from its past dependence on industry and instead move towards a more balanced economy.

Bearing in mind that Malta has few natural resources aside from a well-educated workforce with a positive work ethic, financial services seemed the best way to nurture the country’s economy, and perfectly complemented tourism and other existing service industries and infrastructure.

Given Malta’s proximity to Europe, the opportunities offered by EU membership, and the beneficial air and sea connections that we have seen since, the decision has proven to be a wise and prescient one.

EO: What is FinanceMalta’s overall mission, and how have you set out to achieve it?

GV: FinanceMalta is there to coordinate all the resources of the industry and government to ensure Malta maintains a modern and effective legal, regulatory, and fiscal framework. We believe that this enables the growth and prosperity of the financial services and FinTech sectors. One key aspect of our mission is to promote the nation as an international business and financial centre not

MALTA’S FINANCE SECTORS – AT A GLANCE

Credit and financial institutions – Several local and international credit institutions have a presence on the island.

Environmental, social, and governance (ESG) – The country’s commitment to ESG aligns with global efforts to address environmental challenges.

Family offices and private wealth – Malta offers all the favourite investment vehicles to high-networth individuals and families.

Insurance and reinsurance – The island offers security and opportunity for those looking to enter the insurance industry.

Investment funds and asset management – Malta possesses a strong ecosystem supported by overarching comprehensive legal and regulatory framework.

FinTech – Malta participates in the regulation of emerging technologies such as blockchain, artificial intelligence (AI), and machine learning (ML).

only outside Malta, but also within the island itself. This is important since the jurisdiction thrives thanks to the ecosystem that has grown here, from financial to legal and compliance operators, to name a few.

EO: What is your current take on the financial industry in Malta?

GV: At the risk of sounding biased, the financial industry in Malta is, indeed, exciting.

The country has created a niche which has thrived thanks to a number of factors, such as an approachable regulator, forward-thinking legislation which has given us a competitive advantage, and the cosmopolitan nature of the workforce, which has brought a tremendous dynamism and a breathtaking pace of innovation.

Of course, this sort of growth brings challenges – not to mention scrutiny – and Malta has been working hard to constantly improve the fight against tax evasion, information collection on ultimate beneficial ownership, and more effective information sharing with local and international authorities.

FinanceMalta members meeting 2024

Malta-based FinTech, Finance Incorporated Limited, Driving Digitalisation and Inclusivity in Malta

Since 2015, Finance Incorporated Limited (FIL) has been on a mission to modernise financial services through digitalisation. With a goal to enable costless financial transactions more widely across the financial sector, FIL has embraced the future of financial services, and the advanced technologies associated with it.

As a group of committed experts, the company has the means and the expertise to develop technology that will catalyse a digital movement, where it is not otherwise available, which allows the company to deliver integrated financial solutions that would fit the customer’s specific needs.

Primarily, the company delivers E-Accounts and a full range of transaction infrastructure services, including card issuing and acquisition services, VPOS and SoftPOS products.

Digitalisation and Inclusivity

To action its promise to digitalise financial services for all, FIL deploys a range of products and services aimed to provide seamless solutions to corporations, individual customers, institutions, as well as small business owners.

The company boasts a reliable infrastructure that is able to process transactions with nearly limitless scalability, and the company is proud to process more payments than any Electronic Money Institution (EMI) in Malta.

With access to virtual POS, card issuing, acquiring, and high-volume transaction processing, FIL has emerged as the partner of choice for a growing list of banks and institutions.

Firstly, Paymix Pro offers solutions to corporate clients, in the form of business accounts that are optimised to generate

speed and efficiency of transaction, whilst monitoring and processing significant volumes of payments.

FIL recognises that the business of tomorrow needs an agile, transparent, and efficient alternative to traditional banking which is why Paymix Pro is designed to enhance business finance with instant movement of funds across currencies and borders.

The company recently launched Paymix SoftPOS which allows merchants, small business owners, and freelancers to accept contactless payments using their own Android phone. The app offers seamless sign-up process, user-friendly interface, paperless receipts, and immediate access to funds.

iPaymix offers an alternative banking solution for individual customers. An E-Wallet that allows easy access to E-Money and personal accounts, iPaymix is easy to use and applicable to everyone.

Finally, FIL’s infrastructure and white label solutions are designed to help businesses save resources and time, providing clients with customised solutions according to their business needs.

FIL prioritises innovation within its workforce and strives to carve out the technologies and products that will be relevant to the financial services landscape of the future.

The company embraces the rapid development of technologies that, in future, will nurture and promote intelligence within the industry.

It is hoped that FIL’s ‘mix’ of financial solutions will continue to deliver even more functionality for its clients and increase rapid access to accounts to those who need it most.

In embracing a digital transformation, FIL feels a sense of pride in its role within the industry. Beyond profits and commerce, the company sees the potential to shape a more equitable social landscape – a beacon of hope shining brightly on the path towards financial equality.

These were the key points highlighted by the Financial Action Task Force (FATF) in a review some years ago, which Malta has fully taken on board, as it realises that in financial services, perhaps more than any other sector, reputation is a key element to success.

EO: What fundamental role does the financial sector play within the Maltese economy, and how pivotal is FinanceMalta’s role in supporting the country’s economic growth?

GV: In terms of the financial sector’s role in the Maltese economy, the figures speak for themselves. Over €550 million in the first three quarters of 2023 – the latest official figures available from the ONS – came from financial and insurance services, out of €14.5 billion GDP.

FinanceMalta is a public/private initiative that has over 200 corporate members representing every sector in financial services, so it is fair to say that we have a major role to play.

“THE FINANCIAL INDUSTRY IN MALTA IS KEEN TO BE INNOVATIVE AND AGILE IN THE PROVISION OF ITS SERVICES, WHILST ENSURING THAT DUE DILIGENCE AND COMPLIANCE REMAIN AT THE FOREFRONT OF ITS PROCESSES”

– GEORGE VELLA, CHAIRMAN, FINANCEMALTA

EO: How does FinanceMalta promote the country as a business and financial hub, both nationally and internationally?

GV: Just last year, FinanceMalta participated in or organised over 90 promotional initiatives which included

The Ideal Jurisdiction for Start-up Managers Malta

Malta has made a name for itself as a jurisdiction for a variety of funds, fund managers, and other asset servicing companies. It provides a flexible array of investment structures and fund products that can be customised to meet the various requirements of fund promoters, especially for start-ups and smaller funds. This has been instrumental in attracting start-up managers as well as fully-fledged Alternative Investment Fund Managers (AIFMs).

Despite the introduction of the AIFM Directive which has completely redesigned the hedge fund industry, Malta has still retained its popular Professional Investor Funds (PIFs) regime, which now serves as a niche market for funds which do not exceed €100 million. As of recently, a fast tracked solution is also being provided through the newly Notified Professional Investor Funds (NPIFs) regime. NPIFs will be subject to a notification process and will not be licensed by the Malta Financial Services Authority (MFSA), allowing promoters to therefore benefit from lower setup and other operational and regulatory costs. Most importantly, the NPIF regime acknowledges time-to-market pressures since the MFSA will include a NPIF in the List of NPIFs within 10 working days from the filing of a complete notification request.

The MFSA, which is regarded in the industry as a dynamic and approachable regulator enforcing laws within the financial services sector on the basis of transparency, good governance, and proportionality, oversees an inventive, flexible, yet robust regulatory environment that contributes to Malta’s appeal as a jurisdiction of choice for the fund industry. Furthermore, in comparison to other EU jurisdictions, the Maltese fund industry enjoys low operational costs, especially when it comes to fund setup, ongoing licensing fees, and compliance expenditures.

Besides vaunting cost-effective set-up and operational costs, Malta has also an advantageous tax regime for companies and shareholders who are not residents in Malta.

BOV Fund Services Limited

As one of Malta’s most reputable and well-known fund administrators, BOV Fund Services Limited (BOVFS) is governed by the MFSA and holds a Class C Company Service Provider license under the Company Service Providers Act of 2013.

The services provided to fund managers and fund promoters cover a comprehensive range of fund administration services including Fund Accounting and Fund Valuations, Shareholder Registry, Company Secretarial and Registered Office services, as well as a full suite of regulatory reporting services, amongst others.

BOVFS offers also a Turnkey Fund Formation Service, which thanks to its all-encompassing nature, is a fast and efficient service, suitable and cost-effective for promoters. Indeed, at BOVFS we handle the entire process leading to the licensing of funds, covering the drafting and the collation of all application documentation to be filed with the Regulator.

Our value proposition places particular focus on key Operating Performance Indicators, that are monitored on regular basis, namely:

• timeliness and accuracy of reports;

• high data quality and integrity;

• minimisation of pricing errors;

• tailor-made Service Level Agreements.

At BOVFS, we pride ourselves in achieving year-on-year positive results on all Operating Performance Indicators, as evidenced through our regular Client Satisfaction Surveys. The ISAE 3402 quality certification further ensures that set standards are adhered to and maintained throughout and on an ongoing basis.

local and overseas conferences, webinars, podcasts, and print media content. The FinanceMalta Foundation, with the support of its members, promoted the jurisdiction across different regions.

We have also been very active in regard to dozens of our “FinTalks” podcasts (with hundreds of followers for each), where we share the insights and expertise of our members, quarterly newsletters, and ad hoc interviews with key stakeholders. We are ubiquitous on social media too, particularly on LinkedIn, Facebook, Instagram, YouTube, X, and Threads.

EO: In terms of your FinTalks podcasts, what would you say has been your most exciting episode to date?

GV: It has been a record year for the FinTalks podcasts. We did 44 episodes in 2023, which were downloaded over 3,500 times, reaching an impressive 60 countries!

There were such a range of topics that it would be difficult to single one out, but the opportunity to include some of the senior speakers at our conference last autumn was very exciting for us, as it gave us access to developments and insights from leading entities.

EME OUTLOOK: COULD YOU TELL US MORE ABOUT FINANCEMALTA’S INVOLVEMENT IN THE FINTECH SECTOR, AND ITS ROLE IN PROMOTING EMERGING TECHNOLOGIES?

George Vella, Chairman: “Innovation is a keystone of Malta’s financial services sector and we have seen numerous firms that base themselves here benefit from the ecosystem that has developed. This has led to an astonishing array of new services and platforms set up by global entrepreneurs.

“We have an important role to play in disseminating information about some of these initiatives, through podcasts and our newsletters. However, we also strive to keep our members and followers informed about important regulatory developments.

“Of course, through the Malta Financial Services Advisory Council (MFSAC), we are also proactive about issues that affect Malta, especially as a small jurisdiction.”

EO: Could you outline some of FinanceMalta’s key achievements over the past year, and any upcoming projects or initiatives that you would like to highlight?

GV: The most important initiative for us is the 17th edition of our Annual Conference, scheduled to be hosted at the Hilton, Malta, on 29th November 2024. It is the largest event dedicated to financial services in the country and attracts many speakers and delegates, together with Maltese financial services practitioners.

Last year, the conference hosted more than 40 leading local and international experts addressing and discussing the most topical themes in a series of panel sessions throughout the day, as well as 20 sponsors supporting the event and exhibiting their products and services.

FinanceMalta is currently working on the programme and sponsorship packages for this year’s event. I invite you to register your interest to attend, as well as to check for updates on our conference website.

We also host events abroad to promote our jurisdiction. Last year, we gathered over 600 participants at Guildhall in London for an event dedicated exclusively to Maltese financial services, and during 2024 we will plan more

“FINANCEMALTA WAS, AND STILL IS, A KEY PLAYER IN THE FORMULATION OF THE NATIONAL STRATEGY FOR FINANCIAL SERVICES, DRAWN UP BY THE MFSAC”

– GEORGE VELLA, CHAIRMAN, FINANCEMALTA

targeted activities in jurisdictions of interest. The first of these events will be a meeting in London, where we will present the newly launched Notified Professional Investor Fund (NPIF), a product that shows, once more, the importance of innovation in financial services.

In addition to these activities, we will maintain a robust presence in international events, spanning large exhibitions such as Money20/20, one of the most relevant payment events in Europe, to smaller conferences targeting other industry sectors, such as sustainable finance, insurance, family offices, funds, and asset management.

These activities will be complemented by a strong digital presence. Our podcast series has achieved unprecedented numbers in terms of reach, and the same goes for our quarterly newsletter and social media.

EO: Could you share some more details on the new framework for NPIFs?

GV: At the end of 2023, the MFSA launched the framework for NPIFs, one of several key regulatory and policy initiatives relating to asset management and serving as a new and efficient route to market for sub-threshold asset managers.

The NPIF framework offers a non-retail fund structure, which looks to replicate the notification process applied so successfully with the Notified Alternative Investment Fund (NAIF) to funds promoted by managers considered to be out-of-touch with thresholds set out in the Alternative Investment Fund Managers Directive.

Similar to the NAIF, the NPIF framework contemplates a fund structure which is subject only to a notification requirement with the MFSA (rather than a full licensing process) and with limited ongoing supervision. As a result, this should allow managers operating such funds to benefit from a quick time to market, and comparatively lower

GENDER EQUALITY

Recently, FinanceMalta signed a pledge to commit to gender equality. This includes ensuring an adequate level of female representation in management positions and promoting the progression of women at all levels; assigning an executive member to take charge of gender diversity and inclusion; engaging with financial services leaders to advocate for gender diversity priorities; and setting up a yearly action plan on activities to promote gender equality within the organisational ecosystem.

Coinciding with International Women’s Day, FinanceMalta teamed up with financial centres within the World Alliance of International Financial Centres (WAIFC) to produce a webinar, ‘Leading Across Continents’, dedicated to highlighting the remarkable journeys and insights of female leaders from diverse continents.

Navigating the ESG landscape: Regulatory shifts and corporate governance

It is refreshing to say that at a local level we have finally moved beyond the trendiness and marketability of ESG and have begun to focus on the significance of integrating ESG principles into the culture of business. In juxtaposition with the importance of integrating ESG principles is the use of ESG factors to make certain disclosures into how a business manages its risk related to sustainability and ethical practices. The traditional manner of doing or assessing business is being transformed, and so the right guidance and expertise is imperative.

At Ganado Advocates, we have consistently adapted to the needs of our clients, most recently with the coming into force of the Corporate Sustainability Reporting Directive (CSRD), requiring in-scope entities to disclose, as part of their management reports, information on a range of sustainability matters which are relevant to their respective businesses.

The EU, by means of its legislative push, makes it considerably difficult for participants to manage myriad regulations. For instance, in late 2023 we witnessed yet another change to the Sustainable Finance Disclosure Regulation (SFDR). The Joint Committee of the European Supervisory Authorities published its Final Report consisting of new regulatory technical standards. Amongst the changes introduced by the Final Report are:

• An extension of the list of mandatory social indicators to be included in one’s Principal Adverse Impact (PAI) statement;

• the refinement of the content of other PAI indicators and their respective definitions, applicable methodologies and metrics; and

• new financial product disclosures pertaining to greenhouse gas emissions reduction targets.

The European Commission will be assessing the Final Report in further detail prior to endorsing same. Consequently, it is envisaged that any changes to the Commission Delegated Regulation (EU) 2022/1288 will not come into force until mid-2024, but in-scope financial market participants and financial advisors would be well-advised to prepare for these changes in advance.

2024 is no different; the Council and European Parliament as recently as 4th February 2024 reached a provisional agreement on a proposal for a regulation on ESG rating activities with the aim of boosting investor confidence in sustainable products.

Locally, the Malta Financial Services Authority (MFSA) took a proactive approach to introduce the Corporate Governance Code which applies to all unlisted entities authorised by the MFSA to provide financial services in or from within Malta. The Code seeks to enhance governance structures and set out best practices of corporate governance of entities falling within the MFSA’s regulatory remit, by guiding board members and practitioners to implement or bolster governance practices in the best interest of all stakeholders concerned.

In view of all the regulatory complexities it imperative that the right advice is sought, not only to ensure compliance but also to ensure resiliency.

Writer: Nikolai Lubrano

set-up and ongoing compliance costs. The MFSA should be required to deliver an acknowledgement of notification within 10 days from the receipt of a complete notification pack.

In light of the less onerous regulatory requirements that are applicable, NPIFs may be non-retail schemes, available only to those falling into the ‘professional’ or ‘qualifying investors’ categories.

We see the introduction of NPIFs as an important innovation within the financial services offering. They have been on the cards for over a year and were also welcomed by the consultation stakeholders in the MFSAC, meaning that they have wide backing across the sector.

EO: Could you tell us more about FinanceMalta’s involvement in the WAIFC and the EU Roundtable of Financial Centres?

GV: FinanceMalta was accepted into the WAIFC in November 2022, bringing the membership of the Brusselsbased non-profit association up to 19.

The WAIFC was set up in 2018, and represents leading international financial centres from across the globe. FinanceMalta welcomed the chance to be part of this network as it gives us the opportunity to share best practices, especially with regard to issues that affect us all

such as sustainable finance, innovation, and human capital.

Malta is also geographically the ideal bridge between Europe and North Africa, and can therefore contribute considerably to the dialogue. The WAIFC organises specific projects, some of which are also within our zone of interest, such as the WAIFC working paper entitled ‘Enhancing Supply Chain Finance for the Promotion of the Green Transformation’.

The implementation of a transition strategy to achieve net zero greenhouse gas (GHG) emissions targets through supply chains is becoming an important challenge. Members of the WAIFC have engaged in a discussion on the roles of financial markets and measures to mitigate associated risks. They have also explored various approaches so that such methods can be adapted flexibly to align with the conditions across different economies.

Given that there are various small and medium-sized suppliers involved throughout supply chains, we need to employ technologies for transparency of transactions in a cost-efficient manner. This is highly challenging, and no single financial centre can resolve these issues alone. Therefore, FinanceMalta has teamed up with a few other financial centres to contribute towards a white paper on this subject by sharing our country’s experiences, providing case studies and lessons learned.

Our membership of the EU Roundtable of Financial

Centres has the same aims with a focus on European developments such as boosting securities issuance and retail investment in capital markets, bridging the diversity and inclusion gap, as well as securitisation.

EO: What is FinanceMalta’s stance on ESG practices and sustainable finance?

GV: We are thrilled that there has been so much discussion around ESG and sustainable finance. This is clearly the only way that financial services will thrive in the future.

The MFSA keeps the local sector informed about ESG developments at European level and has organised informative seminars on the topics.

This has been mirrored by publications and events emanating from the non-profit and private sectors. An ESG alliance, endorsed by several major organisations on the island, has also been set up for the sharing of information and to implement high ESG standards across the board.

FinanceMalta has supported these developments, participating actively whenever possible in local as well as international initiatives, such as those organised by the WAIFC, and including ESG topics in its podcasts and annual conferences.

Last January, FinanceMalta launched the Malta

Sustainable Finance website. Its primary objective revolves around fostering a deeper understanding of, advocating for, and facilitating the progression of sustainable finance initiatives in Malta.

It has been encouraging to see the unilateral adoption of ESG and sustainable finance. We will do our utmost to continue promoting ESG principles and their adoption by our members.

EO: How do you see the Maltese financial sector developing over the coming years?

GV: FinanceMalta was, and still is, a key player in the formulation of the national strategy for financial services, drawn up by the MFSAC. Following a thorough preparation phase involving wide consultation across the industry, this strategy has identified the exciting potential for the area and what changes – big and small – are required from a regulatory, administrative, and legislative perspective.

Changes will be implemented gradually over a number of years, with many in the pipeline and some already in place. The financial industry in Malta is keen to be innovative and agile in the provision of its services, whilst ensuring that due diligence and compliance remain at the forefront of its processes.

Money2020 - inMalta delegation

MeDirect is a pan-European neobank and wealth management group with operations in three principal markets: Malta, Belgium and The Netherlands.

Our ambition is to help retail investors grow their wealth with confidence and autonomy. Cu ing edge, scalable technology is at our core.

Since January 2020:

▪

▪

▪

Our balance sheet has grown from €3.1 to €5.0 billion

Our retail client base has grown by 20% to 133,000

Our customer financial assets have grown by a 10% growth rate to €4.5 billion

Our goal is to further strengthen MeDirect through our two complementary growth drivers: wealth management and lending.

EO: Finally, what are FinanceMalta’s key priorities going forward?

GV: FinanceMalta remains the key agency to promote the nation’s reputation and opportunities, support sectoral initiatives, keep its members up to date with changes to regulation and legislation, attract FDI, and provide information about setting up any financial services operation on the island.

We manage all this with a small but talented and dedicated team, and the backing of a Board of Governors that bring expertise and experience together with our community of members who support us in most of our initiatives. We are looking forward to another positive year!

UK AEROSPACE,

DEFENCE, SECURITY, AND SPACE SPOTLIGHT

Essential to achieving socioeconomic prosperity and national security, the importance of the UK’s aerospace, defence, security, and space sectors cannot be understated

Writer: Jack Salter | Project Manager: Ben Weaver

Across all regions of the UK – England, Scotland, Wales, and Northern Ireland – society is underpinned by the aerospace, defence, security, and space sectors, from providing skilled jobs to enabling the net zero transition and protecting citizens. As such, these critical national assets are vital in effectively delivering the necessary technology, skills, and growth in the face of significant ongoing economic challenges.

As an integral hub for advanced manufacturing, the UK’s aerospace sector generates well-paid jobs and high-tech exports, as well as sustainable growth by driving decarbonisation through innovation and pledging to achieve net zero carbon emissions by 2050. Due to unprecedented global growth in the market, there are many opportunities available in UK aerospace that can be maximised over the coming years and decades.

A range of malicious and non-malicious threats are responded to by the UK’s security sector, with advanced physical and digital capabilities keeping the nation safe. At the cutting edge of exploring the universe and connecting people to the world around them, the UK space sector is also a world leader in the production of small satellites with extensive applications.

Against the backdrop of accelerating global competition, a comprehensive industrial strategy is required to provide an attractive investment environment, offer long-term funding certainty, address pressing

workforce shortages, and put the UK on a more resilient, competitive footing.

As investment in the aerospace, defence, security, and space sectors is paramount for economic growth and national security, it is important for the UK to enable a conducive environment that attracts both domestic and foreign investors. All four areas also involve extended investment cycles, with decisions made today impacting technologies set to hit the market in the mid-2030s.

Moving away from disruptive stop-start funding cycles, which hinder business planning, towards securing longterm funding certainty is therefore imperative as it will empower companies to plan, invest in R&D, and maintain the UK’s global competitiveness. The labour shortage, meanwhile, is a twofold challenge in each of the four sectors, as there is both a skills gap and a lack of a steady supply of expertise for the future.

Amid global disruptions, the UK must additionally build more resilient and competitive supply chains by, for example, diversifying supply sources, investing in modern infrastructure, and promoting sustainable and ethical practices.

Addressing ongoing environmental, social, and governance (ESG) challenges and improving access to finance is essential to enable the aerospace, defence, security, and space sectors to contribute effectively to national challenges.

ADS GROUP INTERVIEW:

ADS Group advances leadership in aerospace, defence, security, and space. Ash Gasson, Director of Membership, informs us how the UK trade association enables prosperity and clean, secure growth for the nation

ADS Group (ADS) members are the custodians of a world-leading, advanced engineering and services workforce.

The association’s aims are to expand this unique workforce capability and national advantage by delivering sector investment and knowledge to the frontiers of advanced manufacturing.

ADS promotes its members in lifting the limits to a new future built on clean growth, sovereign capabilities for peace, and opening space to all.

EME Outlook (EO): Firstly, could you talk us through ADS’ purpose of representing the UK’s aerospace, defence, security, and space sectors?

Ash Gasson, Director of Membership (AG): ADS is proud to represent well over 1,300 members from the UK’s forward-thinking and entrepreneurial aerospace, defence, security, and space sectors.

We work with those sectors to secure the UK’s advantage, enhance our international positioning as a go-to destination for innovation, and deliver on our sustainable leadership goals. Whether representing

industry, connecting our members with business opportunities, or driving forward innovation and growth, ADS is at the forefront of an array of activities, events, and programmes that benefit our members.

More than 90 percent of our members are small and medium-sized enterprises (SMEs), and we are proud to be present in five distinct locations. This is reflective of our members, who are the custodians of a world-leading advanced engineering and services workforce.

EO: What organisations, partners, and supporting bodies does ADS work with to deliver a range of highly valued activities and services?

AG: We work with and across a large number of organisations, partners, and supporting bodies to deliver a range of highly valued activities and services on behalf of our sectors and the members we support. Whether representing industry or driving forward innovation, ADS is at the forefront of these activities.

We are at the heart of the joint industry-government growth partnerships that are shaping our sectors. We represent the interests of our members and encourage them to participate in the initiatives that flow from them.

“WE WORK WITH AND ACROSS A LARGE NUMBER OF ORGANISATIONS, PARTNERS, AND SUPPORTING BODIES TO DELIVER A RANGE OF HIGHLY VALUED ACTIVITIES AND SERVICES ON BEHALF OF OUR SECTORS AND THE MEMBERS WE SUPPORT”

– ASH GASSON, DIRECTOR OF MEMBERSHIP, ADS GROUP

We also hold collaboration agreements with 19 international trade associations and, through our delivery of UK Pavilions on behalf of the Department for Business and Trade, have an active network to empower the influence and overseas business opportunities of the UK’s aerospace, defence, security, and space sectors.

EO: Are there any other projects or initiatives that ADS is involved in for 2024 that you would like to highlight?

AG: The UK Youth Rocketry Challenge (UKROC) is a great way to engage the next generation of engineers with practical experience in building and executing complex

cds Defence & Security

missions. ADS runs UKROC, and 2024 is set to be the biggest and most geographically diverse edition to date, with more than 190 teams registered.

The competition is an exciting way to learn more about maths and science, with the UK winners getting the chance to compete against teams from the US, France, and Japan at the international finals.

EO: How do you see the aerospace, defence, security, and space sectors developing over the coming years?

AG: In 2024, the UK stands at a crossroads. Growing global competition, proliferating international security challenges, the rapid pace of technological development, and the pressing need to develop a more resilient and sustainable economy are challenges that must be addressed if the next government is to secure strategic advantage for the UK.

Our four sectors – hubs of innovation, world-leaders in advanced manufacturing, protectors of our security – are more

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“OUR FOUR SECTORS – HUBS OF INNOVATION, WORLD-LEADERS IN ADVANCED MANUFACTURING, PROTECTORS OF OUR SECURITY – ARE MORE IMPORTANT THAN EVER BEFORE”

– ASH GASSON, DIRECTOR OF MEMBERSHIP, ADS GROUP

important than ever before. In turn, so too is the support we provide them, which must come from us, as industry; from politicians, as our governing bodies; and as people, forming a society we fight to protect.

The latest ADS figures highlight a 90 percent increase in aircraft deliveries year-on-year, with the backlog now worth some £244 billion to the UK. There is a significant order book, with industry rapidly adapting to respond –sustainably at that.

Recent years have also seen an increase in aerospace productivity, industry-government partnerships to ensure our collective security, rapid developments in our space sector, and a 203 percent rise in security and resilience turnover in the 10 years up to 2022.

partnership with industry.

Such a strategy would enable our world-leading primes and innovative SME supply chain to work in partnership with the government to ensure that the UK remains a hub for advanced manufacturing and services, and a leader in the opportunities presented by net zero and technological change.

ADS’ key priorities to enable prosperity and clean, secure growth for the UK include:

• Promoting sustainable practices and technologies to address climate change and reduce the environmental impact of our sectors.

• Supporting international trade and market access for our members, ensuring they can compete globally and seize opportunities in emerging markets.

• Investing in skills development, diversity, and inclusion to build a highly skilled workforce.

• Collaborating with government, industry, and academia to drive innovation and ensure the UK remains a global leader in aerospace, defence, security, and space.

Tel: +44 (0) 20 7091 4500 comms@adsgroup.org.ukjh www.adsgroup.org.uk

GIBRALTAR FUNDS AND INVESTMENTS

SPOTLIGHT

Investors and startups are increasingly drawn to Gibraltar due to its stable economic environment, transparent legal framework, and the government’s commitment to adopting a secure investment climate. This has led to a surge in foreign investments, making the nation an attractive hub for those seeking profitable financial ventures

Writer: Ed Budds | Project Manager: Ben Weaver

Agile, attractive, and acclaimed, Gibraltar is a leading jurisdiction in funds and investments.

A British Overseas Territory, the nation is located below Spain at the southern edge of the Iberian Peninsula. Along with fantastic Mediterranean weather, Gibraltar benefits from a favourable tax regime which can be valuable for business or personal enterprises.

Whether considering moving to the peninsula, establishing residency, or starting a company headquartered in the territory, there can be many key advantages. For instance, in Gibraltar there is no capital gains, investment income, or inheritance tax. Additionally, it is regulated to both UK and EU standards and has highquality infrastructure.

Whilst no planning can ever totally eradicate the payment of tax, Gibraltar’s financial system has been

modernised in recent years to provide a wide range of corporate and individual tax planning opportunities.

Meanwhile, central to the territory’s position as a thriving funds domicile is its flexible yet robust fund regulations that are internationally recognised and conform to the EU’s Anti-Money Laundering Directive (AMLD), as well as Organisation for Economic Co-operation and Development (OECD) conventions.

This is further complemented by Gibraltar’s stable political climate, quality infrastructure, European time zone, professionally trained workforce, and ability to identify and regulate emerging markets early on.

GIBRALTAR FUNDS AND INVESTMENTS ASSOCIATION INDUSTRY SPOTLIGHT

Gibraltar Funds and Investments Association (GFIA) is a non-profit organisation that was formed in 1996 as the Gibraltar Association of Stockbrokers and Investment Managers (GASIM), before being renamed in 2009 to include fund managers

Today, GFIA’s membership comprises stockbrokers, law firms, banks, audit firms, investment managers, fund managers, administrators, and individuals more broadly involved in the financial sector of Gibraltar.

All members of GFIA are licensed by the Gibraltar Financial Services Commission (GFSC) and are rigorously compliant with local regulations enforced by regulatory bodies.

Thanks to its executives, coordinators, and members, GFIA is an extremely proactive and vibrant association with a unique ability to bring together competitors to achieve the best possible outcome for the industry and jurisdiction as a whole.

The overarching objective of GFIA is to develop and maintain Gibraltar as a specialised investments jurisdiction of choice within Europe, as it strives to promote the territory as one of Europe’s most prominent financial centres.

The association promotes this through rigorous cooperation and liaising with local government and regulatory bodies to maintain Gibraltar as a competitive jurisdiction for funds and investments.

In this way, GFIA makes a strong effort to identify and promote learning opportunities through regular training, which is important for the development and growth of the local workforce. The association also makes a concerted effort to inform and advise its membership of changing and relevant issues affecting the financial industry locally as well as globally, which often involves participation in seminars and conferences throughout the European investment community.

GFIA represents its industry through regular dialogue with its members and cooperation and advocacy with the Government of Gibraltar and GFSC. It also strives to promote its members’ adherence to the principals of investor protection, corporate governance, compliance, and professionalism in investment and fund activities.

A strong partnership between GFIA, GFSC, and the Government of Gibraltar allows the jurisdiction to deal with a multitude of issues in a timely and effective manner that is unlikely to be matched in a larger jurisdiction.

The advent of Brexit, for example, provided a swift response for Gibraltar’s dual regime which gives the nation’s funds and fund managers the option of opting out

of the Alternative Investment Fund Managers Directive (AIFMD) requirements.

This means that Gibraltar can attract the same fund clients from the Channel Islands or Caribbean jurisdictions for investment opportunities. On the other hand, the territory distinguishes itself in being the only jurisdiction with “reciprocal access” to the UK.

This means that Gibraltar financial services firms, including fund and asset managers, banks, and insurance companies, can market to and serve clients within the UK on the basis of their Gibraltar licence. Likewise, British firms can serve Gibraltarian clients on the basis of their British licence.

IMPACTS OF BREXIT

On 23rd June 2016, the UK voted to leave the EU. Although 96 percent of the Gibraltarian electorate voted to remain, this was subsumed into the general result. Consequently, on 31st January 2020, Gibraltar, by default, joined the UK in its withdrawal from the EU.

In the following years, the UK and Gibraltar navigated their way through a transition period and were required to apply and observe EU law in accordance with the new status under the EU Treaties.

In preparation for a post-Brexit world, the territory adopted a dual regulatory regime for its funds sector.

GFIA FOCUS POINTS

• Establishing a recognised medium for communication between the industry, decision makers, and other professional bodies, and to encourage the exchange of information amongst them.

• Facilitating and promoting the continued professional development of the finance industry.

• Supporting Gibraltar as a jurisdiction of choice.

• Promoting adherence by its members to the principles of investor protection, corporate governance, compliance, and professionalism in investment and fund activities.

• Providing a forum for communication and discussion between members on matters that are of interest.

• Encouraging cooperation, collegiality, and respect between members.

AIFMD provisions remain in place, but funds and managers may ‘opt out’ of these requirements.

Therefore, Gibraltar is able to attract funds that do not require the AIFMD passport and its increased regulation and cost for their marketing needs. The nation will also maintain its position as the only jurisdiction in Europe to allow for the launch of experienced investor funds of all sizes without having to wait for regulatory approval.

GFIA firmly believes that the ongoing fallout from Brexit will have a negligible impact on Gibraltar’s fund industry and could even improve the nation’s prevalence in the international arena.

Often referred to as the ‘Brexit silver lining’, Gibraltar‘s bilateral relationship with the UK, which allowed its financial services firms to do business in the country and for UK firms to serve Gibraltarian clients, is unrelated to the EU and will therefore survive the continuing aftereffects of Brexit.

Furthermore, Gibraltar distinguishes itself in being the only jurisdiction with “reciprocal access” to the UK, meaning that financial services firms, including fund and asset managers, banks, and insurance companies, can market to and serve clients within the UK using their Gibraltar license. Likewise, British firms can serve Gibraltarian clients on the basis of their British license.

EMBRACING THE WORLD OF CRYPTO

Notably, since Gibraltar’s distributed ledger technology (DLT) regulatory framework came into effect in January 2018, the nation has seen an emerging demand for setting up crypto funds. Due to the specific required considerations for managing crypto assets, GFIA recommends that all crypto funds dealing with third-party money should be regulated as experienced investor funds (EIFs), however, a crypto private fund may be used in certain circumstances. GFIA has issued specific standards in the structure of

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crypto funds, corporate governance, risk management, valuation, custody, safekeeping, and security, as well as a host of other important touchpoints.

This has been achieved through a specific addendum to the Corporate Governance Code for Collective Investment Schemes, which has been in place since 2013 and was originally issued to formalise and codify the existing best practices for collective investment schemes and their directors.

In summary, Gibraltar has a well-regulated financial sector. Its authorities are greatly focused on protecting the reputation and integrity of the nation as a financial centre and cognisant of the importance of adopting and applying international regulatory standards and best supervisory practices.

EME OUTLOOK is a digital product aimed at boardroom and hands-on decision-makers across a wide range of industries in Europe and the Middle East regions.

With content compiled by our experienced editorial team, complemented by an in-house design and production team ensuring delivery to the highest standards, we look to promote the latest in engaging news, industry trends and success stories from the length and breadth of Europe and the Middle East.

Reaching a combined audience of more than 395,000 people, EME Outlook covers a full range of industrial sectors: agriculture, construction, energy & utilities, finance, food & drink, healthcare, manufacturing, mining & resources, oil & gas, retail, shipping & logistics, technology and travel & tourism.

In joining the leading industry heavyweights already enjoying the exposure we can provide, you can benefit from FREE coverage across our digital platforms, a FREE marketing brochure, extensive social media saturation, enhanced B2B networking opportunities, and a readymade forum to attract new investment and to grow your business.

To get involved, please contact Outlook Publishing’s Managing Director, James Mitchell, who can provide further details on how to feature your company, for FREE, in one of our upcoming editions.

FEEDING A COUNTRY

As one of the largest and most diverse supermarket chains across Iceland, Gunnar Egill Sigurðsson, CEO of Samkaup, provides us with a deep dive into the company’s values, ambitions, and goals of a tasty future for all

Writer: Lauren Kania | Project Manager: Josh Rayfield

Feeding an island that comprises distinct geographies, people, and socioeconomic backgrounds is no easy task.

Providing them with consistently fresh and easily accessible produce and meals is an even bigger mountain to climb.

However, one outstanding company has worked diligently over the years to satiate its many customers’ hunger for reliable, affordable, and appetising food options.

Samkaup, a holding company of four grocery store brands across Iceland, was founded on the roots of two large Coops in 1998 and has since grown exponentially to encompass the entirety of the country in both densely populated cities and rural areas.

“Samkaup is the only retailer in Iceland that spans the whole country. Unlike our competitors, we are exclusively in food retail and have the highest number of outlets with 65 stores and approximately 1,500 employees scattered across the country,” introduces Gunnar Egill Sigurðsson, CEO of Samkaup.

Gunnar Egill Sigurðsson, CEO

The company prides itself on the values that have been ingrained in its DNA since inception –flexibility, commerce, boldness, and collaboration.

“Being in retail, it can be difficult to integrate your core values into each and every staff member, but we do it constantly and always say that our values are the drivers for our mindset,” Sigurðsson continues.

These values have allowed Samkaup to garner a reputation for being a leading company for business practices, product quality, and service, as well as an active participant in the local community.

“We ask ourselves the question –‘what is a merchant?’ – and we answer that question every day by putting our customers first and solving any

problems they may have no matter the scenario.”

Ultimately, the basis of the company’s services includes diversity and flexibility to meet the various needs of customers as well as forming positive relationships with consumers in all areas of the country.

A LEADING COMPANY

“I always say the day I wake up and am not excited to go to work is the day I will retire,” acclaims Sigurðsson.

“Working in retail, that day has not yet arrived. There is never a moment without excitement at Samkaup!”

After freshly graduating from Bifröst University with a business degree in 2003, Sigurðsson found inspiration from a close friend to take the plunge into the retail industry

with Samkaup, thus embarking on a journey that would take him from Store Manager to Operations Manager, Commercial Manager, and finally, CEO.

Having witnessed first-hand the immense growth and expansion that Samkaup has undergone over the past two decades has only further served to cement Sigurðsson’s passion and dedication to the ways in which the company can continue to be a leader in the industry.

Operating in the Icelandic grocery market, Samkaup bases its business on quality, great team members, exceptional service, and a wide selection of products at the most favourable prices available.

Currently, Sigurðsson is particularly interested in the merging of retail

Sigurðsson with his staff at the company’s head office, Reykjavík

SAMKAUP VALUES

FLEXIBILITY: To meet the varying needs of customers across the country and reflect a diverse yet sophisticated and concise selection of products at reasonable prices.

COMMERCE: Business that is based on clear processes and internal communication, product and service quality, professional product knowledge of the staff, and store appearance.

BOLDNESS: Courage that points to the importance of removing mental barriers and finding new and better ways to provide services and operations while being characterised by selfconfidence and initiative.

COLLABORATION: All business units are run with the same guiding values when it comes to operations and services.

“IT DOESN’T MATTER IF IT’S 2024 OR 2005, THERE’S CONSTANT MOVEMENT, SPEED, AND DIFFERENT TASKS EVERY DAY – IT IS IMPOSSIBLE TO NOT FIND EXCITEMENT IN AN INDUSTRY LIKE THIS”

– GUNNAR EGILL SIGURÐSSON, CEO, SAMKAUP

and ready-made food, with more and more people seeking restaurantquality alternatives that are easy and equally as delicious.

“We have seen a lot of development in this sector as people are coming to expect high-quality food and readymade portions in store. We are focusing more on these options, whether it’s fully cooked meals, a restaurant business, or even do-it-yourself, portioned meals,” he expands.

Additionally, throughout Samkaup’s many different stores and brands, optimisation and e-commerce development are challenging yet exciting opportunities that the

company is placing further emphasis on as it continues to expand and look for new ways in which to appeal to customers across every demographic.

FRESH PRODUCE FOR ALL

Samkaup is the umbrella organisation for four distinct shops across the country, namely Nettó, Krambúð, Kjörbúð, and Iceland.

“Samkaup operates the overhead, administration, purchasing, and logistics areas, while individual teams function under different banners within the business, however, we always come together as one Samkaup team,” affirms Sigurðsson.

The largest chain is Nettó, which opened its first store in 1989 and offers a large product range with prices that are competitive with other discount stores. In 2017, it was the first discount store in the country to open an e-commerce option, allowing customers to order from 14 Nettó stores at the same price as shopping in person.

“Our second banner is Kjörbúðin, which is located in smaller towns and offers fair pricing, but its main focus

is being the local grocery store in all rural areas, while Krambúðin is a local neighbourhood store that offers longer opening hours and is smaller in size, making it very convenient,” elaborates Sigurðsson.

Finally, Iceland is a franchise from the UK that focuses on accessibility and frozen goods with four stores in the capital, one of which is open 24/7.

With such a vast number of storefronts that service the entirety of the country, supply chain operations

EDUCATION AND TRAINING AT SAMKAUP GOALS:

• To improve the competence and skills of staff in trade and commercial operations.

• To improve the behaviour and service attitude of staff towards customers.

• To support individuals’ career development.

• To increase employee job satisfaction.

• To improve staff education for the future.

Additionally, Samkaup offers programmes to its team members through initiatives such as The Merchant’s Educational Shot, which is a forum for lifelong learning and regular training sessions to deepen the knowledge of staff within the company. It also offers apprenticeships in trade and service, a 90-unit programme that is taught via remote learning and results in a vocational certificate in trade and service; practical skills assessments for every employee interested in taking a professional course in trade and service; and a diploma programme in business

and relationships are of the utmost importance to Samkaup.

“Being in Iceland, a small island in the North Atlantic, we are very dependent on imports. About 25 percent of what we sell is locally produced; this mostly includes meat, dairy, and beverages,” insights Sigurðsson.

“It is an incredibly important and key competitive advantage for us to operate our own warehouses and gain control of the supply chain from producers to customers, whether it be local or imported goods.”

This control allows the company to make quick decisions that ensure customers are always provided with fresh, diverse food options regardless of storms, volcano eruptions, avalanches, or any other form of disaster that may appear.

“WE ARE PROUD TO SAY THAT WE SERVE THE WHOLE OF ICELAND WITH FRESH FRUIT EVERY DAY”

– GUNNAR EGILL SIGURÐSSON, CEO, SAMKAUP

FEEDING THE FUTURE

Samkaup differs from the competition in a variety of ways, with one of the most prevalent being its focus on membership.

“Membership has been a priority for us for over 60 years, and in 2020, we expanded this even further by launching a membership programme app to drive customer loyalty,” insights Sigurðsson.

“This app makes us truly unique. It’s something that nobody else has done in the grocery retail market in Iceland.”

Today, Samkaup boasts one of the largest membership programmes in Iceland, with approximately 25 percent of inhabitants over the age of 25 having signed up.

In 2023, three years after the installation of the app, the company saw more than 20 percent of its total turnover through the app itself, along with members shopping more frequently with larger baskets at checkout.

In return, loyal customers are receiving the best prices in Iceland with a two percent discount and special promotions unique to app users.

“We are the only player in the market focusing on this niche, and it is paying off tremendously,” Sigurðsson enthuses.

BUILDING AN EXCEPTIONAL TEAM

As the company continues to look towards the future, it is highlighting the efforts and advancement of its people, introducing a programme called People and Culture, which drives diversity, equality, and inclusion (DEI) in the workplace.

“It’s our people that make Samkaup what it is. We have been focusing on building an education system for people regardless of age or experience. We say that everybody has the chance to find progression and longevity within the company, as long as they have the ambition,”

excites Sigurðsson.

Not only does this pose a great benefit to those who make up Samkaup, but it also ensures that as new technologies and ideas emerge, there will be personnel ready to not only handle the changes but excel and be at the top of innovative advancements that will come to shape the sector.

The company emphasises being a sought-after workplace with a strong frontline. Employees in every department are also valued and provided with opportunities to advance both as individuals and members of staff.

Alongside these programmes, the company is continuing its environmental endeavours both locally and nationally. Waste has been reduced by 60 percent at individual storefronts, whilst the company began its ‘Less Waste’ initiative five years ago, providing customers with discounts on products that would

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WWORLD OF QUALITY

Globus Ltd is a progressive sales and marketing company specialising in the sale of wines, spirits and tobacco (British American Tobacco). The Company is the agent in Iceland for many of the world’s famous wineries and offers an extensive range of wines from some of the world’s main wine growing regions in the United States, South America, Europe, South Africa, Australia and New Zealand.

OUR HISTORY

Globus Ltd was established in Reykjavík 1947 and was later bought by an Icelandic company, Hekla hf. In 1956 Arni Gestsson and his family bought the company from Hekla, where Mr. Gestsson had been working for many years. Globus continues to be owned entirely by the family.

otherwise have been disposed of due to their shelf life, which has proven to be incredibly popular.

“Last year, we started a programme with the Red Cross in Iceland where we donate products that are out of date, but still safe to consume, to local charities across the country,” explains Sigurðsson.

There are many accomplishments that Samkaup prides itself on having achieved due to the hard work and

dedication of its expansive team, including the Highest Award in Education from the Federation of Icelandic Enterprises, and the Blaze Award, given to companies who have succeeded in DEI.

As the future continues to shift and pose new hurdles, the company is ready to face these challenges head-on and come out the other side stronger and more united than ever.

With plans to diversify, digitalise,

and expand its online infrastructure, Samkaup will continue to be a trailblazer in customer service and satisfaction.

Tel: +354-421-5400

samkaup@samkaup.is

www.samkaup.is

LOCAL ACTION, GLOBAL IMPACT

ACTION, IMPACT

With a business model rooted in sustainability, South Downs Leisure is making impactful changes to support its local community and the planet. Duncan Anderson, CEO, explains how, due to hard work and dedication, sustainability has become a way of life

Writer: Lily Sawyer

Project Manager: Josh Rayfield

As Europe witnesses rising sea temperatures, increasing pollution, and a continued reliance on fossil fuels, the need for sustainable businesses is more pressing than ever.

South Downs Leisure (South Downs), a health and leisure trust based in Worthing, England, places sustainability at the centre of everything it does.

“Our customers and staff all recognise that we’re more than just a fitness suite or gym. We’re an organisation focused on sustainability, right at the heart of the community,” opens Duncan Anderson, CEO.

Having been a founding member of South Downs since 2015, and with a personal commitment to preserving the natural green spaces around him, Anderson made the radical decision to implement an extensive sustainability strategy within the trust in 2021 – and has never looked back.

“We are where we are because we’ve managed to change the culture of our organisation,” he reflects.

Guided by its triple bottom line principle of ‘people, planet, profit’, South Downs has been able to maintain a profitable business model whilst prioritising the planet and the people it serves.

Despite potential resistance towards ubiquitous sustainable practices in the face of recent global utility crises, South Downs remains unperturbed and steadfast in its commitment to making lasting changes to safeguard the world of tomorrow.

PEOPLE, PLANET, PROFIT

At the heart of South Downs, a collective belief in ‘people, planet, profit’ drives forth much of the company’s operations. As such, Anderson views each of these seemingly disparate ideologies as integral pieces of a wider puzzle.

“SUSTAINABILITY ISN’T JUST A BUZZWORD AT SOUTH DOWNS –IT’S A WAY OF LIFE”

– DUNCAN ANDERSON, CEO, SOUTH DOWNS LEISURE

“We can visualise the overall concept as a three-legged stool. As a company, we’ve got to make a profit whilst looking after our people and, in turn, protecting the planet,” he explains.

Inspired by Jacinda Arden, New Zealand’s Prime Minister who notably scrapped gross domestic product (GDP) in her country in favour of a focus on well-being, ‘people, planet, profit’ is multifaceted.

“For starters, the people – our customers and staff – must be looked after. To action this, we offer free memberships to homeless and lowincome customers, whilst our staff are paid above the industry average, and our fair pension scheme has recently

been increased to match 10 percent of employees’ salaries.”

In addition, a second-hand cycle to work scheme, through which South Downs provides interest-free loans to its staff to purchase second-hand bikes, works to embed the philosophy of ‘people, planet, profit’ even more deeply within the local community.

“Through the second-hand bike scheme, our staff are recycling whilst supporting small businesses and charities and saving the planet by not driving cars,” Anderson outlines.

In terms of profit, South Downs enjoyed an all-time high revenue in 2023, which it is using to boost community improvement schemes and improve its facilities.

“When you talk about profit in the same breath as sustainability, it can seem crude, but at South Downs we always strive to reinvest revenue into the community around us.”

For example, in 2023, South Downs ran a ‘Swap, Shop, and Donate’ event at its free community Christmas fair, aimed at supporting low-income families during the festive season.

A LASTING IMPACT

As a result of its internalised philosophy of ‘people, planet, profit’ that sees the company practising sustainability as second nature, South Downs has achieved widespread recognition and various awards.

In 2022, the trust won the Adur and Worthing Sustainable Business of the Year award, and in 2023 it was named the Active Sussex Sustainable Business of the Year, both of which speak volumes about South Downs’ ongoing and authentic commitment to sustainability.

“We’re very proud of these awards and achievements, as they reward our staff for their hard work,” Anderson shares.

Furthermore, the company’s involvement in the recent Let’s Go! Net Zero campaign, which is aimed at helping smaller businesses initiate sustainable in-house practices, has been equally as rewarding.

“As a result of Let’s Go! Net Zero, I’m now a green business champion for West Sussex,” Anderson reveals.

Most importantly, South Downs’ status as an award-winning sustainable trust demonstrates its core values, which are rooted in sustainability, and its mission to identify the issues that matter.

EDUCATING AN ERA OF SUSTAINABILTY

To maintain a consistent approach to sustainability across the trust, Anderson has invested significant time and thought into how to embed this culture through training and staff initiatives.

RECORRA – A PROLIFIC PARTNERSHIP

Operating across London and the South Coast, Recorra recycles over 35 waste streams for commercial businesses, more than any other waste management company in the UK.

EME Outlook (EO): Could you outline Recorra’s mission, values, and ethos?

Darren Hedges, Managing Director (DH): “Recorra’s unwavering commitment to sustainability sets us apart from other waste management businesses. Our zero-to-landfill guarantee means all waste we collect is recycled, 98 percent of which is kept within the UK.

“Where possible, we turn our recycling into high-quality office supplies, using waste in place of raw materials to boost the circular economy.

“Our Sustainability Engagement Team is a key part of our work. Each client has a dedicated Sustainability Engagement Officer, who helps customers develop tailored interventions to boost recycling.”

“I worked closely with Amanda Turner, who holds a PhD in Geophysics and is a sustainability expert, to develop a staff training programme. This involved an internal in-person course and an NVQ Level 2 course, with over 70 hours of online training in environmental sustainability, which saw participants emerge as Sustainability Champions,” Anderson informs.

“Staff have also toured windfarms, studied the ecology of the sea, and learned about waste management from our partner, Recorra, all of which have given us a clear idea of the direct impact that sustainable practices at South Downs can have. The training has fed into a change in our overall culture.”

A plethora of strategies and initiatives have been implemented by South Downs over the years as a result of a change in culture, each of which weaves sustainability into the fabric of the trust.

For example, staff uniforms, sourced from Pinnacle UK, are now

EO: Could you tell us more about your relationship with South Downs?

DH: “From our first meeting, we identified a strong affinity with South Downs on the importance of sustainability and social value, which has continued to drive our relationship.

“Of primary importance was our ability to not just deliver recycling and reuse options to South Downs, but also to capture data from that activity and convert it into meaningful environmental statements.

“Initially, South Downs asked us to deliver systematic waste composition analysis across its sites, the results of which informed a roadmap of change. This included staff and customer engagement in waste management, refinements to procurement, waste production, bin usage and placement, training, and revamps to signage.

“Today, regular Recorra webinars and sessions on recycling and sustainability keep South Downs’ staff updated. We are also partnering with local green initiatives in the area, including beach cleans and community events, in the coming months.”

made from recycled plastic, 350 solar panels have been installed on-site to produce 98,000 kilowatt hours (KwH) of electricity, and electric bikes are now the preferred mode of transport used by employees between sites.

“For every mile that we’re not driving cars between our sites, we’re saving around 400 grams (g) of

carbon dioxide equivalent (CO2e). The aim is that each bike does around 400 miles a year,” Anderson reveals.

Furthermore, Worthing Leisure Centre’s beehives, run by its Group Fitness Manager, Violet Czajewska, support the local ecology whilst educating customers and staff about the vital role of bees.

•

•

•

Overall, South Downs’ staff training initiatives and culture of environmental preservation help to deeply embed the trust’s core values of fostering a more sustainable future.

FUTURE PLANNING

Over the past four years, South Downs has reduced its carbon footprint by more than 30 percent.

Going forward, the trust has bold ambitions to make its dryside and wetside facilities carbon neutral by 2030 and 2040, respectively.

“What we’re trying to do is to achieve net zero on our sites quicker than the government’s timeline of

2050. We want to be able to see the impact of what we’re doing within our lifetime,” Anderson enthuses.

To achieve its goal, South Downs intends to integrate its ‘people, planet, profit’ philosophy more deeply within ongoing sustainability activities, minimise fossil fuel use where possible, and make decisions at board level with sustainable development in mind.

Furthermore, in a change from recent years, South Downs’ centralised focus for 2024 will be on its people.

“Looking back to 2022, we focused on utilities and reducing our fossil fuel use. Last year was all about reducing waste, but in 2024, we’ll focus on

developing a health and well-being strategy for the benefit of the people in our community, without losing sight of waste management or fossil fuel use.”

South Downs’ people-centric approach will encourage socially deprived and low-income members of the community to come to its sites and use the facilities.

In terms of expansion, South Downs is always looking to evolve, but a culture of togetherness will forever be at the heart of the trust.

“It’s all about the triple bottom line of ‘people, planet, profit’, and changing the culture for good,”

Anderson concludes.

IN CRUST WE TRUST

Nestled in the heart of the UK’s culinary scene, Pizza Pilgrims elevates well-loved Neapolitan pizza to a new level, incorporating traditional Italian flavours with a distinct, artisanal personality. Managing Director, Gavin Smith, dishes up the company’s tantalising story Writer: Lucy Pilgrim | Project Manager: Poppi Burke

Pizza Pilgrims was born from a simple yet deep passion for mouth-watering, authentic pizza, which led to a life-changing culinary journey.

The company’s founders, brothers Thom and James Elliot, strived to bring traditional, unbelievably delicious Neapolitan pizza to the streets of the UK.

“Like most good ideas, Pizza Pilgrims started in a pub in 2011. Street food was just taking off and London was being treated to new and delicious cuisine, served curbside.” opens Managing Director, Gavin Smith.

Following their dreams, Thom and James flew to the toeend of Italy to collect a three-wheeled Piaggio Ape van and completed the long drive of 4,500 kilometres back to London.

“They stopped off along the way at all the best pizza destinations. The pilgrimage, as it became known, was born,” Smith excites.

When visiting Italy’s finest pizzerias and producers during the original pizza pilgrimage in 2012, Thom and James discovered what would become the foundation of the company: to follow the simple Italian belief that the best ingredients are essential for making the best pizza.

After discovering and learning all they could about the true art of pizza making, the brothers began serving the beloved food at London’s famed Berwick Street market, before launching the first permanent Pizza Pilgrims pizzeria in Soho in 2013.

Today, the company’s expertise has been expanded to 22 pizzerias across the country, including sites in London, Brighton, Cambridge, Nottingham, and Leeds.

A PIZZA AGENDA

Pizza Pilgrims has been famed for showcasing the best pizzas from Naples, having celebrated 10 years of authentic, pillow-crusted Neapolitan pizzas in the summer of 2023.

Many of the company’s key ingredients are imported directly from Italy, from the best ‘00’ grade pizza flour Naples has to offer from the famous Caputo mill to the exclusively Italian tomatoes used in the sauce, alongside mozzarella originating from just outside the city.

“It’s important to note that we never look to be too serious or profess to be ‘the best’; that is for our guests to decide.

“Internally, we strive to own the pizza agenda through innovation of the menu and introducing new and exciting ingredients. This extends outside of our food list to the uniquity

PILGRIMAGE 2.0

In the summer of 2023, Thom and James embarked on their second pilgrimage to Naples in the headturning, one-of-a-kind PIZZA VESPA wagon. Over the course of 10 days, they visited pizza chefs, suppliers, and producers – who they now call friends – with the goal of hunting down the tastiest new ideas coming out of the home of pizza to inspire a new menu.

“The trip culminated in a oncein-a-lifetime pop-up at L’Antica Pizzeria de Michele. This brought James and Thom together with Naples’ oldest and most iconic pizzeria to celebrate their shared passion for authentic Neapolitan pizza and officially see Pizza Pilgrims inducted into the Naples pizza family,” recalls Smith.

of each location, as every pizzeria has its own distinct personality inspired by a different time, place, or moment we’ve had in Naples,” enthuses Smith.

As such, the company’s menu is a mix of traditional pizzas for any consumer purists, as well as unexpected twists on classic Italian dishes for more adventurous guests.

Some pizza favourites include the Margherita Extra-Extra, which features datterini tomatoes, creamy burrata, and fresh pesto, as well as the Americana, topped with hotdogs and fries, a surprising Neapolitan favourite.

Additionally, Pizza Pilgrims plays outside of tradition with pizzas such as the Double Pepperoni and Spicy Honey, or the Carbonara with roasted guanciale bacon, pecorino cheese, and egg yolk, finished with a few strands of fresh al dente pasta.

PIZZA PILGRIMS ACADEMY

In March 2020, Pizza Pilgrims launched its Pizza Academy, a dedicated space for its chefs and managers in training to thrive. Located in Camden, London, the academy is also where the team spends one day a week developing new pizza recipes and the menu’s monthly guest specials.

Every single member of staff has access to training courses led by the Academy Manager, Joe, and the learning and development team.

“We’re continuing to invest and develop our Pizza Academy, so our people have access to masterclasses and educational programmes. Additionally, we will continue to recruit and develop talent from more diverse groups of people,” enthuses Smith.

“WE STRIVE TO OWN THE PIZZA AGENDA THROUGH INNOVATION AND NEVER SETTLING FOR THE NORM”

– GAVIN SMITH, MANAGING DIRECTOR, PIZZA PILGRIMS

“The menu also features exclusive pizzas each month, which are either lovingly curated by the in-house team or created in collaboration with special guests.”

THIS IS HOW WE DOUGH IT

As 2024 is in full swing, Pizza Pilgrims continues to search for ways to keep its staff and guests excited. It has a number of exciting openings in the pipeline, including Euston train station. The company is also planning a pizzeria opening in Cardiff in the summer of 2024 where it has posted over 10,000 pizzas via its frying pan pizza kit business ‘Pizza in the Post’, which can be ordered and made in the comfort of your own home.

“This growth will be supported by refurbishing our existing pizzerias in Carnaby Street, Canary Wharf, and London Bridge in the capital. We are investing significantly into our amenities and brand,” Smith outlines.

January of this year also saw the company collaborate with a leading pizzeria in Los Angeles, US, and it has since opened up conversations with incredible restaurants in New York and New Haven, Connecticut. This will facilitate the amplification of the Pizza Pilgrims brand to new audiences, whilst developing guest pizzas that have a real story with new and interesting flavours, techniques, and styles.

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“WE EMPOWER OUR TEAM MEMBERS TO DELIGHT GUESTS. THIS COULD BE AS SIMPLE AS A RECOMMENDATION OR AS THOUGHTFUL AS GIVING AWAY A PIZZA, A COCKTAIL, OR EVEN A PIZZA IN THE POST KIT. WE FEEL THIS ELEVATES THE GUEST EXPERIENCE AND ENCOURAGES LOYALTY”

– GAVIN SMITH, MANAGING DIRECTOR, PIZZA PILGRIMS

CULTIVATING COMPANY CULTURE

Since its inception, Pizza Pilgrims has grown organically, which has allowed the business to offer progressive career opportunities to its industryleading team.

One of its founding goals was to build a team, brand, and company that it is proud of and is robust. Therefore, it has a core Pizza Base (head office) team in Carnaby Steet who spend significant time looking after the pizzeria teams and remain hands-on.

Pizza Pilgrims also seeks consistent products and experiences across the entire organisation.

Thom and James visit the Caputo factory

The Americana Pizza

“Having a very experienced leadership and support team means that I have the highest level of confidence that we can grow at pace and protect our culture and quality,” shares Smith.

With continuously increasing success, Pizza Pilgrims has invested ahead of the curve with resources to protect and enhance the company culture, whilst building robust systems and processes to keep it successful.

The Pizza Pilgrims team are a collective of talented, fun, and ambitious people. In return, the company offers freedom within a framework; this has cultivated trust and curiosity throughout the business, which are incredibly important ingredients for the longterm stability and growth of the brand.

For example, the company’s vision is to make people happier, one pizza at a time.

“In the pizzerias, we empower our team members to delight guests. This could be as simple as a recommendation or as thoughtful as giving away a pizza, a cocktail or even a Pizza in the Post kit. We feel this elevates the guest experience and encourages loyalty,” Smith smiles.

PLANET PILGRIMS

Pizza Pilgrims has recently received B Corp accreditation, celebrating the company’s vast range of environmental, social, and governance practices. The journey to accreditation, which has been two years in the making, has encouraged the company to make small changes and dedicate its time to ensuring it operates efficiently and sustainably, as manifested in the Planet Pilgrims initiative.

we’re even more laser-focused on treating our team, planet, and community the right way,” highlights Smith.

To achieve B Corp certification, Pizza Pilgrims had to display verified performance, accountability, and transparency, on factors such as employee pay and benefits; engagement with its community; positive practices in the supply chain; and a long-term commitment to reduce its environmental impact.

As this journey continues, the company hopes to protect and enhance its B Corp status and work with local businesses to sustain its signature authentic taste. Pizza Pilgrims’ other ambitious targets include creating 300 jobs, taking the total headcount to 660, as well as achieving a growth revenue of 22 percent year-on-year.

“We’re ambitious, humble, and understand that we need to grow with soul and care,” closes Smith.

“We have embedded fundamental changes to the business to ensure we’re always doing the right thing! 10 years on, info@pizzapilgrims.co.uk www.pizzapilgrims.co.uk

AT THE FOREFRONT OF FISH FARMING

Bjarne Hald Olsen, Chief Sales Officer at Billund Aquaculture, speaks to us about the company’s extensive history and how it has proven to be a solid, committed partner who provides innovative solutions for the development of aquaculture

Writer: Lauren Kania | Project Manager: Poppi Burke

Fishing is one of the oldest forms of human interaction with the natural world, with fish themselves having served as a primary source of protein since the beginning of mankind.

Evidence of this crucial relationship dates back over 40,000 years, with groups of Neanderthals traversing the rivers of modern-day

Germany with stomachs full of freshwater fish.

The aquaculture industry has evolved significantly as society has progressed, however, the reliance on fish is now more fundamental than ever. As the population steadily increases, the need for more sustainable, reliable, and efficient food is pertinent, and fish are the solution.

No one is better suited to answer this call than those within the aquaculture industry, specifically Billund Aquaculture (Billund), a company with more than 38 years of experience in the dimensioning, design, assembly, installation, servicing, and operation of landbased aquaculture systems based on intensive recirculation technology.

BILLUND AQUACULTURE

Founded in 1986, Billund is headquartered in Denmark with more than 250 employees worldwide and subsidiaries in both Chile and Australia, having prominently stationed itself as the global frontrunner in leading recirculation aquaculture system (RAS) suppliers.

“RAS uses the least resources per produced unit in all phases of the operational process. As such, there is a strong focus on the systems using minimal electricity and water, causing

negligible pollution,” opens Bjarne Hald Olsen, Chief Sales Officer at Billund.

Olsen is an environmental engineer with nearly four decades of experience in aquaculture, having worked for Billund since 2007. Passionate about the long-term benefits of RAS in the global economy, he has helped lead the company to become a fundamental pillar in the construction of sustainable and efficient aquaculture.

“With RAS, water is purified and

reused, meaning that the water consumption per kilogramme of fish produced may, in some cases, be reduced to less than one percent of the amount used in conventional aquaculture systems,” he continues.

Not only is fish farming a lucrative sector that caters to individuals and large companies across the globe, but it also possesses vast opportunities for sustainability practices that promise a brighter, greener, and more healthy future.

“TODAY, MORE THAN HALF OF THE WORLD’S FISH CONSUMPTION IS BASED ON FARMED FISH, AND A LARGE PROPORTION IS PRODUCED WITH THE AID OF DANISH KNOWLEDGE AND TECHNOLOGY”

– BJARNE HALD OLSEN, CHIEF SALES OFFICER, BILLUND AQUACULTURE

Whale Point, Huon Aquaculture, Australia

THE GLOBAL BENEFITS OF RAS

Founded on the basis of respecting the environment, Denmark’s modern aquaculture sector has been a world leader in sustainable and efficient fish farming since the 1970s.

“Over 50 years ago, the Danish authorities kickstarted a major transformation by imposing the first anti-pollution regulations. Recognising that the legislation posed a massive challenge, they simultaneously introduced collaborative programmes to facilitate the development of new methodologies for farming fish without harmful emissions,” expands Olsen.

This has resulted in the likes of Billund coming to fruition and making waves with new technologies and innovations in a long-established industry.

The company distinguishes itself from the rest of the competition in a variety of ways. First and foremost, it offers design, production, installation, service and maintenance, biological

and technical support, and training and education.

“We never leave the facility until absolutely everything is working optimally!” enthuses Olsen.

Additionally, Billund has designed and implemented more than 150 projects and over 500 separate RAS modules in 30 different countries for more than 30 different freshwater and marine species, with the annual turnover of the company being 80 percent related to the salmon industry.

“We have supplied RAS facilities to almost all the big salmon producers worldwide,” explains Olsen.

Currently, Billund is working towards more traditional RAS for smolt and post-smolt with larger and more advanced systems.

This results in fish staying longer in land-based systems where they grow bigger in a controlled environment, ultimately reducing their remaining growth period in the ocean and contributing to reduced

BILLUND SERVICES

• Project development from ideation to turnkey realisation

• Feasibility study

• Project proposal and preparation

• Biological design

• Engineering design

• Drawings

• Construction and implementation of the fish farm

• Start-up procedures and supply of customised operational and management manuals

• Training, education, and management support for staff at all levels

• 24-hour hotline and ongoing know-how availability

Christian Sørensen, Founder

exposure to biological hazards in marine environments and increased productivity.

“The benefits of this are, among other things, enhanced fish welfare, increased sustainability due to lower impact on surrounding environments, and greater traceability. Placement of these systems focuses on reduced transport, lower carbon dioxide emissions, and closeness to consumers,” clarifies Olsen.

Thanks to the vast advancements, Billund has learned how to successfully combine improvements on existing technologies with remarkable engineering achievements, turning the company into a globally recognised brand.

SHRIMP FOR THE FUTURE

Billund is experiencing a massive demand for its solutions, which can be directly observed within its partnership with Aquapurna, a German technology firm focusing on cost-effective shrimp RAS.

THE ADVANTAGES OF RAS

• Minimum water requirement

• Full control of production parameters

• Stable and predictable production

• Optimal sanitary conditions

• Isolation from environmental and climate-related factors

• Enables production at optimal locations

• Captures 90 percent of the solids produced in the system

• 100 percent fish escape control

• Reduced environmental impact

Although it is the secondmost popular seafood product worldwide, shrimp is one of the most environmentally damaging to produce.

“The environmental consequences of shrimp farming range from the deforestation of mangrove forests to human trafficking and slavery,” insights Olsen.

With their proven expertise and experience, Billund and Aquapurna

are working together to make up for the global gap in shrimp supply through reliable, cost-efficient, and large-scale shrimp RAS technology that is both sustainable and replicable worldwide.

“As this technology can be implemented anywhere, similar projects can be developed to help decrease food transportation distances and reduce the reliance on food imports,” Olsen continues.

Aquapurna prototype facility

Aquapurna team, Germany

Aquapurna white tiger shrimp

Established

in 2017 Service agreements for feeding systems are available Delivering to clients all over the world

The founder of Aquateknikk has an abundance of experience with feeding systems in agriculture and fish farming. Much of the equipment used at Aquateknikk comes from an agricultural background, which happens to show a strong advancement from previously used equipment.

For Aquateknikk, quality is one of its main focal points. It chooses products and suppliers with the highest quality in mind, and most of the goods are produced locally in Norway.

Aquateknikk has developed feeding technology that gives full control over feed consumption, by weighing all the feed as it leaves the silos. It knows that no two farms are the same, which is why it tailors the solutions to each individual client. It focuses on utilising every space available, ensuring efficient, gentle, and accurate feeding. Aquateknikk’s feeding systems are very accurate, reliable, and user-friendly.

The company’s control system was developed in Norway together with its clients. The software has a number of functions such as feeding times, silo measurement, feeding tables, and easy control of the daily hours of feeding etc. Controlling the system can be done remotely via VPN, and all data can be exported from the system, or imported via external data.

It is important for Aquateknikk to deliver the best end-user experience, based on its client’s needs. Delivering excellence from the smallest to the largest facilities, no challenge is too big for them.

This next generation of landbased shrimp farms has surpassed all objectives in lab-scale trials and commercial prototypes, and is now preparing for large-scale production to initiate at the beginning of 2026.

This construction, which will take place at the Sigmundshall industrial site west of Wunstorf, Germany, is anticipated to become the world’s largest high-intensity RAS shrimp system. This choice of location not only transforms a former mining area into an innovation hub but is also closely located to one of Europe’s major seafood consumption markets.

“The facility will serve as a largescale proof of concept, showcasing the expertise developed by both companies over the past few years,” enthuses Olsen.

“THE OVERALL GOAL IS THAT RAS PRODUCED BY BILLUND WILL BECOME SYNONYMOUS WITH SUSTAINABLE FISH FARMING”

– BJARNE HALD OLSEN, CHIEF SALES OFFICER, BILLUND AQUACULTURE

With around eight million tonnes of shrimp consumed worldwide each year, the mission of the two companies is to provide shrimp lovers with a sustainable, clean, healthy, and delicious product at a wholesale price so shrimp will no longer be a guilty pleasure.

EXPANDING LAND-BASED AQUACULTURE WORLDWIDE

With nearly four decades worth of experience in leading a diverse range

of international initiatives, Billund leaves its unique stamp on each project, characterised by its pursuit of perfection and determination to be the best.

“Our strength is largely built around substantial goodwill in the industry. We have a large and well-documented reference list that highlights decades of experience in the planning, installation, operation, and service of intensive RAS,” confides Olsen.

Senja 1 & 2, SalMar, Norway

The injection moulded biofilter media, RK BioElements, from Dania Plast A/S is a unique designed biomedia which can be used for both nitrification and denitrification in fixed-bed filters and moving-bed filters.

THE OBVIOUS CHOICE WHEN IT COMES TO BIOFILTER MEDIA

Dania Plast A/S Fabriksvej 10, DK-7800 Skive

+45 7027 4055

dania@dania.dk www.dania.dk

Pipe systems in plastic

Plast-Line A/S was founded in 1993. We have more than 30 years of experience selling plastic piping systems, valves and fittings for the aquaculture industry. We stock a wide range of quality products from some of the leading European manufacturers. Our office, production and warehouse is located in Middelfart, central Denmark. We are a serious and reliable partner, where the customer’s wishes and needs are our first priority.

Special production of valve-technology

Our newly established department continuously develops new products and production methods. In Middelfart we have 3000m² modern production facilities. We have invested in larger machinery and are continuously developing our production facilities with new technologies. This helps ensure high quality and flexibility so that the customer has security for fast delivery of quality products.

In-house test centre - Prevents costly mistakes

In our 300m² large test area we carry out pressure and vacuum tests to guarantee the operational reliability of the valve. All valves are tested in specially designed machines, with individual test procedures. Valves which are designed for pressurised piping systems will all be operationally tested before dispatch.

This is demonstrated through the myriad projects that Billund has embarked upon over recent years, including Whale Point, SalMar Senja 1 and 2, and Los Arrayanes.

Whale Point, a smolt nursery located in Tasmania, was constructed in 2019 and combines different cutting-edge technologies and innovations to create the largest tanks and longest pipeline the company has ever designed for a smolt system.

The design, construction, and implementation of this state-of-theart RAS facility allowed Billund to push the limits of modern aquaculture technology, ultimately resulting in larger, healthier fish.

SalMar Senja 1 and 2, meanwhile, were designed to supply smolt to the company’s sea sites in northern Norway. The two projects were constructed in 2017 and 2023,

respectively, and include two RAS units with a combined capacity of approximately 29 million Atlantic salmon smolt of approximately 120 grams per year.

Los Arrayanes is particularly noteworthy, as it was the first postsmolt salmon land-based RAS project to be built in Chile. Completed in 2022, the farm is designed to rear Atlantic salmon from fingerlings to post-smolt, with three independent RAS units – winter, summer, and post-smolt – which all operate with different levels of salinity.

All of these endeavours showcase Billund’s vision to be a company that is capable of committing to large projects and supporting the development of innovative solutions that transform the future of aquaculture.

With a promise to be more than

just a supplier, Billund pledges to be a true project partner, offering advice during implementation, service, and operation, ultimately positioning itself as a pillar in the fish farming industry for decades to come.

“Our global market-leading position is retained by innovation and the newest technologies. Our established know-how, together with a local presence in significant fish-producing countries and long-lasting customer relations, provides a great foundation for long-term growth and continuous innovation,” concludes Olsen.

Tel: +45 2240 6720

bjol@billundaquaculture.com

www.billundaquaculture.com

Los Arrayanes, Salmones Austral, Chile

A STAR IS PRAWN

We delve into the depths of sustainable Arctic prawn fishing and production with Christian Bue Nordahl, CEO of catch-to-consumer seafood supplier, Stella Polaris Norway

Writer: Rachel Carr | Project Manager: Poppi Burke

Within the Arctic Circle, close to the Barents Sea and the archipelago of Svalbard, lies the charming fishing village of Kårvikhamn in the Troms region of Norway, sitting at 70 degrees north of the Earth’s equatorial plane.

This is the region where the Northern Lights can often be seen, and cold-water prawns, such as Pandalus

borealis, are abundant. Stella Polaris Norway, one of the world’s leading producers of these small crustaceans, is headquartered here along with its production facilities.

The company’s name, Latin for “polar star”, refers to the shining celestial body that is always visible in clear night skies and has been a crucial guide for arctic navigation for thousands of years.

Founded in 1968, Stella Polaris Norway originated as a traditional fish landing; today, it supplies cooked, peeled, and frozen prawns to consumers, restaurants, and industrial customers in over 24 markets worldwide.

“In the mid-1980s, we began producing prawns and have since dedicated all our expertise to this delicacy. We also managed to

maintain local ownership, which provided us with a long-term development perspective,” opens Christian Bue Nordahl, CEO of Stella Polaris Norway.

Located in the seafood-rich Senja area of Troms, the company’s factory is in operation for 11 months of the year and employs around 80 staff members.

“Our peeling facility is 100 percent

EME OUTLOOK: ARE THERE ANY MARKET TRENDS THAT STELLA POLARIS NORWAY IS CURRENTLY FOLLOWING?

Christian Bue Nordahl, CEO: “Consumers are seeking natural, clean proteins and are increasingly concerned with the production process and its origins. Our product is wild-caught and produced by professionals in a safe, controlled environment. All of this takes place within the Arctic landscape of Norway.

“People are increasingly concerned about the social impact of production. Our plant is a vital part of the local community, and we take great care of our employees and the village. We are proud to have contributed to the development of schools and kindergartens in the area.”

automated, which gives us the capacity to produce 6,000 cooked and peeled prawns per year. We also have our own water supply from the mountains above the Kårvikhamn,” he continues.

Undoubtedly, Stella Polaris Norway possesses the qualities to be a star in its own right, both as a local cornerstone and world-leading producer of cold-water prawns.

PHOTOGRAPHY: MARIUS FISKUM –WWW.MARIUSFISKUM.NO

PHOTOGRAPHY: MARIUS FISKUM – WWW.MARIUSFISKUM.NO

PHOTOGRAPHY: MARIUS FISKUM – WWW.MARIUSFISKUM.NO

WELLNESS IN SHELLS

Traditionally, the prawn industry only profited from the meat, while the outer shells, which can account for up to 40 percent of the weight, were discarded.

In 2008, Stella Polaris Norway learned that researchers at Nofima, a leading research institute in Norway, had discovered that the bioactive marine peptides from prawn shells could lower blood pressure.

“Our sister company, Marealis, was founded to leverage this discovery, and consequently, we have collaborated to develop an innovative product.

“As prawn producers, we have an economic and moral obligation to create value from the entire prawn, including the shells. Indeed, we have been developing high-value products from the section which we would usually dispose of,” Nordahl opines.

The most advanced of these natural products is PRECARDIX, a marine biopeptide that helps maintain normal blood pressure. It is clinically approved to be 90 percent effective, comparable to medication.

“The production process is patented, and so far, we have launched in North America. Marealis is now a certified B Corporation and is proud to be a part of people using business as a force for good,” he elaborates.

By utilising the entire prawn, Stella Polaris Norway enhances sustainability and contributes to circular economy practices. In terms of R&D, the team at Marealis continuously explores new applications for these compounds.

“The reason we focus on creating value from the whole prawn is that our commitment extends beyond profit. We aim to reduce waste, create health-enhancing products, and lead innovation by pushing boundaries,” Nordahl prides.

To further increase its sustainability, Stella Polaris Norway’s stock is from the Barents Sea, which is certified by Mark Selective Fisheries (MSF).

Due to heavy regulation, prawn fisheries in the Barents Sea require a separation grid mounted on their gear. This ensures small fish and juveniles are not included in the catch bag or cod-end.

THE CHANGING TIDE

The fishing industry has undergone significant technological changes over the years. Subsequently, the team at Stella Polaris Norway has embraced innovation to enhance the production process and guarantee the highest quality prawns for its customers.

HEALTHY AND TASTY

Prawns are a low-fat, proteinrich food that contain essential nutrients such as vitamins B, D, E, and B12. They are considered one of the healthiest foods in the world.

Crustaceans are a great source of amino acids, providing all nine essentials for the body’s optimal functioning. In addition, they contain fewer calories compared to chicken and beef while delivering the same amount of protein as red meat or poultry.

The generous amount of selenium found in prawns also improves bone strength and durability. Selenium is a powerful antioxidant that strengthens teeth, hair, and nails while fighting free radicals in the body. It also contains high levels of omega-3 fatty acids, which contribute to a healthy cardiovascular system.

PHOTOGRAPHY: MARIUS FISKUM – WWW.MARIUSFISKUM.NO

“OUR TEAM IS PASSIONATE ABOUT PROVIDING PRODUCTS AND DELIVERY SOLUTIONS THAT MEET THE NEEDS AND PREFERENCES OF OUR CUSTOMERS. WE ALWAYS HAVE QUALITY AND ADAPTABILITY TO THE MARKET IN MIND”

– CHRISTIAN BUE NORDAHL, CEO, STELLA POLARIS NORWAY

“Our prawn plant is highly automated, and we are proud to say that it is one of the most advanced in the world. We undergo regular annual inspections to ensure our food production standards are of the highest quality. In fact, we were the first prawn factory to receive certification for our food safety practices.

“Additionally, we are committed to ethical trade and social responsibility, and as a member of the Sedex Members Ethical Trade Audit (SMETA), we take this responsibility seriously,” details Nordahl.

Indeed, Stella Polaris Norway

combines cutting-edge technology with a dedicated workforce to deliver premium-quality prawns while maintaining sustainability and food safety.

Traceability from catch to consumer is prioritised by Stella Polaris Norway, whose Pandalus borealis prawns are mainly sourced from the unexploited and extremely well-managed Barents Sea stock.

“We only use newer, fuel-efficient modern vessels. After the prawns are caught and hauled onboard the fishing boats, they are immediately frozen to retain their natural high quality,” Nordahl informs us.

The Stella Polaris Norway production facility in Kårvikhamn receives most of the raw materials directly. The facility has a streamlined process that includes the thawing, cooking, peeling, and cleaning of the prawns.

Each package is labelled for complete traceability, providing

details about the fishing vessel used and the production time.

Throughout the entire process, the production team at Stella Polaris Norway puts in a significant amount of effort.

“Our most valuable resource is our employees. We strive to create year-round jobs and maintain high job satisfaction. Their expertise spans from production to sales and logistics, contributing to our success,” notes Nordahl.

The sales team at Stella Polaris Norway, meanwhile, consistently monitors market trends and communicates with customers using advanced technology and extensive experience.

“Our team is passionate about providing products and delivery solutions that meet the needs and preferences of our customers. We always have quality and adaptability to the market in mind,” Nordahl assures.

Production facility at Kårvikhamn

FISHING INTO THE FUTURE

As a forward-thinking company, Stella Polaris Norway constantly focuses on being involved in industry developments, from fishing vessels to onshore production, sales, and logistics.

“We strive to be innovative and focused so that we can provide the best prawns throughout the year. Our main concerns are sustainability and food safety, and we are delighted to have been certified as a sustainable fishery by the Marine Stewardship Council (MSC), the British Retail Consortium (BRC) with an AA+ rating, and KRAV,” Nordahl enthuses.

Furthermore, Stella Polaris Norway also has a dedicated logistics department, operating alongside the sales team in Kystens Hus, Tromsø, to provide tailored solutions for customers.

“Logistics is important to us; we are flexible and have different solutions in some of the most crucial

We specialise in the development and production of bespoke blends tailored specifically for the seafood industry.

Our products are readily available from our warehouse, or alternatively, our specialists can tailor them to meet our customers’ specific requirements. We place great emphasis on creating the right solutions that are not only of the highest quality but also ensure the optimal use of raw materials. Our bespoke solutions can include phosphates, proteins, antioxidants, and adhesives tailored for fish production. Should it be required, our formulations can also be provided phosphate-free.

Address: Katla matvælaiðja ehf Klettháls 3, 110 Reykjavík

Website: katla.is | Sigmar Rafnsson: fiskur@katla.is

markets to serve them in the best way possible. To do this, we try to use transportation by sea as much as we can. For instance, our whole UK operation is served by reefers picking up goods portside at our factory and shipping them directly to UK ports,” he outlines.

Looking to the future, the company’s vision includes a zeroemission operation at its factory and increased value for both the classic natural food product and biotech derivatives from prawn shells.

“In cooperation with Lerøy VAP Group, we recently launched modified atmosphere packaging (MAP) for fresh-cooked and peeled prawns in the Norwegian retail market – the response has been fantastic!”

In preparation for the future, Stella Polaris Norway is preparing to expand its factory. With work already progressing, the plan is to have the new facility ready by late 2025 or the beginning of 2026.

“We will increase production and prepare for new products derived from the prawns. We will also go 100 percent electric and reduce our total energy consumption,” Nordahl concludes.

Undeniably, Stella Polaris Norway is set to continue to radiate success as an innovative and environmentally conscious company.

Tel:

+47 77 60 18 88

post@stellapolaris.no

www.stellapolaris.no

Kårvikhamn

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Building on the global success of our regional titles – EME Outlook, Africa Outlook, APAC Outlook, and North America Outlook – Outlook Publishing is proud to introduce a platform dedicated to the supply chain sector.

As supply chain organisations worldwide confront unprecedented change, embracing technological innovations and incorporating critical environmental sustainability agendas, now more than ever is the time to showcase the strides being taken in this dynamic sector.

A multi-channel brand, Supply Chain Outlook brings you the positive developments driven by organisations across the global supply chain industry through its various platforms. Discover exclusive content distributed through its website, online magazine, social media channels, and dispatches delivered straight to your inbox with a bi-weekly newsletter.

Through this compelling new venture, we foreground the movers and shakers of the industry. To participate as a featured company and join us in this exciting endeavour, contact one of our Project Managers today.

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MARITIME MASTERCLASS

With a presence at all major ports across Saudi Arabia, and backed by over a quarter of a century of professional experience, Sedres Group provides the local expertise and insight required to achieve smooth clearances, hassle-free cargo operations, crew services, supplies, and the quick dispatch of vessels. We find out more with Fahad Al Daihani, CEO of Sedres Group, and Adil

Zobair, Vice President of Sedres Maritime

Writer: Ed Budds | Project Manager: Connell Privett

The allure of the sea captivated me from a young age thanks to the thriving maritime industry in Jubail, Saudi Arabia. Witnessing such prosperous marine trade ignited my passion for logistics.”

The opening words of Fahad Al Daihani, CEO of Sedres Group (Sedres), reflect the flourishing nature of the Middle Eastern maritime sector as a market that is increasingly dynamic and continues to embrace emerging trends across sustainability and digitalisation.

“There’s a strong push for sustainability, with alternative fuels and port innovations gaining traction. It’s a demanding space, but for those who thrive on problem-solving and shaping the future, it’s incredibly exciting,” he enthuses.

With a degree in marketing, Fahad joined the company in 2016 to gain hands-on experience in operations and supply chain management. Now, as CEO, he drives innovation and growth, leveraging his exposure and expertise to lead the company towards success while always upholding values of excellence.

For the past two decades, Adil Zobair, Vice President of Sedres Maritime, has steered a successful course in the industry, his expertise further bolstered by a degree in supply chain management. Having joined the company five years ago, his leadership and keen understanding of logistics have been instrumental in propelling the company’s growth.

BECOMING AN INDUSTRY GIANT

Today, Sedres stands proudly at the forefront of the maritime and logistics industry, offering a comprehensive suite of services tailored to meet the diverse needs of its vast swathe of clients.

As a ship agency service provider, the company’s aim is to streamline operations for vessel owners,

EME OUTLOOK: HOW DO YOU CREATE A CULTURE OF TRUST AND CELEBRATE ACHIEVEMENTS?

Adil Zobair, Vice President: “We understand that empowering our team is paramount. We create a culture of trust by delegating tasks with clear goals and providing the resources to succeed.

“We celebrate achievements – big or small – through recognition programmes and personalised feedback. It’s about fostering a sense of ownership and ensuring each employee feels valued for the unique contribution they bring.

“Our greatest asset is our team. Their dedication and expertise are what truly set us apart. We foster a collaborative and inclusive environment where every voice is heard, because together, we can achieve anything.

“With integrity and a goal-oriented approach, we empower our employees to provide solutions and deliver superior services through collaborative efforts, while creating value for our clients as well as for the organisation. Additionally, in order to maintain the highest standards and remain ahead of the curve, innovation remains part of our strategy.”

shippers, and charterers conducting business in Saudi Arabia.

From vessel agency, freight forwarding, customs clearance, chemicals trading, and marine stores, to managing the full supply chain spectrum and port operations, the multifaceted business provides end-to-end solutions that prioritise efficiency, reliability, and cost-effectiveness.

Headquartered in Jubail, Saudi Arabia, Sedres’ strategic presence extends across the Middle East region with offices in Jeddah, Riyadh, Dammam, Ras Tanura, Khafji, Bahrain, and the United Arab Emirates (UAE).

“Driven by a passion for efficiently serving our global clientele, we continuously expand our network of offices and business partners,” explains Fahad.

Established in 1993, Sedres has grown exponentially from a company catering to limited services to now being capable of providing complete marine and total logistics solutions for its range of esteemed clients.

“Our comprehensive array of services cover shipping agency, crew change, land transportation, customs clearance, ship handling, construction, and many more through joint venture (JV) partners, with the ability to provide bespoke services to suit individual client requirements,” he continues.

Now backed by over 30 years of profound industry experience, Sedres has developed an enviable industry reputation for reliable solutions, prompt responses, and timely delivery.

With an esteemed clientele spanning various sectors including oil and gas, shipping, and trading, this expanded customer diversity reflects Sedres’ ability to adapt and deliver tailored solutions to meet the unique demands of each industry.

Additionally, with a strong commitment to client satisfaction, Sedres has built a reputation as a

trusted partner in navigating the complexities of international trade and transportation.

The company’s ongoing success is driven by its dedicated team of over 500 professionals who are passionate about delivering excellence in every aspect of operations. With their expertise and unwavering dedication, Sedres’ team continuously strives to exceed expectations and set new industry standards.

STRATEGIC INNOVATION

Sedres navigates the ever-changing seas of the logistics industry by prioritising innovation and client satisfaction.

“We’re not content with simply following the current – we actively seek out emerging trends and translate them into cutting-edge solutions. We listen intently to our diverse clientele, understand their specific needs, and craft customised approaches,” Adil elaborates.

This ensures that every client, from long-established giants to nimble start-ups, receives the personalised service that keeps their businesses moving forward, reinforcing Sedres’ position as a trusted partner in maritime and logistics solutions.

At present, Sedres is incredibly excited about its upcoming Ras Al

Khair advanced ship support facility project, slated to be operational within the next 24 months.

This state-of-the-art facility will be strategically located to serve Aramco’s growing offshore activities and maritime traffic in the Arabian Gulf.

“The Ras Al Khair advanced ship support facility will offer a comprehensive suite of services, including essential supplies for dayto-day operations, as well as a fully equipped repair yard for maintenance and even emergency repairs. We will leverage the latest technologies to ensure efficient turnaround times, minimising downtime for our customers,” he excites.

Unlocking opportunities in Saudi Arabia’s fresh produce sector

Against the backdrop of increased global food security concerns and a demand for fresh produce, we look at how Global Star Group is leveraging its expertise in sourcing, warehousing and distribution, in order to bridge the gap between global supply and the needs of the Kingdom of Saudi Arabia.

As arguably one of the most in-demand and all-encompassing sectors in the world, the fresh food and produce sector requires deep industry knowledge, a strong business presence, and a robust organisational structure.

Possessing all these attributes and more, since its founding in 2009, Global Star (GS) Group has evolved from its inception as a trading and distribution organisation to a comprehensive solution provider, spanning cold storage &

logistics, transportation, farming & harvesting, and international trade. More recently, 2022 saw the launch of GS Group’s own fresh fruit and vegetable brand, Delizia.

GLOBAL STAR GROUP AT A GLANCE

• 4 global offices (KSA, UAE, Bahrain & India)

• 220+ employees

• Yearly trade of 86,000 metric tonnes of fruits and vegetables; 19 countries of provenience

• 100+ vehicles in the transportation fleet

• 18,000 pallets storage capacity across 8 locations & 17,000 pallets storage capacity upcoming

Comprising 6 business divisions, GS Group has developed over the years a 360° ecosystem that positions the organisation as a trusted industry partner:

• Global Star Trading & Distribution

• Global Star Cold Storage and Logistics

• Global Star Transportation

• Global Star Farming & Harvesting

• Global Star International Trade

• Delizia

With each division specializing in its own unique area of expertise, while complementing one another, GS Group aims to ensure a seamless, efficient and uninterrupted flow of fresh produce.

A CLOSER LOOK AT THE RECENT EXPANSION OF GLOBAL STAR COLD STORAGE & LOGISTICS

As a key division of GS Group, Global Star Cold Storage & Logistics focuses on providing end-toend solutions to local and international partners, ensuring the freshness and safety of produce throughout the supply chain.

The division currently operates 8 cold storage spaces across multiple locations in the Kingdom of Saudi Arabia (KSA) with a total capacity of 18,000 pallets, and 3 new spaces with 17,000 pallets are ready to start operating, increasing the total storage capacity to 35,000 pallets. The cold storage spaces are strategically spread across the Kingdom, connecting key points of interest from Riyadh and Dammam to Jeddah, Madinah and Al Ahsa. Undoubtedly, this places the division at the forefront of the industry, equipped to meet the increasing needs of both the local market and global partners seeking to establish a presence in KSA.

Together with its wide network of partners, Global Star Cold Storage & Logistics also offers secondparty (2PL), third-party (3PL), and fourth-party (4PL) logistics services. Selected according to shared values, a high standard of expertise, and a commitment to excellence, the division’s business partnerships have been established with the goal of driving a positive impact on the industry in Saudi Arabia.

The major business partners include DSV (formerly Agility), Arla Foods (formerly Dania Foods), BRF Foods, Saudi Radwa Chicken, Lulu Hypermarket, Sharbatly, and AFCO Food & Beverage.

A key part of the division’s operations is its commitment to innovative and responsible practices, which include the use of technology

to improve supply chain efficiency, energy-efficient lighting and cooling systems, just to name a few.

Through its exceptional operational performance, Global Star Cold Storage & Logistics strive to minimise waste and reduce its carbon footprint, while playing an active role in achieving regional food security.

THE RISING STAR: DELIZIA

Since its launch just a couple of years back, in 2022, Delizia has rapidly expanded both its reach and produce portfolio, the latter now consisting of a diverse range of over 15 fruits and vegetables sourced from across continents, including South America, Europe, Africa, the Middle East, and Asia. Founded from the desire to redefine the world of global fresh produce, the cornerstone of Delizia’s quick success is the division’s focus on collaborating with trusted growers, thus creating a network that is equally dedicated to excellence. These partnerships only reaffirm Delizia’s commitment to quality and superior taste, while on its ongoing quest to bring the world’s finest fruits and vegetables to consumers around the globe.

E info@globalstar-group.com

T +966 13 8088868

www.globalstar-group.com

SEDRES’ KEY STRENGTHS

• Over three decades of industry experience.

• Expert and dedicated teams in each department.

• A global network of offices and agents.

• Strong understanding of local rules and regulations.

• Ownership of a fleet of boats and equipment.

• Superior quality services and supplies.

• Time-bound deliveries.

• Transparent and timely information sharing.

• Competitive pricing for highquality products.

• After-sales support.

• Strict adherence to health, safety, security, environment, and quality (HSSEQ) standards.

• Compliance with all local and international laws, rules, and regulations.

The base will also prioritise sustainability, as the company plans to incorporate eco-friendly practices like waste management solutions and potentially explore options for on-site renewable energy generation.

“This new facility is just one of many exciting projects in our pipeline. We’re constantly exploring opportunities to expand our service offerings and geographic reach, and this commitment to innovation ensures Sedres remains at the forefront of the maritime support industry,” Fahad adds passionately.

In addition to Ras Al Khair, the business is actively looking into similar projects in other key regions as it believes these strategic outposts will not only strengthen its presence but also empower Sedres to better serve the evolving needs of its global customers.

AT THE FOREFRONT OF A REVOLUTION

Fahad believes it’s an exciting time to be at the helm, navigating growth and shaping the future of maritime logistics in Saudi Arabia.

“Our future charters a selection of clear goals, and we are exploring strategic expansion into new ports within the region, while keeping a keen eye on potential diversification opportunities in the burgeoning energy sector,” he affirms.

Moreover, there is plenty of scope for exciting new technology in the maritime industry, as many companies are now exploring underwater drones for inspection and repair purposes which promise to revolutionise vessel maintenance.

Innovations such as this hold

immense potential to reduce costs and emissions, as well as improve safety for Sedres’ crew and the environment.

“We are expanding and will continue to do so by extending our activities into new fields and geographies, both by adding new partners to our business and by improving upon our own service models to maintain our leadership as an end-to-end supply chain solutions provider in Saudi Arabia and beyond.

artificial intelligence (AI) for optimised routes and maintenance, along with the potential of clean energy sources like hydrogen, promise a greener, more efficient future,” Fahad concludes enthusiastically.

“Overall, I feel thrilled about the future of shipping! Advancements in Tel:

Fuelled by an unwavering commitment to effectively serve our global clientele, we consistently expand our network of owned offices and business partners. This dedication allows us to provide seamless and reliable services across international boundries

DRIVEN TO BE GREAT

Leading European companies continue to choose Kreiss as a reliable partner for road transport and

GREAT

In the dynamic landscape of the European road transport industry, the aftermath of the COVID-19

proven a formidable task, with prices for these vehicles skyrocketing.

Despite these hurdles, Kreiss has navigated through industry turbulence by building resilience and implementing innovative solutions.

Now established as a reliable logistics partner, Kreiss is a major company in Latvia and a noticeable

we tackled the driver shortage by developing new partnerships abroad in Central Asia and India to attract new talents and workers. Meanwhile, in the face of rising equipment costs, we adopted long-term partnerships with our traditional dealerships such as Volvo, Mercedes-Benz, and Ford Trucks to ensure a streamlined supply chain,” introduces Joffrey Thelliez, Head of Business Development at

Looking ahead, the industry is witnessing a shift towards eco-friendly solutions, including the adoption of hydrotreated vegetable oil (HVO) fuel, a combination of rail-road transportation, and a focus on eco-driving.

“Our company is at the forefront of actively teaching and monitoring this trend for all drivers working at Kreiss. Additionally, they receive individual reports and coaching sessions based on their driving style and consumption,” Thelliez explains.

This initiative is a positive development for the environmental

impacts associated with the company and simultaneously cuts fuel costs across the business.

Elsewhere, Kreiss is involved with testing a new electrical truck model, but challenges remain due to the lack of charging infrastructure and time needed to fully recharge batteries, so at present, Kreiss offers HVO to all customers who rent its trucks.

“While challenges persist, I see them as opportunities. Every crisis seems overwhelming in the beginning, but it systematically opens new areas for growth and improvement. This is what is exciting about transport; it always needs to go faster and better,” he enthuses.

“OUR MULTINATIONAL PRESENCE INCLUDES DAUGHTER COMPANIES IN THE UK, GERMANY, AND POLAND, DEMONSTRATING OUR COMMITMENT TO PROVIDING SEAMLESS TRANSPORT SOLUTIONS ON A GLOBAL SCALE”

– JOFFREY THELLIEZ, HEAD OF BUSINESS DEVELOPMENT, KREISS

ESTABLISHING INDUSTRY PROMINENCE

Today, Kreiss stands as a prominent leader in the full truckload (FTL) industry, boasting a robust fleet of owned assets with 1,500 freight trucks strategically dispersed across Europe.

“Our multinational presence includes daughter companies in the UK, Germany, and Poland, demonstrating our commitment to providing seamless transport solutions on a global scale,” Thelliez excites.

Celebrating its 30th anniversary this year, Kreiss was founded in 1994 by Andrejs Kuzņecovs, with Sergejs Zaļizko later joining in 2000. Both continue to lead the company with

unwavering dedication. Now with over 2,700 employees, the entire business takes pride in its extensive expertise and the trust built over three decades of hard work.

“At the heart of our operations is our specialisation in FTL transport, catering to a diverse range of industries such as fresh and frozen food, pharmaceuticals, textiles, electronics, e-commerce, plants, and manufactured goods,” he sets out.

Moreover, Kreiss’ commitment to excellence is demonstrated through its partnerships with a multitude of high-profile clients, showcasing its versatility and reliability in meeting the unique needs of each industry.

“As we reflect on our journey, we find strength in our achievements, such as our turnover in 2023 which exceeded €310 million for the second time in a row in our history. We also look forward to continued growth and innovation in the dynamic world of road transport.”

TRANSPORT SPECIALISTS

For Kreiss, several crucial factors set the company apart from the competition in the road transport industry.

“Our extensive geographic coverage spans Europe, Central Asia, and China, providing our clients with unparalleled reach and

connectivity. For example, we can send cargo from China to Europe with e-commerce customers in two weeks. This underlines our commitment to delivering exceptional service across borders,” Thelliez divulges.

Elsewhere, what truly distinguishes the company is its holistic approach to the value chain. In this way, Kreiss controls every aspect, from recruitment and training to fleet management and maintenance.

The Kreiss fleet comprises brand new trucks, approximately 25 percent of which accommodate dual drivers for express delivery, ensuring timely and efficient service. This allows the company’s operations to run 24/7, with a dedicated night shift and multilingual capabilities to enhance customer communication and satisfaction.

Moreover, the company’s resolute commitment to security is most evident at its secure base in Calais, France, which strategically prevents any issues related to stowaways or theft. Kreiss holds certifications such as ISO 45001, ISO 9001, and ISO 14001, which further reinforce its steadfast dedication to both quality and compliance.

“This integrated approach not only sets us apart, but directly translates to benefits for our customers. Our hands-on control of the entire process ensures reliability, efficiency, and peace of mind for those who entrust us with their transportation needs,” he voices.

EXPANSION AND ENVIRONMENTAL STEWARDSHIP

A major priority for Kreiss is the

EME OUTLOOK: HOW DO YOU EMPOWER YOUR STAFF AND RECOGNISE THE CONTRIBUTIONS THAT THEY MAKE?

Joffrey Thelliez, Head of Business Development: “At Kreiss, our ‘people to people’ approach is not just a slogan; it’s a fundamental philosophy that shapes our organisational culture. We firmly believe that our people are the backbone of the Kreiss brand and history. Operating on democratic principles, we extend equal opportunities to all employees, investing time and effort to ensure that each team member integrates seamlessly with customer expectations.

“Our commitment to open and transparent communication is evident in our daily practices. We foster a culture where team members are encouraged to share their ideas, concerns, and feedback. This commitment is reflected in our daily team meetings, as well as regular cross-department meetings aimed at addressing operational challenges and generating innovative ideas to enhance our services and facilitate further expansion.

“Employee empowerment goes beyond communication; it’s about recognising and celebrating their contributions. We have implemented employee recognition programmes and events that spotlight outstanding efforts and achievements. Additionally, we are dedicated to the professional growth of our staff, offering training programmes, skills development opportunities, and

“Currently, our German subsidiary, Rideo GmbH, has proudly registered two LNG trucks with further plans to replace up to 50 diesel trucks. This transition is made possible by Germany’s extensive network of LNG stations, promising a substantial reduction in CO2 emissions,” he expands.

As a result, with the right setup, LNG will prove to be a more costeffective alternative to traditional diesel trucks.

Simultaneously, Kreiss is actively testing electric truck capabilities

“WHILE CHALLENGES PERSIST, I SEE THEM AS OPPORTUNITIES. EVERY CRISIS SEEMS OVERWHELMING IN THE BEGINNING, BUT IT SYSTEMATICALLY OPENS NEW AREAS FOR GROWTH AND IMPROVEMENT”

– JOFFREY THELLIEZ, HEAD OF BUSINESS DEVELOPMENT, KREISS

sustainable alternatives and staying at the forefront of technological advancements.

Geographically, Kreiss’ expansion continues in the UK, Germany, Poland, and soon in Spain.

“Our strategic entry into the Spanish market includes the establishment of a carrier company and the addition of extra sales personnel. We are currently exploring the possibility of deploying drivers and trucks in the country for both domestic and international transports.”

This exciting expansion is not just about reaching new territories; it’s a strategic move to better serve the company’s clients and adapt to the unique demands of each market.

THE ROAD TO FUTURE SUCCESS

As Kreiss approaches its 30-year anniversary, it’s not just a proud milestone, but a testament to the vision and dedication of its founders, who embarked on a journey in 1994

and continue to lead the company today.

Their ongoing commitment has propelled Kreiss to almost three successful decades of growth and the establishment of numerous mutually beneficial partnerships with its valued customers.

“This anniversary is more than just a celebration. It’s a moment of glory and acknowledgment for the entire Kreiss family, including our employees, clients, and partners, who have contributed to our shared success. As we reflect on our journey, we take pride in the strides we’ve made and the positive impact we’ve had on the road transport industry,” Thelliez acclaims.

“Looking ahead, the prospect of entering our fourth decade fills us with excitement and optimism. Despite our successful history, Kreiss is not resting on its laurels. Instead, we are actively expanding our horizons,” he concludes.

Kreiss’ commitment to innovation, excellence, and adaptability positions it to embrace the challenges and opportunities that lie ahead, and the company remains confident that its next chapter will be marked by continued growth, strengthened partnerships, and a bright future.

Tel: +3716 740 9300

info@kreiss.lv

www.kreiss.lv

SEAMLESS, STREAMLINED, AND SUSTAINABLE SUCCESS

AThe family-owned Weerts Group enjoys uniquely inherent advantages. Didier Weerts, CEO of Weerts Supply Chain, and Christophe Weerts, Vice President of Business Development at Weerts Logistics Parks, discuss their divisions’ agility, flexibility, accessibility, and continual investment in the future

Writer: Rachel Carr | Project Manager: Ryan Gray

djacent to the River Meuse in Belgium is the city of Liège, the economic capital of the Wallonia region and the headquarters of Weerts Supply Chain (WSC). One of four different yet complementary business fields of the family-owned Weerts Group, WSC is included in the company’s portfolio alongside motorsport, logistics real estate, and energy.

As the successor of Transports Weerts & Fils, founded in 1918, WSC grew into one of Belgium’s leading national road transport companies over four generations. In 1989, the company diversified its services by adding contract logistics and began to gain experience in the construction of logistics real estate, which eventually became its focus.

Since then, Weerts Group has

Christophe Weerts, Vice President of Business Development, Weerts Logistics Parks

been successful in expanding its divisions, with the addition of Weerts Energy in 2022. This new venture has implemented a comprehensive energy strategy across the group’s entire portfolio, specialising in financing and customised renewable solutions for its properties, actively contributing to the net zero transition.

Currently, Weerts Group – more specifically Weerts Logistics Parks

(WLP) - operates in multiple European countries, including the Netherlands, Luxembourg, Germany, France, the UK, Italy, Hungary, Romania, and Belgium. The company is divided into four robust units, each with a different focus, yet they all share the same values of innovation, sustainability, and excellence.

“Road transport was the origin of the business, which commenced

Didier Weerts, CEO, Weerts Supply Chain

“WLP PRIDES ITSELF ON EXERCISING ITS RESPONSIBILITIES CONCERNING SOCIAL STEWARDSHIP AND ENVIRONMENTAL IMPACT BY OPERATING IN THE MOST SUSTAINABLE WAYS POSSIBLE”

– CHRISTOPHE WEERTS, VICE PRESIDENT OF BUSINESS DEVELOPMENT, WEERTS LOGISTICS PARKS

REDEFINING EUROPEAN LOGISTICS

WLP, which forms an essential component of Weerts Group, is committed to developing cuttingedge logistics parks that cater to the specific requirements of third-party vendors and end-users.

These facilities display strategic location choices, an unflinching focus on sustainability, and superior operational efficiency.

modestly after the First World War. The road transport division grew into one of Belgium’s leading companies in that sector until it was sold in 2008. Following that, Weerts Group continued to develop its logistics expertise, with a strong emphasis on technological innovation and an endto-end approach,” introduces Didier

Weerts, CEO of WSC.

Focusing on food, consumer products, household appliances, electronics, and industrial logistics, WSC illustrates its scope with a presence in seven locations, over 350 full-time employees, and a total footprint of approximately 250,000 square metres (sqm).

“Our local partnerships in the countries we operate in are crucial to our success; they combine global innovation with regional expertise to ensure that solutions are tailored to each market’s unique requirements,” opens Christophe Weerts, Vice President of Business Development at WLP.

WLP has set out a clear roadmap of strategic site selection, an ongoing commitment to sustainability, and a pioneering approach to technological innovation.

“Short decision lines are one of WLP’s major strengths, and the company’s quick action is a testament to this. It continues to remain one of our top priorities and aligns with one of our core values – simplicity,” Christophe expands.

In addition, WLP is dedicated to delivering exceptional services to its customers, both during the construction phase and after the buildings are completed. The company maintains strong relationships with its tenants, seeking to understand their requirements and being their primary point of contact

to ensure continued partnerships and support.

Like the other divisions within Weerts Group, WLP is committed to sustainability and plans to install 274,000 solar panels and four wind turbines by the end of 2025, with a further two to follow by the end of 2027.

Furthermore, WLP buildings are equipped with first-class insulation, LED lighting, and intelligent sensors to reduce energy waste. WLP has pledged to undertake BREEAM certification for all future logistics real estate developments.

“WLP prides itself on exercising its responsibilities concerning social stewardship and environmental impact by operating in the most sustainable ways possible.

WLP’S PRIME PROJECTS

ITALY’S LOGISTICS INNOVATIONS

• Bari Modugno is an access point to Southern Italy, offering 49,932 sqm of logistics solutions and demonstrating how operational areas can thrive sustainably.

• Fidenza is an important 50,000 sqm hub that fuses environmental awareness and logistical efficiency.

• Venice Park links Northern Italy with the Adriatic Sea and features multimodal capabilities. It boasts LEED Platinum certification, embodying the pinnacle of green logistics.

BELGIUM’S MULTIMODAL HUBS

• Garocentre has an area of 59,312 sqm and is a beacon of multimodal logistics capacity. The site’s strategic location is enhanced by its proximity to the Inland Water Terminal, which provides direct sea links to Antwerp and Zeebrugge. A nearby railway line extends its logistical reach.

• Cargo City West has a footprint of 170,000 sqm and, in collaboration with Liège Airport, will act as a central hub for multimodal shipments, including rail freight arriving directly behind the airport.

FRANCE’S GATEWAY TO EUROPE

• Dunkirk is a significant new facility for WLP, marking the start of a series of ambitious projects and a strategic step into the French market. Construction is due to begin in Q2 of 2024, and it has been designed with sustainability in mind.

“Our aim is to create logistics parks that establish a new benchmark in the industry and incorporate sustainability and efficiency in all aspects of our operations. By capitalising on our strengths, WLP is not only preparing for the future but actively shaping it, ensuring that our legacy continues to redefine the logistics real estate sector in Europe,” declares Christophe.

HARMONIOUS DIVISIONS

Striving for excellence in everything it does, Weerts Group is united by a strategic thread that connects its business units and creates a network of synergistic opportunities and overlaps.

“Although each of the four divisions operates with its own expertise and market focus, they all contribute to a collective strength that is greater than the sum of its parts,” Didier observes.

For example, WSC and its distribution networks support the racing division’s need for the precise and timely transport of equipment

“AT WSC, WE DON’T JUST OFFER STANDARD STORAGE SERVICES; WE GO ABOVE AND BEYOND TO PROVIDE A WIDE RANGE OF VALUE-ADDED SERVICES”

– DIDIER WEERTS, CEO, WEERTS SUPPLY CHAIN

and parts. WLP, meanwhile, demonstrates its logistics expertise by providing integrated solutions to customers and ensuring that projects are strategically located for optimal efficiency.

In parallel, WLP provides the foundation for the energy division to utilise sustainable solutions. These not only power the properties but also provide renewable energy systems for motorsport and logistics operations, further reducing Weerts Group’s environmental footprint.

“Collaboration between different departments can lead to innovation, with breakthroughs in one area driving progress in others. This creates a cycle of continuous improvement and growth, which

strengthens each individual division and opens up new opportunities in various markets. This diversified approach ensures a dynamic and sustainable future,” insights Didier.

Weerts Group aims to achieve sustainable growth while creating value across its entire portfolio for the benefit of all stakeholders, including employees, customers, shareholders, business partners, and society.

“Our most important social contribution is to generate jobs and stimulate economic activity in the regions where we operate. Our efforts to facilitate a positive working environment for our employees were recognised in 2020 with the Logistics Employer of the Year award,” Didier prides.

About stow Group

International expertise for safe and reliable racking and storage systems

stow Group is one of the world leading suppliers of racking and automated storage solutions. The core activity is the development, manufacturing and installation of top-quality systems and solutions for warehouse operations. The company employs more than 2,000 people worldwide. In 2023, the Group generated sales of almost €1 billion. It has an extensive pan-European manufacturing presence with nine production sites and a global distribution network. stow Group has two independent brands under its roof: stow and Movu Robotics, both headquartered in Belgium.

Part of the stow Group, stow Racking has been developing, manufacturing and installing a wide range of innovative and reliable racking and storage systems for over 40 years.

Renowned for the exceptional build quality of its products, stow storage solutions are designed using the latest computer-aided design (CAD) technologies with particular attention to detail to ensure quick and easy installation while providing safe and efficient systems to meet the specific needs of each customer.

The stow Racking product range includes a comprehensive range of pallet racking, mobile racking, drivein racking, high bay racking, cantilever racking, mid-rise racking and shelving. stow also supplies single and multi-level mezzanine storage systems. Self-supporting silo racking projects are also designed.

As you would expect from a world-leading storage systems brand, every installation comes with a performance and quality guarantee, and every stow solution complies with the latest national and international regulations and standards.

With 9 fully automated production facilities around the world, sales offices throughout Europe and an extensive network of partners across the globe, stow is an international organisation. This global presence, combined with its extensive range of products and storage solutions, means that stow can undertake complex projects and provide bespoke installations for customers around the world. Get in touch! Our global team of experts would be happy to discuss your warehouse needs.

Furthermore, WSC collaborates with adapted labour companies that provide meaningful employment for around 100 people at various locations in its Belgium warehouses. Similarly, WLP cultivates a holistic approach, which demonstrates its belief that businesses can be financially successful while also having a positive impact on society.

“In addition to promoting energy efficiency, WLP’s strategy is to construct spaces that help businesses thrive while strengthening the local economy through job creation and community support,” Christophe explains.

INVESTMENTS AND DEVELOPMENTS

WSC invests in artificial intelligence (AI) and various automation initiatives, as well as smart applications for training, communication, and reporting purposes.

It also prioritises the well-being of the workforce by investing in ergonomic workstations and equipment that enables safer and more efficient warehouse operations.

WSC’S SUSTAINABILITY STRATEGIES

WSC’s specific initiatives are an integral part of Weerts Group’s wider sustainability framework and emphasise its commitment to the environment:

• Investing in replacing conventional vehicles with eco-friendly alternatives, such as electric or gas-powered trucks, to reduce the impact of and dependence on fossil fuels.

• Electric equipment and BREEAM-certified warehouses to decrease emissions and increase energy efficiency.

• Carbon footprint analysis, which will serve as the basis for further sustainability targets and initiatives.

Weerts Group recently introduced Weerts Energy, which orchestrates the company’s renewable energy strategy and oversees its implementation across the entire portfolio. At the end of 2022, all former and planned energy investments were merged into this independent division.

Weerts Energy is undertaking a major investment programme to install solar panels across WLP properties. It is also responsible for conducting feasibility studies for possible investments in onshore wind turbines at various logistics locations and the viability of various investments in batteries, including the expansion of logistics sites and the creation of independent battery parks.

Additionally, the Renewable Energy Department serves as a central hub for all energy-related matters within Weerts Group. It extends its services to third-party clients with financing solutions and customised renewable energy strategies for their properties.

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Current projects include assessing the possibility of turning forklifts into automated guided vehicles (AGVs), enlarging the use of AI in the division’s warehouses, and making administrative processes more scalable.

Additionally, WSC is developing new pricing algorithms which will allow detailed, complex, and customer-specific analyses.

“At WSC, we don’t just offer standard storage services; we go above and beyond to provide a wide range of value-added services. In the logistics industry, where competition is fierce and margins are narrow, we continuously strive for improvement. That’s why we finance engineering capacity, automation, and AI to keep up with the rapidly evolving landscape,” shares Didier.

Currently, WSC is managing more than 100 projects, from continuous improvement initiatives and automation to onboarding new

clients and operational excellence programmes. Furthermore, to advance its productivity, the division insourced its warehouse management system (WMS) supplier a few years ago.

“We have an in-house development team that writes the code for our WMS. The system is really at the heart of our activities; it steers all movements in our distribution centres,” Didier informs.

WLP heavily invests in many new warehouses, enabling WSC to grow and provide new opportunities for its customers.

“WLP has several projects in the pipeline in France, particularly near Dunkirk, Metz, Sarreguemines, and Châteauroux, to further strengthen its presence and ecological commitment in the country,” Christophe confirms.

Together, WSC and WLP have a number of strategic projects across Europe, and both divisions are committed to sustainable

construction, targeting BREEAM Excellent certification or higher for all new logistics properties.

“We continue to plant trees around our warehouses and invest in environmentally-friendly vehicles to align with our logistics and sustainability goals,” Didier concludes.

Tel: +32 4 246 86 00

info@wsc.eu

www.wsc.eu

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Building on the global success of its regional titles – Africa Outlook, EME Outlook, APAC Outlook, and North America Outlook – Outlook Publishing is proud to introduce a digital magazine and web platform dedicated to the manufacturing sector.

As manufacturing organisations worldwide confront unprecedented change, embracing technological innovations and incorporating critical environmental sustainability agendas, now more than ever is the time to showcase the strides being taken in this dynamic sector.

A multi-channel brand, Manufacturing Outlook brings you the positive developments driven by organisations across the global manufacturing industry through its various platforms. Discover exclusive content distributed through our website, online magazine, social media channels, and dispatches delivered straight to your inbox with a bi-weekly newsletter.

Through this compelling new venture, we foreground the movers and shakers of the industry. To participate as a featured company and join us in this exciting endeavour, contact one of our Project Managers today.

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PRODUCING A WINNING POSITION

INTERSECTING SPEED AND PRECISION

A division of Weerts Group, W Racing Team is fuelled by passion and persistence in its pursuit of success. As a driving force in manufacturing, Vincent Vosse, Owner and co-CEO, gives us an insight into its triumphs and production processes Writer: Rachel Carr | Project Manager: Ryan Gray

Pictured centre, left to right: Vincent Vosse, Owner and co-CEO, Kathleen Schurmanns, co-CEO, and Andreas Roos, Head of BMW M Motorsport with W Racing Team

As a magnet for motorsport fans, Wallonia in Belgium is home to W Racing Team (WRT), a division of Weerts Group that includes the production business, WRT Manufacturing.

WRT possesses and manages all the necessary infrastructure to achieve exceptional results on the racetrack globally. This encompasses everything from the

workshops and equipment used to prepare the cars, to the logistical means of transportation and hospitality to entertain guests in a highly professional manner.

However, the most important asset is the team of passionate engineers, mechanics, management, and support functions. This infrastructure is made available to WRT’s clients, which includes car manufacturers, private clients, and sponsors.

Founded in 2009, WRT is owned by entrepreneur Yves Weerts and former racing driver Vincent Vosse, who is co-CEO alongside Kathleen Schurmans. A year after its inception, the team began its racing programme, which included the FFSA GT Championship, the Belgian Touring Car Series (BTCS), and the Belgian

GT Championship. Factually, the team won its first race on its very first outing.

“It was a nice way to begin our career as a racing team, and from there, we commenced our collaboration with Audi, first as a customer. In 2011, we represented them as a works team at the highest level of GT racing, the 24 Hours of Spa-Francorchamps, winning the race,” opens Vosse.

In the wake of such an unbelievable achievement for a young contingent, WRT added more championships to its burgeoning portfolio.

“Today, we are mainly racing in two series – the Fanatec GT World Challenge Europe with three BMW M4 GT3s, and the FIA World Endurance Championship (WEC) with four cars,

two BMW M4 GT3s in the LMGT3 category, and two BMW M Hybrid V8 cars in the Hypercar category,” Vosse prides.

ACTIVATING AUTOMOBILE ASSEMBLY

Established in 2012, WRT Manufacturing bought facilities in Baudour and began constructing Fun Cup vehicles. It then started producing for Volkswagen, and is now working with Hyundai, Toyota, and Stellantis, while the Fun Cup is still part of the portfolio.

“Fun Cup was the catalyst for our manufacturing department. It involves little cars that resemble Volkswagen Beetles, with a uniquely shaped tubular chassis and a two-litre aspirated engine,” Vosse imparts.

Kathleen Schurmans, co-CEO, W Racing Team

“OUR SUCCESS IS DUE TO OUR PEOPLE; ALL THE ENGINEERS, MECHANICS, MANAGEMENT, AND DRIVERS HAVE BEEN CHOSEN WITH A LOT OF DEDICATION”

– VINCENT VOSSE, OWNER AND CO-CEO, W RACING TEAM

“We have built 550 Fun Cup cars since our inception; at the same time, we decided to buy a small company based near Verviers and were building chassis and roll cages for different manufacturers.

“The Fun Cups are designed for racing and unsuitable for regular road use. It is a prototype model with a central single-seat position (although

it is also possible to have two seats), an excellent choice for racing enthusiasts as it offers an exciting driving experience at an affordable cost,” he continues.

Fun Cup is a racing category that originated in Belgium that has become an incredible phenomenon over the past 25 years and is widely recognised across Europe.

EME OUTLOOK: COULD YOU TELL US ABOUT YOUR CAREER TRAJECTORY AND HOW YOU BECAME INVOLVED WITH WRT?

Vincent Vosse, Owner and co-CEO: “When I was growing up in the region, I had a passion for car racing, and the famous 24 Hours of Spa-Francorchamps was always special to me. My parents used to take me there, and it was these experiences that led me to want to become a racing driver myself. I started driving anything from the age of 12, and when I turned 17, I bought a go-kart with my student earnings. That was the moment my career started to take off.

“I transitioned to single-seater Formula Ford cars in the UK, but in the mid-1990s, the regulations regarding tobacco changed, and we lost the support of Marlboro. So, I decided to change my path and switch to touring cars and GT racing. I achieved significant victories, such as winning the European Championship for Aston Martin, the 24 Hours of SpaFrancorchamps, and BTCS races for Audi.

“During my last five years of work, I formed a close partnership and sponsorship with Yves Weerts. In 2008, after he sold his company, we decided to create something together, and that’s how WRT was born.”

“AS WEERTS GROUP GRAVITATES AROUND RACING, REAL ESTATE, MANUFACTURING, RENEWABLE ENERGIES, AND LOGISTICS, WE CAN INTEGRATE THE KNOW-HOW OF THE DIFFERENT ENTITIES AND DEVISE THE MOST EFFICIENT SOLUTION”

– VINCENT VOSSE, OWNER AND CO-CEO, W RACING TEAM

Following a 13-year stint competing with Audi R8 cars, WRT switched to the BMW brand in 2023 after the Audi management team discontinued all racing programmes and aligned themselves with Formula One as it prepares to join the pinnacle of motorsport in 2026.

“I am extremely proud to have shared our time with Audi with some great drivers and people. Everything started quite small, but we became the benchmark worldwide because of our partnership with Audi and those GT cars,” Vosse declares.

NEW BEGINNINGS WITH BMW

The exciting new partnership with BMW has forged a new path, including collaboration on a full racing programme in the GT3 class and significant involvement in the new FIA WEC Hypercar class.

WRT conducted extensive testing in 2023 to prepare for competing under the BMW banner in the 2024 FIA WEC Hypercar Series.

After consulting with various manufacturers, the company decided to partner with the brand due to its established reputation. At the same time, BMW’s management team was also looking to make a comeback in the 24 Hours of Le Mans.

“We achieved great success with Audi R8 vehicles and also participated in the popular Deutsche Tourenwagen Masters (DTM) in Germany. When deciding what car company to represent for the 24 Hours of Le Mans, signing with Audi was a natural choice.

“However, after Audi decided to pull out of their racing programmes, considering the expertise of Franciscus van Meel, CEO of BMW M, and Andreas Roos, Head of BMW M Motorsport, the decision to represent BMW became clear. We won the Dubai 24 Hours with the BMW M4 GT3 in January 2023, and have begun preparing for the 2024 FIA WEC Hypercar programme,” Vosse reveals.

Andreas Roos, Head of BMW M Motorsport, with Vincent Vosse, Owner and co-CEO of W Racing Team

TITLES WON BY WRT

Over the years, WRT has collected many trophies, winning various races and titles in prestigious GT, prototype, and touring car championships worldwide. By the end of 2023, it had won more than 59 major titles, and renowned races such as the 24 Hours of Spa-Francorchamps, Bathurst 12 Hours, Dubai 24 Hours, 24 Hours of Le Mans, Nürburgring 24 Hours, Sepang 12 Hours, Suzuka 10 Hours, Zolder 24 Hours, and the FIA GT World Cup.

WRT has established a strong reputation in multiple GT3 championships worldwide. In 2021, the team moved into the Le Mans Prototype 2 (LMP2) category, expanding its competitive reach into prototype racing, winning the World and European Championships as well as the 24 Hours of Le Mans. The team now competes in the FIA WEC and the Fanatec GT World Challenge Europe, showcasing its prowess in this highly competitive arena.

MAKING A DIFFERENCE

Motorsport has been under pressure due to its environmental impact. In response, WRT has taken several steps to address the issue by committing to sustainability while remaining focused on professional engagement and promoting diversity and inclusion.

“Our strategy was developed in collaboration with an expert partner after consulting with our external stakeholders, who helped us identify and prioritise our environmental topics,” Vosse reports.

Furthermore, since the end of 2019, WRT Manufacturing has teamed up with Toyota to produce Supra GT4 cars and has already built more than 100 race cars for the category.

“We received the car shell from Toyota and then proceeded to construct the roll cage, which we

subsequently inserted into the car. After assembling it, we returned it to Toyota Gazoo Racing in Cologne. We feel privileged to work with such a reputable manufacturer and to be entrusted with building their race cars,” Vosse explains.

In 2023, WRT focused on measuring its impact and setting SMART targets for ongoing improvement, with a roadmap for actions and deadlines.

“We offset our carbon emissions each season, have sustainability policies and guidelines, and use double-life materials in every activity. Moreover, we will move to an BREEAM Excellent-rated building, meeting all

the highest criteria for sustainable impact regarding water, energy, and materials,” he details.

Additionally, environmental, social, and governance (ESG) factors are now considered in business decisions, such as procurement and partner selection. WRT is also striving to achieve FIA 3-star accreditation, which provides a framework for motorsport organisations to assess and improve their environmental performance.

“Our ESG strategy is in the ongoing development and implementation phases and sets the basis for the next three years. Part of this is achieving FIA 3-star accreditation,” assures Vosse.

Meanwhile, the team can find participating in international events such as the FIA WEC and the Intercontinental GT Challenge exacting while balancing local supplier proximity with global needs.

BMW car parts are mainly imported from Germany and Italy, but WRT Manufacturing strives to work with local suppliers for hardware and materials. This is not only due to the company’s responsiveness but also its commitment to reducing its carbon footprint.

“We endeavour to develop tools internally for racing, manufacturing, and logistics, integrating know-how from different entities to devise efficient solutions,” Vosse highlights.

POWERING PRIORITIES

WRT started small, hiring extra workers for weekend races before expanding to year-round employment.

“Our success is due to our people; all the engineers, mechanics, management, and drivers have been chosen with a lot of dedication,” enlightens Vosse.

WRT plans to use the success it has achieved in Europe to expand the boundaries of Weerts Group across the world by exploring new regions and taking its racing experience outside of Europe and into the Middle East, Africa, the US, and Asia Pacific. Similar to other divisions, WRT makes strategic investments to ensure its continued prosperity.

“What makes WRT successful

is achieving a good return on investment (ROI), which depends on having the right budget and tools. We have been making incremental investments, sometimes in materials and other times in our workforce, but both are equally important. Currently, we are investing in new facilities and plan to move there by the end of 2024.”

The team at WRT has other established priorities for the upcoming year, both on the track and in the corporate landscape.

“Our ultimate goal is to win the 24 Hours of Le Mans, which is the biggest endurance race in the world. This is our current focus and we will compete alongside BMW in the Hypercar category to contend for the top spot,” outlines Vosse.

WRT has a history of near-total dominance in every race and championship it enters, except for DTM, where it competes as privateers against manufacturers. It has consistently been successful

at the European and international levels in the GT and Touring Car Championships, as well as LMP2.

“Our company aims to maintain dominance by retaining our highly motivated workforce and continuing with our current operations, as we have done for the past 15 years,” Vosse concludes.

Tel: 0032 656 63301

info@w-racingteam.com

w-racingteam.com

Eric Kaiser, Programme ManagerRoll Cages and Paint

PIONEERING SPIRIT, INNOVATIVE ENTREPRENEURSHIP

Kromberg & Schubert remains dedicated to the integration and development of its high-quality products as it witnesses a domestic boom in the industry. Tanya Miliskovik, Managing Director, tells us more Writer: Lily Sawyer | Project Manager: Thomas Arnold

Home to strong domestic manufacturing brands such as Škoda and Dacia, and having seen a recent influx of foreign direct investment (FDI) from brands such as Mercedes-Benz, Toyota, and Volkswagen, Central and Eastern Europe has emerged as a hub of automotive production over the past three decades and an attractive investment location for global automotive suppliers.

For more than 100 years, Kromberg & Schubert has pioneered innovation

Tanya Miliskovik, Managing Director

and entrepreneurship to contribute to its continuous expansion and globalisation within the automotive space.

Specialising in the manufacture of cable harnesses, complex wiring systems, plastic parts, and custom wires for the automotive industry, the company operates across 40 locations worldwide. Kromberg & Schubert’s 50,000-strong network of global employees speaks volumes about its historical and exponential growth.

Of its domestic operations within Eastern Europe, Kromberg & Schubert boasts three state-of-theart production sites across North Macedonia and Serbia.

“Our production plant in Bitola, North Macedonia is our most experienced factory, having been in operation for 12 years. As the plant’s first employee, I have witnessed the staff base grow to over 5,300 since it was founded,” opens Tanya Miliskovik, Managing Director.

In addition to its rapidly growing team, Kromberg & Schubert is currently undertaking projects for global brands such as Daimler, Audi, Škoda, and Porsche across its Eastern European plants, which have created hundreds of jobs and contributed to the company’s ongoing expansion.

“As an outcome of the positive results here at our Krusevac plant in the last year and our successful rebranding, we have gained the confidence to acquire new projects and clients, such as BMW. We anticipate that this partnership in particular will provide an additional 800 to 1,000 new jobs,” she reveals.

Thus, despite the relative exhaustion of the labour market, economic inflation, and an influx of competition from Europe and the likes of China in recent years, Kromberg & Schubert continues to remain at the forefront of the automotive industry in the continent.

INDUSTRY EVOLUTION, EMPLOYEE EMPOWERMENT

Having faced many challenges historically, the global automotive industry continues to navigate obstacles today. These can be categorised into three groups: industry, macroeconomic, and technology.

“An influx of electric vehicles (EVs), competitive pricing, and geopolitical events such as the ongoing conflict in Ukraine have had significant effects on the wider global economy, which

also impacts activity in the vehicle market,” Miliskovik reflects.

However, in recent years, a rise in backlogged orders as a result of the COVID-19 pandemic may work in favour of the automotive industry, whilst the use of artificial intelligence (AI) is set to be the most talked about technology trend in 2024.

“Overall, the automotive industry in Eastern Europe is a very dynamic and vibrant place to be,” she details.

Over the years, Kromberg & Schubert’s deep belief in the importance of building a local brand that people are invested in has allowed the company to navigate a competitive and potentially exhausted market.

“It’s not easy to build a brand. It requires work and strategy, which is why we have internal training and development plans in place to teach technical capabilities and develop soft skills in our people, equipping them to grow both professionally and personally,” Miliskovik explains.

Kromberg & Schubert’s underlying

principles of unity, honesty, and integrity always work to ensure that its values of family, home, team, friends, and faith are prioritised. This ensures that in-house talent is cultivated before looking elsewhere for recruitment.

“As an employer, it is important for us to create a narrative that connects with our people. We believe that working for our company is fun, energising, and meaningful,” Miliskovik states passionately.

“The work of each person creates value, so it’s our ultimate goal to create a positive change in our employees’ lives. In this sense, our work will never be finished.”

EXPANSION AND PROGRESSION

Kromberg & Schubert hopes that new and ongoing projects at the Bitola plant, such as those for Audi’s B10 and C9 models, will increase the company’s competitive outlook and improve its efficiency and ergonomics.

Management team, Bitola

Management team, Skopje

“OUR PEOPLE ARE OUR SUPERPOWER, AND I AM THEIR BIGGEST FAN”

– TANYA MILISKOVIK, MANAGING DIRECTOR, KROMBERG & SCHUBERT

Management team, Bitola

In addition, it is hoped that through the application of new technologies and robotics such as automated guided vehicles (AGVs), Kromberg & Schubert will become aligned with new world trends.

Despite the growth opportunities, promotions, and influx of employees that its new and exciting projects can bring, the company remains acutely aware of the associated challenges that can arise.

“Undergoing growth requires a willingness to change, go out of our comfort zone, learn new things, and apply what we have learned over the past 12 years,” Miliskovik summarises.

For example, at its plants in Skopje, North Macedonia and Krusevac, Serbia, the implementation of a new Practical Experience Score (PES) has seen the company learn and grow as a result of continuous reporting and lean management.

Furthermore, a new industrial mechatronics curriculum at the

AN EMPOWERED WORKFORCE

At Kromberg & Schubert, values of honesty, unity, and respect are at the company’s core. In this way, the business builds an inclusive culture of trust by rewarding good performance and conduct, celebrating achievements, and ensuring the security, safety, and health of all its staff. According to internal research on its employees, Kromberg & Schubert reported that:

• 95 percent were made to feel welcome when joining the company.

• 98 percent of management were honest and ethical in their business practices.

• 90 percent are able to take time off when they consider it necessary.

• 98 percent feel like a full-time member of the company, regardless of their position.

• 98 percent feel proud to share that they work at Kromberg & Schubert.

• 95 percent care about others within the company.

• 97 percent feel good about the ways Kromberg & Schubert contributes to the community.

Technical High School, which feeds into the Bitola plant, will see Kromberg & Schubert’s new labour market trained in practical work alongside an understanding of the company’s guiding principles.

“It is rewarding to have the opportunity to empower young people and to motivate and prepare them for entry into the labour market, as well as build their confidence and a belief that anything is possible.”

Management team, Krushevac

The Golden Standard for Industrial and Commercial Catering

Elevating Taste, Redefining Standards

Since 2005, LL Gourmet has stood as a testament to the timeless art of culinary sophistication. Empowered by a strong team of 190 professionals and bustling kitchens in four strategic cities nationwide, the company stands at the forefront of culinary innovation. With a wealth of expertise in food production honed over years of dedication, and with a daily production of over 9,000 meals, the company upholds the highest standards of quality, innovation, and taste, ensuring an unforgettable culinary experience with every bite.

Revolutionising the Food Transportation Landscape

As one of the largest leading companies in the innovative processes of producing, distributing, and serving delicious and fresh food, the company has pioneered the most vital industry practices and requirements for food safety management systems. Every kitchen holds certification to ISO 22000:2018 and ISO 45001:2018 standards by the esteemed TUV NORD. By taking significant steps to ensure safer access and delivery for hot, cold, and ambient foods, the company utilised cutting-edge technology such as the Skan Box thermal food transport system. Moreover, all food distribution vehicles are equipped with Thermo King cooling devices, thus preserving the freshness of the ingredients throughout the journey.

Trusted Partnerships

Exclusively dedicated to meeting the client’s unique needs, the company proudly developed strategic collaborations with various esteemed partners. Some of the Republic of North Macedonia’s most prominent corporations stand, including Kromberg & Schubert, Gentherm, Joyson Safety Systems, Van Hool, Kiel, Vitillo, Wabtec, Magna Mirrors, Porsche and Okta.

A Taste of Compassion

The company is driven by a strong sense of social responsibility and has taken meaningful initiatives to support various marginalised groups. LL Gourmet has established a long-standing collaboration with the Church of St. Petar and Pavle in Skopje to regularly donate meals to those in need. It has also partnered with the Red Cross to provide nutritious stews to support homeless individuals. LL Gourmet has also been honoured to host special New Year’s and Christmas dinners at the Institute for the Rehabilitation of Children and Youth in Skopje for several years, bringing joy and inclusivity to the children with special needs during the holiday season.

A Unique Catering Experience

For over 15 years, the endorsed brand LL Catering has epitomised the essence of gastronomic delight, offering bespoke catering experiences tailored to the most discerning palates. With meticulous attention to detail, the team composed of food artisans and culinary maestros orchestrate every event with unparalleled creativity, refinement, and sophistication. For LL Catering, every celebration is an art form of unparalleled elegance that creates cherished memories that last a lifetime.

Nestled within the charming landscapes of the Balkans, where ancient cultures intertwine, LL Gourmet emerges as the epitome of culinary finesse, setting the golden standard for industrial and commercial catering in the heart of North Macedonia. In a country where food is an integral part of identity and traditions are deeply ingrained, LL Gourmet takes the nation’s gastronomic landscape to entirely new heights. www.llgourmet.mk

EME OUTLOOK: HOW DID YOU BECOME INTERESTED IN THE AUTOMOTIVE MANUFACTURING INDUSTRY?

TANYA MILISKOVIK, MANAGING DIRECTOR: “With a background in HR, I entered the automotive industry about 12 years ago, when FDI started coming into North Macedonia. The country was full of people, but the opportunities were limited.

“I was soon contacted by the HR Manager for Kromberg & Schubert’s plant in Bitola and tasked with recruiting and employing 2,000 people within two years. I remember thinking to myself that no one has employed so many people in the country in the last two decades, due to companies downsizing and closing their business during what was a very tough transition time in North Macedonia.

“I also thought of my parents, who were without jobs. I knew then that I wanted to be part of a project that employs many people, respects their rights, and offers stability.

“For the most part, my expectations have been met, and to this day, Kromberg & Schubert’s goal remains to be a better employer, cable manufacturer, and example for our communities through various socially responsible projects, partnerships, and donations.”

On top of its growth in project output and staff training schemes, Kromberg & Schubert has built a robust portfolio of long-term relationships with its partners and suppliers around the world.

“We have excellent cooperation with local and national institutions, as well as the regional economic chambers of commerce in North Macedonia and Serbia,” acclaims Miliskovik.

Many local companies that have historically partnered with Kromberg & Schubert are now successful businesses in their own right, and today contribute to national and regional economies in the Balkans, which pays tribute to the company’s long-standing reputation as a partner of choice within the Eastern European automotive market.

BUILDING A REPUTATION

Going forward, Kromberg & Schubert intends to continue building and growing its reputation as a reputable name within the global automotive industry.

It plans to do this by maintaining the quality and efficiency of its ongoing stable projects, whilst integrating new colleagues effectively within their respective teams across different plants.

“In Bitola, as well as finalising our recent facility expansion, we are preparing for new Audi projects. Krusevac and Skopje will see the start of new BMW

projects, whilst maintaining the quality of our Škoda and Porsche projects at the latter remains a priority,” Miliskovik explains.

As such, in addition to its new projects, Kromberg & Schubert will continue implementing lean management strategies across all its locations.

Therefore, the company’s desire to execute continued, unwavering quality across the board and maintain its high standards shines through.

“We also have a lot of team-building and motivational activities prepared, and an ambitious training plan. It’s our task to create good leaders and grow sustainably to touch more lives and make a difference,” she enthuses.

PAN-PROMET DOOEL Veles, North Macedonia - your partner in safe and comfortable transportation! A family business founded with love and dedication, in line with the highest European standards. With years of experience and commitment, we provide transportation on pre-agreed routes throughout the country and beyond. Proudly offering a wide range of vehicles including high-tourist buses, minibuses, vehicles for eight passengers, and cars to meet all our passengers’ needs. Every journey is in the hands of our professional, licensed drivers who ensure your safety and comfort. Our team comprises over 90 employees, all vital to our successful operation. We proudly present our tourist agents, drivers, dispatchers, and mechanics who work together to ensure safe and quality transportation for our passengers.

Ultimately, Kromberg & Schubert sees itself as a team across three locations, which help and support one another as it continues to grow.

“They say that the only way to live well is to live with purpose. Our purpose is to be a force for good in all the locations we serve,” Miliskovik concludes.

www.kromberg-schubert.com

With what started as a family business, has since grown into a small yet modern company which focuses on the production and electrostatic powder coating of metal elements. We are constantly developing new products and upgrading production equipment to ensure we satisfy the needs of our customers. Our team of professionals have years of experience, and always ensure they meet customer requirements. Our successful cooperation with Kromberg & Schubert has been ongoing for over 11 years. dekometa.com.mk

ENTRENCHED IN EXCELLENCE

In

an era where technological advancements and sustainable practices play pivotal roles in shaping the future of construction, Tesmec Group stands out as a leader committed to providing innovative excavation solutions. Flavio Villa, Technical Director of the Trenching and Surface Mining Division, tells us more

Writer: Lily Sawyer | Project Manager: Nicholas Kernan

Tesmec Group (Tesmec) is an innovative company motivated by a desire to grow.

As a supplier of integrated solutions for energy and data transport, rail infrastructure, trenching, and surface mining, it leverages strategic market trends, a vast portfolio of products, and state-of-the art machinery to cement its place as a multi-sector leader.

Amidst an industry boom caused by a recent push towards

digitalisation and sustainability, Tesmec has benefitted from an influx of advantageous partnerships across a range of industries. As such, its business model is focused on integration between key players.

“Working in this sector is exciting. There are so many opportunities arising, and we have what it takes to seize them all,” opens Flavio Villa, Technical Director of Tesmec’s Trenching and Surface Mining Division.

Advanced trenching and continuous surface mining (CSM) solutions are provided by the company’s Trenching and Surface Mining Division, offering clients a more efficient and sustainable alternative to traditional drill and blast methods.

“Tesmec trenchers and surface miners are recognised worldwide as the undisputed leaders in both soft and hard rock excavation,” Villa divulges.

Driven by a ‘glocal’ growth strategy that fuses globalisation with a local presence in the most strategic areas of the world, Temsec is able to reach out, identify, and meet its markets’ needs in the most effective way.

CONTINUOUS IMPROVEMENT

The acceptance and use of CSM across the mining and construction industries has increased of late and continues to grow, yet the technology is still considered niche.

Typically, CSM enables materials to be extracted one layer at a time, producing a consistently sized product that does not necessarily need to be run

through a crusher.

Tesmec’s Trenching and Surface Mining Division is poised as a leader in advanced trenching solutions such as CSM, backed by specialised equipment, a global presence, and comprehensive after-sales support.

Mining and manufacturing stand out as two key markets for the Trenching and Surface Mining Division, and as the demand for raw mined materials rises, the provision of reliable services to mining companies becomes increasingly crucial.

“Understanding the issues of every business and region, whilst being focused on safety and productivity to provide the best solution, is our mission,” Villa enthuses.

As a market leader in manufacturing specialised machinery for CSM,

Tesmec is at the forefront of an industry undergoing significant expansion. Anticipated growth in coming years is propelling the company’s evolution and driving its vision for future developments, such as the Dynamic Drive range, which is able to maximise productivity whilst minimising operation costs and is distinctive due to its unique drum design.

“I AM PROUD TO BE PART OF AN ORGANISATION THAT IS NOT ONLY SHAPING THE PRESENT, BUT ACTIVELY INFLUENCING THE FUTURE OF CONSTRUCTION THROUGH ITS COMMITMENT TO INNOVATION, SUSTAINABILITY, AND UNPARALLELED EXPERTISE”

– FLAVIO VILLA, TECHNICAL DIRECTOR - TRENCHING AND SURFACE MINING DIVISION, TESMEC GROUP

“Tesmec’s substantial investment in product development underscores its commitment to meeting the evolving needs of the mining industry,” Villa adds.

The advantages of Dynamic Drive include selective mining through improved stripping ratios, the elimination of several crushing steps, and reduced processing requirements, all of which streamline the overall process. In

addition, the technology provides increased safety, as it avoids the use of explosives.

Beyond machinery, Tesmec aims to deliver integrated value chain solutions, ensuring that its technology not only enhances operations but also transforms the entire mining process. The company’s three key pillars for future development are central to these efforts.

“Firstly, we’re spearheading digitalisation and smart mining technology to revolutionise operations. Secondly, by leveraging data analytics, we can enact a predictive approach to ensure minimal downtime and maximise uptime. Finally, we’re affirming our commitment to sustainability through electrification,” he outlines.

These ambitious targets epitomise Tesmec’s unwavering dedication to innovation, meaning the company is well-placed to shape the future of the construction industry.

PROJECTS AND PROGRESSION

Keen to highlight several noteworthy projects and investments within the organisation, Villa explains how a range of technological innovations have enabled Tesmec to address the evolving needs of the construction industry.

“Projects that emphasise digitalisation, data analytics, and electrification are key pillars of our technological advancement,” he details.

As such, Tesmec is currently engaged in a revolutionary project focused on smart trenching and smart mining, which involves the development of a fully autonomous trencher/surface miner, teleoperated to offer enhanced flexibility during the transportation phases.

“This project showcases our commitment to pushing the boundaries of automation in the construction industry,” Villa shares.

In the realm of data analytics, Tesmec is working on predictive maintenance through the development of artificial intelligence (AI) algorithms, which enable optimised performance and enhance reliability and efficiency.

Furthermore, Tesmec’s electrification plan encompasses various models tailored for specific applications, from battery electric machines for urban projects to

SMART MINING

Tesmec’s smart mining concept monitors and controls all operations from a central command room, seamlessly integrating the technology with the machine system. Autonomous operations enhance job site safety by eliminating the need for operators on board.

Tesmec’s smart mining approach unfolds in three steps:

TELEOPERATION – The operator in the control room readies the machines for job site work, taking control of one machine at a time for tramming and moving to the working location. The first miner machine is manually teleoperated to the mining site.

AUTONOMOUS OPERATION – The first miner machine then transitions into autonomous mode, before the second surface miner machine is readied for manual teleoperation to the mining site.

MONITORING AND AUTONOMY – Both surface miner machines operate autonomously, guided by GPS and smart sensors with embedded edge computing capabilities that continuously monitor all the critical functions of the machines. A smart obstacle-detection system ensures safe operation while the operator diligently monitors the job site from the control room.

THE PERFECT FIT. ENGINES

DESIGNED TO MEET THE NEEDS OF YOUR MACHINES

hybrid electric equipment for other applications such as cross-country pipelines.

“Hard rock excavation is wired into Tesmec’s DNA. The key differentiators between us and our direct competitors arise from the technical solutions we work hard to develop,” Villa summarises.

A SUSTAINABLE BUSINESS MODEL

Tesmec places significant emphasis on sustainability across all its operations, including its Trenching and Surface Mining Division.

In terms of environmental responsibility, the company is well known for its low emissions and reduced noise levels compared to traditional excavation methods.

This is, in part, achieved through its e-Sidecut technology, which represents a significant breakthrough in excavation technology.

“Powered entirely by electricity, e-Sidecut offers not only unparalleled performance, but a more environmentally friendly and sustainable alternative for excavation operations. With zero emissions and low noise levels, e-Sidecut is the epitome of green innovation,” Villa tells us.

Tesmec is continuously exploring ways to improve energy efficiency and reduce resource consumption throughout the lifecycle of its products, from manufacturing to operation and maintenance.

TESMEC’S TRENCHING AND SURFACE MINING DIVISION - AT A GLANCE

Tesmec’s Trenching and Surface Mining Division boasts a comprehensive range of specialised equipment, including: CHAINSAW TRENCHERS – Capable of excavating trenches up to 7.5 metres (m) deep or over 2m wide in a single pass.

ROCK HAWGS – Utilised for precise surface excavation, offering high productivity and minimal environmental impact.

MICRO-TRENCHERS – Offering precise and efficient trenching capabilities in confined spaces.

MECHANICAL LAYING SYSTEMS – A fully integrated solution for mechanised underground cable installation.

Also available in Tesmec’s standard trenchers and CSM range are:

TRENCHTRONIC – A proprietary machine control system designed to enhance trencher usability, increase productivity, and reduce dependence on operator skills.

RE.M – A remote monitoring platform that empowers customers to optimise fleet usage, improve diagnostics, and plan preventive maintenance effectively.

TRENCHINTEL – A satellite guidance system based on differential GPS technology for trenchers and surface miners, offering automatic machine steering and excavation depth control.

SMARTTRACKER – Automatically collects as-built data during trenching, eliminating the need for survey stakeouts.

TRENCHERS RADIO CONTROL (TRC) – A full radio control system enabling lineof-sight operation, replicating cabin functions and information.

TRCM – A radio control system that safely streamlines digging tool maintenance.

DETECTION AND MAPPING SOLUTIONS – Enabling 3D mapping of both below and above-ground environments.

COMELF SA, member of the UZINSIDER SA group, manufacturer of earthmoving equipment, railway equipment and equipment for the energy industry, is a company listed on the Bucharest Stock Exchange since 1995.

COMELF is a supplier for TESMEC SpA Italy of Chassis and Bogies for railway equipment and Components for earthmoving machines (chainsaw trenchers).

We are strategic suppliers in various fields:

• Earthmoving equipment, for which we have been producing components for over 25 years, for various companies.

• Complex products in the energy field, Components for gas power plants and Housings for engines and generators, in collaboration with the most important companies in the field.

• Complex stainless steel products in the field of Energy, Rail and Food.

We hold the main Certifications in the field in which we operate: ISO 9001:2015; ISO 14001:2015; ISO 45001:2015; EN 15085; EN 3834-2; EN 1090-2; EN 1090-3 and Quality Certificate AQAP 2110 in accordance with NATO requirements.

Comelf continuously invests in staff training, digitalization, high-performance technology and renewable energy.

Phone: +40 263 234462 | comelf@comelf.ro | www.comelf.ro

In addition, Tesmec invests in continuous R&D to advance sustainable technologies and collaborates with industry partners, research institutions, and government agencies to drive innovation and promote sustainability within the value chain.

Regarding corporate social responsibility (CSR), Tesmec adheres to ethical standards and promotes community well-being wherever it operates by actively engaging in community development projects, education, and partnerships with local organisations.

“Our commitment to responsible business practices and sustainable development is exemplified by our

“TESMEC’S SUBSTANTIAL INVESTMENT IN PRODUCT DEVELOPMENT UNDERSCORES ITS COMMITMENT TO MEETING THE EVOLVING NEEDS OF THE MINING INDUSTRY”

–

FLAVIO VILLA, TECHNICAL DIRECTOR - TRENCHING AND SURFACE MINING DIVISION, TESMEC GROUP

compliance with international standards and regulations,” he continues.

The company maintains certifications such as ISO 14001 for environmental management and ISO 9001 for quality management. Last year, the company was awarded with the Sustainability Award as one of the

100 most sustainable companies in Italy.

In essence, Tesmec’s commitment to sustainability permeates its corporate culture, guiding its innovation, operations, and relationships with stakeholders.

“Through environmentally responsible practices, innovative

solutions, and CSR initiatives, Tesmec aims to contribute positively to the planet and society while delivering value to customers and shareholders,” Villa enthuses.

SHAPING THE PRESENT, INFLUENCING THE FUTURE

Tesmec’s dedication to revolutionising trenching and surface mining has positioned it as a beacon of efficiency, safety, and environmental stewardship.

The company takes pride in the fact that its solutions not only meet industry standards, but exceed them, reflecting its unwavering commitment to quality.

“The ethos of Tesmec is embedded

in our solutions, which go beyond mere functionality. Our legacy in redefining rock trenching and surface mining speaks volumes of our ability to adapt and excel in an ever-evolving construction landscape,” Villa reflects.

As Tesmec continues to make significant strides globally and across various industries, its focus remains on pushing the boundaries of what is possible.

“Whilst Tesmec remains at the forefront of innovation, consistently contributing to the advancement of excavation technologies, we look forward to continuing this journey and creating a lasting impact on the industry.”

Thus, Tesmec emerges as more

than just a provider of machinery, but as an architect of progress, driving positive change and setting new standards for excellence in excavation.

“I am proud to be part of an organisation that is not only shaping the present, but actively influencing the future of construction through its commitment to innovation, sustainability, and unparalleled expertise,” Villa concludes.

OF UNCREWED TECHNOLOGIES TITANS

As a global leader in cutting-edge uncrewed vehicle technology, IDV Robotics is at the forefront of innovation in robotics and autonomous systems. Dr Geoff Davis, Managing Director, highlights how the company intends to become an indispensable aid to the defence and civil sectors in the UK and internationally

Writer: Lucy Pilgrim | Project Manager: Thomas Arnold

From its base in the Midlands, IDV Robotics is leading the development of uncrewed ground vehicles and autonomus vehicle technology for use in a wide range of defence and security applications. Over the years, it has worked closely with the UK Ministry of Defence (MoD) to discover how Robotics and Autonomous systems (RAS) can transform the future of the battlefield.

“The UK MoD has been a very good customer for us over the years. We’ve been a trusted research partner working particularly closely with the Defence Science and Technology Laboratory (Dstl) as well as other parts of the UK MoD on the development of uncrewed vehicles and associated robotic and autonomous systems technologies,”

introduces Dr Geoff Davis, Managing Director.

The business activity was first established in 2008 as a research activity within MIRA, a UK-based research, engineering, and development company that was experimenting with autonomous vehicle technology at the time. This was just after the renowned Defense Advanced Research Projects Agency (DARPA) challenges and the spike of interest and activity in uncrewed vehicles.

“Whilst initially automotive focused, we soon identified the opportunity for the defence sector and the team participated in a UK-based competition with its autonomous vehicle technology, known as the MoD Grand Challenge, subsequently winning an award for best use of

autonomy,” Dr Davis explains.

For the project in question, the company designed a small, autonomous vehicle that was used to demonstrate the potential of autonomy in a mixed environment.

Following the success of this operation, IDV Robotics began converting donor vehicles with uncrewed technology so they could be operated remotely or by teleoperation, further proving the potential of the technology in a defence environment.

In 2010 the company experienced a key turning point in its trajectory when the team was awarded a contract to help develop uncrewed vehicles for use by the UK MoD in Afghanistan.

Known as Project Panama, the team and its technology were instrumental in building a fleet of vehicles for detecting improvised explosive devices (IEDs) that were causing many casualties for the armed forces at the time.

“As part of a bigger, protected mobility fleet of vehicles for route clearing, this project was vital to building our relationship and reputation for uncrewed vehicles with the UK MoD.”

“It was our spotlight moment; this is when we became acclaimed for uncrewed vehicle technology and our capabilities really grew and accelerated,” comments Dr Davis.

Upon completing Project Panama, the company commenced various R&D exercises for the MoD and other overseas clients, developing uncrewed systems for existing military vehicles and subsequently for its own dedicated uncrewed ground vehicle platform, which has subsequently

evolved into the VIKING vehicle. Using the autonomous control equipment that has been developed, refined, and tested during this period, the VIKING vehicle is capable of operating remotely or autonomously, beyond the line of sight, and executing critical missions and tasks as required by the user.

MIRA was then sold to the HORIBA Group to become HORIBA MIRA. Subsequently, the decision was made to extract the uncrewed

EME OUTLOOK: TO WHAT EXTENT ARE IDV ROBOTICS STAFF A VALUABLE ASSET, AND HOW DO YOU RECOGNISE THEIR CONTRIBUTIONS?

Dr. Geoff Davis, Managing Director: “Our employees are incredibly valuable, as without them, we don’t really exist. We’re a small company, so each staff member plays a critical role.

“We value all our employees as some areas are very difficult to recruit in, such as artificial intelligence (AI), autonomous vehicle capability, and software development.

“As we grow, we intend to maintain our start-up atmosphere and environment to try and make the company a positive, enjoyable place to work that brings out the best in each individual.”

“WE ARE A HIGH-TECH, HIGH-VALUE COMPANY WITH INCREDIBLY BRIGHT PEOPLE WHO ARE DEVELOPING TECHNOLOGY THAT COULD REALLY MAKE A DIFFERENCE TO ANY NATION’S DEFENCE CAPABILITY”

– DR GEOFF DAVIS, MANAGING DIRECTOR, IDV ROBOTICS

ground vehicle business from the organisation to become its own entity, eventually becoming a part of Iveco Defence Vehicles (IDV) in February 2023, now known as IDV Robotics.

DEVELOPING THE DEFENCE SECTOR

Based in Northern Italy, IDV is a specialist defence vehicle manufacturer and a division of the Iveco Group. Whilst headquartered in Italy, its footprint spans the rest of Europe, as well as North and South America.

“With a long history in the supply of a wide range of military vehicles, IDV is now witnessing the growing interest in uncrewed vehicles in a defence environment and the increased opportunity for more capable ground vehicle solutions.

“In parallel, the company has been growing its international presence and has historically had little activity in the UK market. Combined, these factors made the

case for investment in what is now IDV Robotics,” contextualises Dr Davis.

As a small to medium-sized enterprise (SME), IDV Robotics currently comprises 30 employees and is projected for progressive growth, both in the domestic market and abroad, by building teams with its parent company.

“We’ll be looking to expand into other markets, including the US, so that in a few years we will have

capable teams outside the UK to enhance our reach and engagement with global customers.”

The company’s decided growth into the international market begs the question – what is the UK Government’s industrial strategy to enhance the capabilities of defence uncrewed technologies and support the growth of the industry?

“We are a high-tech, highvalue company with incredibly bright people who are developing technology that could really make a difference to any nation’s defence capability. Due to its incredibly high value, there’s huge potential for the UK to build expertise and industry in this space and become a market leader,” highlights Dr Davis.

This is particularly pertinent given the defence sector has received a huge amount of international interest in recent years. The opportunities afforded by uncrewed vehicle technology not only have the potential to make the MoD more effective and efficient, but also to save lives.

THE IMPACT OF THE CONFLICT IN UKRAINE

The recent conflict in Ukraine demonstrates the continued need for the application of uncrewed technologies on land, in the air, or at sea.

“The world has been watching Ukraine and seeing how uncrewed technologies are being utilised, as people adapt and learn how to maximise their potential,” emphasises Dr Davis.

As such, international powers have been reevaluating their investment in defence, which demonstrates a recognition that uncrewed technology offers huge potential to make armed forces more effective while keeping people safe and saving lives.

“WE APPRECIATE THE FLEXIBILITY OF THE REGIONAL SMES THAT WE WORK WITH; THEY HAVE BEEN VERY PROACTIVE IN HELPING US QUICKLY EVOLVE TO OUR EVER-CHANGING

– DR GEOFF DAVIS, MANAGING DIRECTOR, IDV ROBOTICS

“It means that vehicles can undertake dangerous tasks where you wouldn’t want a member of your team

ENACTING A LONG-TERM

Dr Davis has witnessed the UK MoD become very active in recent years in the R&D of uncrewed vehicles, which has allowed IDV Robotics to support the development and trial of the technology, culminating in the 2022 publication of its robotics and autonomous systems (RAS) strategy.

Yet, despite the spike in activity, there has been a recent slowdown in the UK as priorities and finances are

allocated elsewhere.

“As a result, we’ve really noticed that European nations and other NATO allies are catching up. Some of them are increasingly active in uncrewed vehicle technology – investing in R&D programmes and trials.

“As the technology, understanding, and expertise improves, we expect to see nations looking to use this technology as part of their regular operations. I don’t expect to see fully autonomous unbounded solutions being deployed in the immediate term, as the technology is not sufficiently mature, but there are many use cases where autonomy can be effective.

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“Our challenge is to identify these scenarios and have a laser focus on developing the technical solutions. Once usage in these scenarios starts to increase, confidence will improve, the technology will accelerate, and we can expect to see wider acceptance. So, whilst the UK has been active to date, I do fear that it risks dropping behind,” highlights Dr Davis.

CREATING UNSTOPPABLE TECHNOLOGY

IDV Robotics is heavily invested in the latest innovations and enabling technologies such as AI, sensor, and computing capabilities. The company

works hard to remain at the forefront of this rapidly changing industry.

For example, computational technology, which is key to the future success of uncrewed vehicles, can become obsolete every 18 to 24 months, with the next generation of technology becoming more capable and powerful.

A key driver of change in computational hardware is the growth of AI, which IDV Robotics is embracing to improve the performance of its uncrewed systems.

“We use AI to ensure our autonomous technology is the best it can possibly be, as well as integrating

vehicles with payloads that allow us to achieve some very interesting capability,” adds Dr Davis.

A particular specialism of the business is its unique, patentprotected technology that allows it to operate in a global navigation satellite system (GNSS) denied environment. This means that when a vehicle loses connection with GPS, the vehicle is still able to locate itself.

As an SME, the company would not be able to achieve its technological expertise without a solid and flexible supply chain consisting of both local and international partners.

Unfortunately, much of the

computing hardware and sensor technology utilised by IDV Robotics is supplied from outside the UK, as there are limited options for this equipment, which is a sad reflection on the UK supply chain.

However, for the more traditional platform elements, such as the vehicle chassis and powertrain, the company has a predominantly UK-based supply chain.

“We appreciate the flexibility of the regional SMEs that we work with; they have been very proactive in helping us quickly evolve to our ever-changing needs,” Dr Davis tells us.

When looking towards the coming

year, IDV Robotics has three main priorities. Firstly, the company wishes to continue to evolve its technology, improving the performance and cost-effectiveness of its uncrewed solutions.

Secondly, the company wants to enhance its successful presence overseas, winning major contracts across the EU and widening its customer base.

Finally, given IDV Robotics’ journey in recent months and its growth plans, the business endeavours to create the best working environment possible under new ownership.

“We ask ourselves: how do we

continue to invest and create the best working environment to make this a place where people really want to work,” closes Dr Davis.

info@idv-robotics.com

www.idvgroup.com

PRODUCTIVITY PARTNERSHIP FOR A LIFETIME

As an innovative, customerengaging business with a global reach and expansive product line, Ammann Czech Republic is poised to seize opportunities to ensure the company’s continued success. We speak to Marian Stadler, Managing Director, to learn more

Writer: Lauren Kania

Project Manager: Nicholas Kernan

Since its establishment in 1869, Ammann Group has built a strong reputation as a global innovator.

Founded by Jakob Ammann in Madiswil, Switzerland, family values and principles have been a core part of the millwright company’s DNA since inception, with six generations of Jakob’s ancestors having continued to run the business during times of prosperity, economic depression, conflict, and newfound freedoms.

Located in the picturesque foothills of the Orlické Mountains in Nové

Město nad Metují, Ammann Czech Republic was initially known as Stavostroj before being acquired by the group in 2005, further strengthening its position on the global market.

“The history of our production plant dates back decades as one of the best Czech engineering companies. Our machines were known on all inhabited continents, participating in the construction of prestigious facilities, such as the F1 circuit in Turkey,” opens Marian Stadler, Managing Director of Ammann Czech Republic.

“By incorporating Stavostroj into its structure, Ammann Group acquired a comprehensive range of compaction technology of all weight categories, and we were able to provide machines to Western Europe, Africa, Asia, and the US.”

As part of the world’s largest producer of asphalt and bituminous mixture plants and light compaction technology, Ammann Czech Republic has been able to absorb the production of key components for asphalt plants alongside the production of compaction equipment in the strong Czech economy.

Additionally, due to the company’s continuous efforts to optimise its production processes, the team was able to generate thousands of square metres (sqm) of free space by gradually introducing the principles of lean production. This space is now where the production of components for asphalt plants is currently taking place.

This commitment to customers, employees, and innovative solutions has been prevalent throughout the history of the company and its many evolutions.

LEADING FOR GENERATIONS

Stadler has an intimate connection to the manufacturing industry, as his parents worked in factories while he was growing up.

“It might sound a bit strange, but I personally like the smell of the factory environment. Even as a small boy, I often visited my parents at their workplace. The noise of machines and the smell of oil created an inimitable atmosphere,” he recalls fondly.

This personal connection to the sector not only fuels Stadler’s passion towards the perpetually evolving work, but also his desire to ensure that the company continues to thrive within the Czech Republic and abroad.

“I find the current engineering industry particularly exciting due to rapid technological advances and opportunities in automation, artificial intelligence (AI), and energy efficiency. This environment gives people the opportunity to realise themselves and apply their talents and abilities in practice,” he expands.

Specifically, Ammann Czech Republic has an important position in the Czech Republic, as the engineering industry has an extensive history within the country. Providing hundreds of individuals with stable work in a flourishing sector and thereby contributing to the wellbeing of their families and the region’s development is something that the company prides itself on.

“A significant fact is that the development and production of heavy compaction technology has remained concentrated in Nové Město nad Metují until this day,” insights Stadler.

“WE DO OUR BEST TO OFFER OUR CUSTOMERS SUPERIOR FLEXIBILITY, CARE, AND SERVICE AT THE BEST POSSIBLE PRICES”

– MARIAN STADLER, MANAGING DIRECTOR, AMMANN CZECH REPUBLIC

Recognising this position, the company makes it a priority to be a contributing member of the community as much as possible, a sentiment that also extends to the staff who encompass Ammann Czech Republic.

“Together with my fellow managers, we strive to create an environment of open communication where employees feel heard and can share their ideas and opinions,” notes Stadler.

The company strongly supports investing in people development, as it ensures employees have the

opportunity to expand their skills and better understand the reasons to make changes and optimisations within the factory, ultimately allowing the company to actively support its workers for a brighter, more productive future.

A PROVEN PATH

Ammann Czech Republic’s position in the field of compaction construction machinery is by no means simple. Currently, the company sits among the top five global players, with products that cover the entire roadbuilding process.

This includes light compaction, soil and asphalt compaction, asphalt pavers, asphalt mixing plants, and concrete mixing plants.

Currently, the company is working to maintain its success in an evertightening competitive environment through a variety of endeavours, one of which is investment in the automation and robotisation of the production process.

“Today, it is no longer only about increasing labour productivity by replacing human work with machines,” explains Stadler.

With fewer qualified workers on the labour market and fewer individuals willing to be employed in a factory setting, investing in modern robotic workplaces is proving to be promising in areas such as metal welding, painting, and sheet metal bending.

Additionally, the company is looking towards further innovation in the world of digitisation.

AMMANN GROUP AT A GLANCE

FOUNDED in 1869

OVER 3,000 employees globally

650 STAFF working in Nové Město nad Metují, making it one of the most important employers regionally

20 GROUP COMPANIES with nine manufacturing facilities

A DISTRIBUTION NETWORK with over 200 outlets in more than 100 countries

PRODUCTS AND FACILITIES including asphalt plants, concrete plants, light equipment, retrofit, soil and asphalt compactors, asphalt pavers, and automation and software solutions

“ABOVE ALL, WE HAVE A TREASURE AT OUR DISPOSAL – PASSIONATE EMPLOYEES WHO CARRY THE INCREDIBLE KNOWHOW ACQUIRED OVER DECADES, WHICH THEY HAVE ALREADY DEDICATED TO THE COMPANY”

– MARIAN STADLER, MANAGING DIRECTOR, AMMANN CZECH REPUBLIC

“We expect that investing in digitisation will bring many benefits, such as an increase in the efficiency of both production and office activities and more accurate monitoring of various data, which will ultimately help us to make faster and more informed decisions,” states Stadler.

“Digitisation will also improve our interaction with customers and thus our ability to provide an even higher level of service and care.”

There are always exciting advances

being made at Ammann Czech Republic, from new product launches to innovations at its R&D centre.

This is what has allowed the company to become a world-leading supplier of mixing plants, machines, and services to the construction industry with core expertise in road building and transportation infrastructure.

A GREEN PATH FORWARD

“Sustainability is a part of our DNA,” enthuses Stadler.

Ammann Czech Republic’s commitment to sustainability is evident. For example, a line of its asphalt mixing plants includes ‘recycling’ in the name and reuses asphalt previously milled from the road.

At other times, the connection is less apparent – though still substantial.

This includes the sophisticated systems built into machines that help rollers reach desired asphalt compaction goals in fewer passes, thus minimising fuel burn and

associated toxic emissions.

Additionally, electrification is another area that the company is exploring further.

“We currently have an all-electric machine for asphalt compaction, which is already attracting customers on the European continent. Thanks to the development of this machine, we have gained valuable experience and new competencies,” expands Stadler.

Alongside this, in 2024, the Czech production unit will be ISO 14001-certified in environmental management.

As the company continues to invest and grow over the coming years, Ammann Czech Republic’s main priority is to modernise its internal processes.

“My personal ambition is to overcome the current habits and paradigms that have formed here for years, to transfer the company into the 21st century in terms of the level of internal processes, and show that

it makes sense to further develop production in the Czech Republic,” concludes Stadler.

Although much has changed over the course of 150 years, what is truly remarkable is what has stayed the same.

To this day, Ammann Group continues to partner with customers and strive to understand their needs, cultivate technology to deliver innovative solutions, provide sustainable products that deliver productivity while protecting the environment, and develop internal teams that transform an idea into a problem-solving product. www.ammann.com

HEALTH IS WEALTH

As a leading supplier of consumer and specialist pharmaceuticals worldwide, Angelini Pharma is dedicated to improving its patient’s quality of life whilst perusing exemplary clinical and non-clinical research

Writer: Lily Sawyer | Project Manager: Cameron Lawrence

Marketed in over 70 countries, employing around 3,000 people worldwide, and with a reported turnover of €1.2 billion in 2022, Angelini Pharma (Angelini), the pharmaceutical division of Angelini Industries, emerges as a global giant of the industry.

The company originated as a small pharmaceutical laboratory in Italy almost 100 years ago and can now be considered a healthcare leader, particularly in the fields of mental health, brain health, and epilepsy.

Angelini’s extensive R&D capabilities are wide-reaching, and the company is particularly committed to researching new paediatric treatments. Meanwhile, the company boasts a thriving consumer health segment, with especially successful over-the-counter (OTC) brands worldwide.

Angelini prides itself on having powerful public-private partnerships with recognised academic institutions around the world, whilst, as part of its globalisation strategy, it has also focused on developing its products in countries with high growth potential.

Driven by its vision to develop an innovative, leading European pharmaceuticals company that makes a noticeable difference to its patients’ lives, Angelini realises its ambition by cultivating strong collaborations with research institutions, maintaining valuable partnerships with its strategic allies, and investing in a robust growth pipeline.

ADVANCED RESEARCH, PROGRESSIVE PARTNERSHIPS

Angelini boasts over 50 years of expertise in medical R&D. From its own laboratories to collaborating with leading scientists worldwide, the company’s research output ranges from the discovery of new molecules to the development of novel OTC pharmaceutical products.

As a result of its internalised philosophy of improving patient health and quality of life, Angelini places high importance on supporting independent clinical and non-clinical trials by providing funding and research services.

FAMILY I HEALTH I WEL L NESS

We are dedicated to enriching people's lives through health & \Vellness

Wassen ®

THE MINERAL EXPERTS

Inspired by nature's minerals, we provide scientifically selected, sustainable and ethically sourced nutritional supplements. Since our foundation in 1982, Wassen has been pioneering the link between good quality nutrition and health. Our expert formulators continue to use the latest scientific understanding to develop natural, ethical, and premium quality supplements that you can rely on.

THE ESSENTIAL FATTY ACID EXPERTS

Efamol has been pioneering the importance of Essential Fatty Acids for over 40 years. Our specialised formulations reflect the latest findings from research, and we have a dedicated team who are responsible for reflecting scientific advances in our new product development programme. We have more published Essential Fatty Acid research on our products than any other brand.

SELENIUM ACE+O

What makes Wassen International a leading producer of branded and joint branded supplements and minerals?

· Research – Our product portfolio contains products that are well known for their efficacy including Efamol Evening Primrose Oil, Efalex Brain Formula and Efamol Active Memory, all of which have been extensively researched over four decades and are recommended by healthcare professionals globally.

· History and Global Network – Our global network of long-standing international distributors are ambassadors for our brands, working in partnership with us for over 40 years, building our reputation as a trusted company in the industry.

· End-to-End Service – We offer an end-to-end service from conception to turnkey product, including product formulation, regulatory and quality assurance, GMP approved manufacturing, packaging design, batch testing, and even support in selling and marketing products where desired. This comprehensive approach ensures that every aspect of the product development process is meticulously managed, resulting in high-quality supplements that meet consumer expectations.

· Partnerships – We nurture long-standing partnerships with suppliers and researched ingredient manufacturers. These partnerships ensure access to high-quality raw materials and innovative ingredients that contribute to the efficacy of our products.

· Expertise – We work with internal and external expert product formulators, including registered nutritionists and medical professionals, who are adept at creating formulations that meet the

needs of our customers. Additionally, our active relationships with industry bodies signify our commitment to adhering to industry standards and best practices.

How passionate is Wassen International about the role of food supplements in supporting health and well-being?

At Wassen International, we are passionate about helping people to live happier and healthier lives. We believe quality health is built on the strong foundations of proper nutrition, sound sleep, regular exercise, and reduced stress. These elements are all interlinked, and it is our mission to educate and support our consumers on their journey to better health goals. Our range of mineral and essential fatty acid health supplements has been formulated by experts, always based on research, and designed to support different health needs, ensuring our consumers can always find a supplement to enhance their well-being

How do your expert formulas supplement vital nutrients often missing from modern diets?

We recognise the concerning trend of mineral decline in food due to factors such as:

· Prioritising convenience over nutritional content - In today’s fast-paced world, dietary habits often prioritise convenience, leading to a shortfall in essential vitamins, minerals, and essential fatty acids.

· Soil depletion – 33 percent of the Earth’s soils are already degraded, and over 90 percent could become degraded by 2050.

· Food processing methods - With modern diets highly reliant on ultra-processed foods.

As a result of mineral decline, even individuals with seemingly balanced diets may not be obtaining adequate levels of essential minerals from their food alone.

Wassen: mineral supplements for life’s adventures, formulated with carefully selected minerals essential for health and well-being

To address this challenge, with our Wassen brand we focus on formulas with carefully selected minerals that are essential for overall health and well-being. By supplementing with our products, individuals can ensure they are receiving their daily requirements for vital minerals and relevant vitamins, specific to a range of different health needs.

Efamol: leading the research and development of Essential Fatty Acid supplements

Efamol, which stands for Essential Fatty Acid Molecule, focuses on essential fatty acids, including Docosahexaenoic Acid (DHA), Eicosapentaenoic Acid (EPA), and GammaLinolenic Acid (GLA).

From a DHA perspective, our supplements offer a targeted solution to address the shortfall of this essential omega-3 fatty acid in modern diets, particularly among individuals who do not consume enough oily fish. DHA is a crucial component of brain and eye health, with research indicating its importance in cognitive function, cardiovascular health, and overall well-being. Fundamentally, our expert formulas serve as a reliable solution to supplementing vital nutrients often missing from modern diets, providing individuals with a convenient and effective way to support their overall health and well-being.

With over 40 years of expertise in product formulation, why have your food supplements stood the test of time?

· Research-Backed Formulations – A central reason for our success is our unwavering commitment to research-backed formulations. Efamol, our essential fatty acid supplement brand, remains the most researched brand in this field globally. Wassen is well known for its trailblazing Magnesium OK supplement which supports women of all life stages with its unique combination of researched ingredients.

· Strategic Partnership – Our strategic partnership with Boots, the UK’s largest pharmacy brand, has been instrumental in our success. By being available in Boots stores, our products have gained widespread accessibility and visibility, reaching a broad spectrum of consumers who rely on Boots for their healthcare needs.

· Loyal Distribution Partners – We have a network of loyal distribution partners with links to healthcare professionals around the world from Europe and Africa to Australasia and North America. Thanks to their dedication, commitment, and belief in the efficacy of our brands, our supplements are improving the lives of consumers globally.

· Testimonials – Our loyal consumers tell us how our products have “changed their lives”, demonstrating the effectiveness of our products and the trust and confidence that our partners and consumers worldwide place in our brands.

info@wassen.com

wasseninternational.com

Clinical investigator-initiated trials (IITs) and non-clinical researchinitiated studies (RIS) play a crucial role in generating new hypotheses, addressing data gaps, and answering medical and scientific questions.

Two essential drugs that have emerged out of Angelini’s research are topical anti-inflammatory benzydamine and anti-depressant trazodone. Benzydamine is a locally acting nonsteroidal drug with local anaesthetic and analgesic properties for pain relief and alleviating inflammatory conditions, whilst trazodone is an oral medication used to treat forms of depression, anxiety, and insomnia.

Benzydamine and trazodone, alongside other Angelini products, are commercialised worldwide as a result of licencing and export agreements with over 40 global partners, including ThermaCare®, a key consumer healthcare brand, which Angelini acquired the global rights for in March 2020.

The company continues to cultivate strong partnerships with research institutions and global suppliers, which serves to maintain its formidable reputation.

PROGRESSIVE PAEDIATRIC CARE

With a strong belief in the concept of patient care, Angelini’s areas of therapeutic interventions are not limited to small molecules. Its fundamental R&D on molecular appropriate targets is also relevant to non-pharmacological interventions and medical devices, and widely aimed at advancing patient care, whilst implementing a therapeutic approach to patient needs.

As such, Angelini is particularly committed to paediatric healthcare, from newborns to adolescents, noting the key differences between developmental stages. Thus, much of the company’s R&D is concerned with the development of novel drug formulations based on the paediatric patient’s age, growth stage, physiological condition, and treatment-specific needs.

ANGELINI’S VALUES AND CORE BEHAVIOURS

VALUES

ETHICS AND RESPONSIBILITY: Angelini takes care of its employees, patients, and consumers. It is committed to ensuring sustainable economic development, safeguarding the environment, and the communities in which it operates.

PERFORMANCE: Each employee is responsible for achieving Angelini’s overall goals. The company seeks excellence, constantly sets ambitious goals, and faces challenges with determination and resilience.

INNOVATION: Angelini encourages the development and testing of new solutions and challenges the status quo. It manages complexity in a world that is constantly changing and makes choices to enable the growth of the company.

ENGAGEMENT: Angelini is positive, motivated, and open to new perspectives. It promotes collaboration, values skills, and rewards merit. It shares and celebrates the company’s successes and the achievements of its people.

CORE BEHAVIOURS

ACT RESPONSIBLY: Acting with trust, respect, and transparency.

EXCEL EVERY DAY: Achieving goals with urgency and striving for excellence without compromising on quality or safety.

BE A FORWARD-THINKER: Experimenting with and delivering new solutions with speed and simplicity.

ACT WITH COURAGE: Speaking up and challenging the status quo, giving and accepting feedback.

BE A TEAM PLAYER: Working together in high-performing, diverse teams.

BE PASSIONATE: Working with passion, energy, and positivity.

SUSTAINABILITY. HOLISTIC synergy

EURPACK ITALIAN LEADER IN PACKAGING PRODUCTION SINCE 1912

Da Vinci depicts the concept of balance with the 'man, earth and cosmos' golden ratio, where Nature adopts the principles of beauty and elegance. Eurpack promotes a detailed analysis of the entire packaging life cycle: production, packaging and transport; through an increasingly sustainable vision to generate and strengthen shared and circular value.

To develop and deliver innovative paediatric methodologies and treatments effectively, Angelini actively partners with a broad spectrum of professionals, institutions, research networks, and working groups. Notably, this includes the Italian Network for Paediatric Clinical Trials (INCiPiT) and the European Child and Adolescent Psychopharmacology Network (ECAPN).

MAKING A DIFFERENCE

The brain, the body’s most complex organ, contains over 100 billion neurons and around 50 chemicals. Thus, Angelini believes that taking care of the brain means looking after the entire person.

This belief drove the company to commit to improving brain health as one of its primary care outputs, and it continues to believe that working in the field of psychiatric and neurological diseases is the real health challenge of today.

Central nervous system (CNS) disorders, such as depression, bipolar, and schizophrenia, and neurological disorders such as dementia and epilepsy, are statistically proven to be the leading cause of premature death in many high-income countries across Europe. This is why Angelini has worked tirelessly for over 50 years to prioritise treating brain health.

The company seeks new solutions and invests in research to improve the quality of life for patients with mental health and neurological disorders. It works to dispel false myths by investing in projects and initiatives that combat social taboos that still weigh on those suffering from poor mental and neurological health.

For example, HEADWAY, a project initiated in 2017 in partnership with The European House – Ambrosetti, aims to design a roadmap and provide a comprehensive overview of brain health in Europe. The project focuses on social as well as economic aspects.

In addition, Lampi, a short film

ENVIRONMENT, HEALTH, AND SAFETY (EHS) GOALS

Angelini has established macro-objectives to ensure the safety of its workers. The company periodically reviews these objectives to ensure their relevance and continuously improve the performance of its management systems. Angelini’s EHS goals include:

• Promoting safe behaviours and reporting dangerous behaviours to prevent accidents.

• Improving accident rates through the implementation of protection and prevention measures, and working to identify the root cause of accidents.

• Maintaining an open dialogue with contractors and suppliers, and committing them to implement EHS standards consistent with this policy.

• Guaranteeing an adequate level of health in the workplace by ensuring that workers’ occupational exposure is always suitable in relation to the level of risk of substances handled.

• Reducing direct and indirect environmental impacts, adopting the best available technologies, and encouraging virtuous behaviour with particular attention to:

– Containment of the waste produced, favouring recycling or recovery.

– Containment of energy consumption and water resources.

• Encouraging all employees to actively participate in the achievement of EHS objectives by strengthening communication and awareness.

presented by Angelini, is aimed at raising brain health awareness and tackling the stigma surrounding it, whilst the company set up harmoniamentis.com to provide accurate and correct information on mental health, based on Angelini’s belief that circulating information is the first step in combating prejudice.

Through its actions, Angelini promotes its goal of standing by those who suffer from poor mental health and leaving no one behind.

CONSUMER HEALTH

In recent years, Angelini has noted a rise in its patients becoming increasingly active in their own health management.

A rapid boom in the sales of OTC and self-medication is set to continue in the coming years, which will see the promotion of autonomy and

proactivity within patients managing their own health.

Angelini places the needs of its patients at the centre of everything it does. Therefore, guided by a strong belief in patient empowerment, Angelini continues to strive towards achieving growth as a market-leading pharmaceutical business that invests in research for consumer health.

Thus, the company cultivates close partnerships with its highly diversified OTC drug portfolio, including medications to treat children, adults, women, and the elderly.

Angelini believes that the widespread, responsible promotion of self-care can play an important role in improving European economies, productivity, and patient wait times. Therefore, the company provides guidance for some of the best ways to self-treat common illnesses.

For example, the common headache, which has burdened Europe for years, can be treated through OTC medication. Treating headaches quickly and effectively with self-administered, cost-saving OTC remedies can improve economies whilst preventing patients from a predisposition to more severe associated illnesses.

In addition, female intimate hygiene can be effectively managed by consumer self-care. Simple OTC medications can be used to effectively maintain female intimate hygiene, preventing the possibility of more complex associated health issues such as human immunodeficiency virus (HIV), human papillomavirus (HPV), herpes simplex virustype 2 (HSV-2), and trichomoniasis.

Angelini also recognises that upper respiratory tract infections (URTIs), such as the common cold, are some of the most widespread illnesses in the population, and the leading cause

of people missing work or school. In most cases, URTIs are self-limiting and can be managed at home.

SOCIETY AND THE ENVIRONMENT

Alongside its healthcare commitments, Angelini places high importance on its social, environmental, and economic performance – a perspective that is closely aligned with the company’s mission to care for and build a better future for all.

Angelini is committed to establishing an open and constructive dialogue with its stakeholders and follows international principles such as the universal Global Reporting Initiative (GRI) standards. As such, it has developed a sustainability report that integrates environmental, social, and governance (ESG) factors into its management and corporate governance systems.

A dedication to social issues

has always been intrinsic to the company, as has the well-being of its local community. Thus, in recent years, Angelini has closely monitored the effects of corporate actions on society and the environment, as well as associated risks and opportunities, to pursue continuous improvement in ESG-related areas.

In terms of diversity and inclusion, Angelini prides itself on caring for its people as much as its patients.

The company benefits from a diverse workforce, whose willingness to work together and share their life experiences and goals is a source of pride. Angelini’s overall aim is to create an empowering workplace that guarantees real inclusion with equal opportunities which enables its staff to fulfil their professional potential.

Notably, Angelini seeks to foster an inclusive environment where everyone feels welcome and valued, which aligns with the company’s overall values of inclusivity.

JAPANESE ROOTS BUILDING EUROPEAN FOUNDATIONS

With a fusion of Japan’s past and present threading through Takenaka Europe, Deputy General Manager Gebhard von Krosigk discusses how international cooperation is the key to success

Writer: Rachel Carr | Project Manager: Jordan Levey

Düsseldorf, a German city known for blending tradition with postmodernity, is unsurprisingly the headquarters of familyowned Japanese construction and engineering company Takenaka Europe, who began its operations there in 1973.

With a history of more than 400 years in Japan and over 50 years of construction experience in Europe, the company’s roots make it unique in today’s market.

BUILDING FOUNDATIONS

“As internationally operating architects, engineers, and general contractors, we represent economic and ecological design, constructing buildings with quality planning and engineering services,” opens Gebhard von Krosigk, Deputy General Manager of Takenaka Europe.

600 employees span 13 European countries, with 90 members of the workforce distributed between Düsseldorf, Frankfurt, and Hamburg.

“Our primary focus is industrial projects such as production and warehouse buildings, R&D centres, and offices, although we now also concentrate on residential buildings in Eastern European countries.

“We generally execute design-build projects for our clients, which means we undertake them from the first idea

“ONE OF OUR PRIMARY GOALS IS TO INCORPORATE SUSTAINABILITY MEASURES IN OUR PROJECTS AS MUCH AS POSSIBLE”

– GEBHARD VON KROSIGK, DEPUTY GENERAL MANAGER, TAKENAKA EUROPE

until they are handed over. During this time, we ensure that certified processes and construction standards are of the highest level,” outlines von Krosigk.

In Germany, an example of a typical Takenaka Europe R&D project is Daikin Chemical’s Technical Research Centre in Dortmund, a high-quality, functional, and unique 6,500 square metre (sqm) office and laboratory space.

However, the company’s focus is not only on first-rate results but also sustainability. SMC Deutschland GmbH’s new 20,000 sqm production warehouse combines concrete and timber structures to reduce building loads for an environmentally-friendly building.

“One of our primary goals is to incorporate sustainability measures into our projects as much as possible,” he states.

BUILDING LONGEVITY

The construction industry is undergoing challenges across the continent, but Takenaka Europe has numerous large projects in the booming Southeastern region, including Hungary, Serbia, and Slovakia.

“The market in Germany is still struggling, but we hope that the giga projects of Intel, TSMC, and Northvolt will change this situation,” expresses von Krosigk.

Fortunately, Takenaka Europe exhibits many attributes that distinguish it from the competition, but one of the main points of difference is that the company provides a fully integrated designbuild service.

“We combine architecture, technical building engineering, and construction so that our clients have one single point of contact for the

whole project. This model saves time and fixes costs earlier than the traditional design-bid-build service.

“Furthermore, design and construction activities can overlap, resulting in faster completion of the whole project,” von Krosigk asserts.

In addition to the differences during the project execution stage, Takenaka Europe maintains long-term relationships with customers and is also responsible for projects far beyond the expired warranty period.

“This strategy has Japanese roots, which subsequently emphasises the satisfaction and trust of our customers and enables us to cultivate lasting alliances.”

Equally important to Takenaka Europe are partner and supplier relationships, which are indeed one of its top priorities.

“As with our clients, the basis of the relationships is trust, and we

are keen to establish permanent connections. Takenaka Europe has in-house specialists such as architects, engineers, and construction managers, but we don’t have blue workers, meaning our projects are carried out with subcontractors, some of whom we have been working with for over 20 years,” von Krosigk explains.

THE BENEFITS OF JAPANESE ORIGINS

Takenaka Europe’s experience and knowledge of Japanese construction influence its Eastern European projects.

Spanning 17 generations, Takenaka’s set of values symbolises the company’s history. Its management philosophy is to ‘contribute to society by passing on the best works to future generations’, meaning people can enjoy sustainable buildings completed to a high standard.

TAKENAKA EUROPE TIMELINE

Today, Nagoya in Japan is crisscrossed with ultra-modern highways and beautiful modern edifices. However, its architecture began to take shape in 1610 when shrine and temple builder Tobei-Masataka Takenaka created the basis for the company.

As the family business continued, it built some of the first Western-style buildings in Japan during the second half of the 19th century, most of them in Nagoya. In 1899, the 14th-generation head of the family, Touemon Takenaka, travelled to Kobe and founded Takenaka Corporation. In 1958, the foundation constructed the Tokyo Tower which, at 333 metres, was the tallest building in Japan at the time.

The European success story began in 1973 with its first project, the GermanJapanese Centre and Hotel Nikko in Düsseldorf. Since then, Takenaka Europe has earned an ISO 9001 accreditation for its quality systems as well as ISO 14001 and ISO 24001 accreditation for its health, safety, and environment (HSE) system, along with numerous awards.

At the turn of the millennium, Takenaka Europe collaborated with Japanese architect Shigeru Ban to build the Japanese Pavilion for the Hanover Expo. After constructing and designing iconic landmarks and completing many projects while focusing on a sustainable approach, the company entered the residential building market in 2021.

Always mindful of its roots, Takenaka Europe has adapted and reinterpreted modern requirements to ensure that its legacy persists, preserving an important cultural heritage for future generations.

It does this by promoting both in-house and external workforce training with selected EU employees who are experiencing the “spirit” of the parent company for themselves on location in Japan.

“Our company in Japan established a quality management system (QMS) in 1950 and has continually improved it. This system translates its practices into concrete steps and directs internal processes,” von Krosigk tells us.

All of Takenaka Europe’s branches work according to the Japanese QMS, ensuring the smooth and customerorientated implementation of each project. At the headquarters in Japan, employees are intensively trained by being involved in numerous largescale jobs for different building types from various industries.

“Consequently, when sent to Europe, the Japanese staff incorporate their experiences into their management roles here,” insights von Krosigk.

Fire protection engineering office

Understanding that optimised fire protection is more than safety, HAMACHER - Engineering Office for Fire Protection is dedicated to creating innovative and economical solutions. These solutions seamlessly integrate into both the architect's vision and design as well as the functional requirements of the client. We leverage years of expertise in planning and implementing fire protection concepts that are both functional and economical.

With our many years of experience, underpinned by a large number of successfully realised projects from historic renovations to modern new builds, we are able to master even the most complex challenges. We go beyond compliance with standards and strive to holistically optimise the safety, aesthetics, and functionality of the building by working closely with our clients to deliver compelling, safe, and innovative fire safety solutions.

Customized Fire Protection Concepts for Every Project

Our team of experienced engineers and fire protection experts works closely with architects and building owners to develop customized fire protection solutions that meet the specific requirements of each project. From holistically analysing existing measures to planning and implementing innovative concepts for new builds and conversions, we ensure that every detail is taken into account.

Innovation and Safety Hand in Hand

Long-term Partnerships for Continuous Optimization

By utilising the latest technologies and methods, we are able to provide fire protection solutions that not only comply with building regulations but also preserve the architectural integrity of your project. Our solutions are designed to create sustainable safety without compromising design.

Our aim is to build long-term relationships with our customers and continuously support them in improving fire protection in their buildings. From the initial consultation to supporting building utilisation - we are always by your side as a reliable partner.

Discover how we can enhance your projects with customised fire protection solutions. Our many years of experience and in-depth expertise make us a reliable partner for all fire protection-related questions. Open and transparent communication is particularly important to us, and we are always available to our customers as a competent partner.

The Japanese management style permeates most aspects of Takenaka Europe’s operations; however, the projects in particular benefit from an experienced team. Additionally, the management at Takenaka Europe, together with the Japanese mother company, has set up a training programme that runs twice a year.

Each time, 20 colleagues from various European offices are sent to Japan to visit the headquarters in Tokyo, the research centre, and current construction sites to learn more about the company’s philosophy and mode of operation.

CONSTRUCTING COMPANY VALUES

As a family-owned company, Takenaka Europe is a unique and more conservative employer. Moreover, staff members must be open to particular working procedures and Japanese culture.

“When employees have this

foundation, they will become part of the family with a friendly atmosphere, both in each independent branch and between all European branches,” notes von Krosigk.

All employees receive extensive training at the beginning of their Takenaka Europe journey, after which they assume direct responsibility for their tasks.

“Our strategy for empowering employees and recognising their contributions is the combination of trust and a hospitable atmosphere.”

Across the branches, various activities are offered, such as making Christmas presents for underdeveloped countries, participating in charity runs, or taking part in city clean-up initiatives.

“In Germany, as part of our environmental, social, and governance (ESG) practices, we have started to change our company cars into electric vehicles (EVs), as well as using the train more often,

EME OUTLOOK: CAN YOU TELL US ABOUT YOUR CAREER TRAJECTORY IN THE CONSTRUCTION INDUSTRY?

GEBHARD VON KROSIGK, DEPUTY GENERAL MANAGER: “I have always been interested in architecture and civil engineering, even in my formative years.

“I obtained a Diplom-Ingenieur in structural engineering and steelwork before beginning my career as a structural engineer at SAG Energievesorgungslösungen GmbH. During this time, I deepened my knowledge and mainly worked in Germany, with one project taking me to Finland.

“After gaining four years’ experience, I changed to the structural steelwork department of Hitachi Power Europe, which later became Mitsubishi Hitachi Power Systems Europe. Within 12 years, I managed the structural steelwork projects of different power plants in South Africa and Poland. During this time, I was sent to Japan for six months as an expert in earthquake-resistant structures to support an Indonesian project.

“The dramatic change in the energy sector was the basis for my decision to switch from the project management of power plants to the management team of Takenaka Europe. Meanwhile, I have been responsible for the German branch of the company for over five years.”

“AS INTERNATIONALLY OPERATING ARCHITECTS, ENGINEERS, AND GENERAL CONTRACTORS, WE REPRESENT ECONOMIC AND ECOLOGICAL DESIGN, CONSTRUCTING BUILDINGS WITH QUALITY PLANNING AND ENGINEERING SERVICES”

– GEBHARD VON KROSIGK, DEPUTY GENERAL MANAGER, TAKENAKA EUROPE

and reducing our use of air travel for national business trips.

“We guide our clients to consider environmentally-friendly buildings with a reduced CO2 footprint,” von Krosigk points out.

Takenaka Europe’s main goal for 2024 is to remain strong in its current position while the construction market continues to address challenges.

“We will take the opportunity to further invest in important steps, such as developing our building information modelling (BIM) capacity, training an in-house ESG Manager, and increasing cross-border communication within Takenaka Europe’s architecture, engineering, and construction workforce to increase the quality of services in our offices,” von Krosigk concludes.

Tel: +49 (0) 211-16794-0

info@takenaka.de

www.takenaka.eu

Home to 55 percent of the region’s largest telecommunications markets and expected to create over 25,000 internet-related jobs by 2023, Saudi Arabia’s digital landscape is growing. Amjad Al Omar, General Manager of Sariya Information Technology, a leading provider of value-added digital services and solutions, explains how the company is ideally placed to benefit

PERSPECTIVE A NEW

Boasting the largest and fastestgrowing information and communication technologies (ICT) market in the Middle East, and attracting global interest from multinational providers, Saudi Arabia’s digital services sector continues to boom.

“The ICT and digital services sectors in Saudi Arabia and the Middle East are both fascinating and demanding, propelled by lofty aspirations, technological developments, and a dedication to digital transformation,” opens Amjad Al Omar, General Manager of Sariya Information Technology (Sariya IT).

Established in 2002, Sariya IT is motivated by its commitment to providing a different perspective on digital distribution services.

As a member of the Al Kuhaimi Group, a multidisciplinary national organisation, Sariya IT oversees two central businesses: Sariya Distribution, which continues its heritage of excellence by offering fast distribution and value-added services to address the changing needs of businesses in the digital arena, and SINAM International IT, which specialises in providing digital systems integration services with high quality and safety.

Writer: Lily Sawyer | Project Manager: Liam Pye

“We aim to meet the needs of companies and institutions in Saudi Arabia’s technological field,” Al Omar expands.

Collaborating with local and international vendors and selling value-added products and services to customers through channel partners, Sariya IT is able to offer its services to a variety of industries, including finance, healthcare, government, and telecommunications (telecoms).

The company is headquartered in Dammam with wide-reaching

EME OUTLOOK: WHAT ARE YOUR KEY PRIORITIES FOR THE COMING YEAR?

Amjad Al Omar, General Manager:

“As General Manager of Sariya IT, my top priorities, aims, and goals for the following year are vital to the company’s success.

“I will mostly focus on building better business alignment, creating dynamic and flexible teams, investing in more artificial intelligence (AI) and data products, solutions, and services, improving customer experiences, ensuring supply chain resilience, and developing and retaining talent.”

branches across Riyadh, Jeddah, Dubai, Abu Dubai, Cairo, and Amman, with over 200 employees across the company. As such, Sariya IT contributes significantly to Saudi Arabia’s growing ICT sector.

A SOURCE OF PRIDE

Due to its vast capabilities and unparalleled technological know-how, Sariya IT takes pride in its ability to share its expertise by collaborating with industry giants on innovative and exciting projects.

The company’s distribution business, Sariya Distribution, is the primary national supplier of high-speed servers, networking equipment, and other services. Recently, it has been heavily involved in the installation and setup of a cloud centre project for Alibaba Cloud, Saudi Arabia’s major telecoms provider.

“This project is significant because Alibaba Cloud plays a critical role in improving cloud computing capabilities in Saudi Arabia, benefitting enterprises, entrepreneurs, and the entire digital environment. It’s a source of pride to be involved in this project’s success,” Al Omar outlines.

“DIFFERENTIATION ISN’T JUST ABOUT BEING DIFFERENT; IT’S ABOUT PROVIDING VALUE THAT RESONATES WITH CUSTOMERS AND PARTNERS”

– AMJAD AL OMAR, GENERAL MANAGER, SARIYA IT

In addition to its work with Alibaba Cloud, Sariya IT’s technical and presales teams collaborated with Aldress Petroleum and Transport Services (Aldress) to design an Internet of Things (IoT) and cybersecurity solution.

“The project’s main goal was to consolidate and simplify security services, and manage various security aspects through a single pane of dashboard,” he continues.

The project was unique for Sariya IT in that it involved so many branches. Furthermore, during the project, the company dealt with and overcame numerous challenges when connecting Aldress’ more remote branches.

DIFFERENTATION IN DISTRIBUTION

Sariya IT believes that its distinct perspective on distribution services can help it stand out from the competition.

“By identifying client demands and adapting services to meet market gaps, analysing competitors’ distribution channels to collaborate with similar businesses, and prioritising the client experience, we are able to create a unique value proposition,” Al Omar exemplifies.

Thus, by remaining agile and adapting to changing dynamics within the market, Sariya IT is able to maintain a competitive edge.

“We deeply understand our partners’ and end-users’ interests. By maintaining a high-quality product and offering services beyond simple distribution, we’re able to stay on top of our game,” he continues.

Moreover, Sariya IT utilises technology to streamline its procedures and customise its services, whilst developing partnerships with manufacturers and retailers by implementing creative delivery methods. Its customisable pricing and focus on partner enablement initiatives only serve to strengthen these relationships.

SARIYA INFORMATION TECHNOLOGY AT A GLANCE

The company provides the following digital services and solutions:

• Security consulting

• Secure architecture design

• Concept experiment and proof

• Software installation and implementation

• Technical support and service level agreements (SLAs)

• Training and certifications

• Cyber security services

• Big data services

• Cloud computing

• IT consultations and advanced digital services

“We aim to highlight our distinctive qualities to effectively recruit potential clients,” Al Omar elaborates.

Going forward, to maintain its competitive edge, Sariya IT aims to continue to evolve and differentiate its client offering.

“Differentiation isn’t just about being different; it’s about providing value that resonates with customers and partners.”

PARTNERING FOR A PROACTIVE FUTURE

Sariya IT believes that partners, suppliers, and staff play crucial roles in the success of any business –including its own.

“Collaborating with partners can result in shared resources, increased market reach, and new solutions, whilst partnerships give organisations access to complementary knowledge, technology, and networks,” Al Omar reflects.

In addition, Sariya IT understands that suppliers can contribute to a company’s value chain, which influences overall efficiency competitiveness.

In terms of its staff, employees are considered Sariya IT’s most valuable

resource. Employee engagement, professional development, and motivation are therefore key drivers of the company’s overall productivity, creativity, and customer satisfaction.

“Staff loyalty, retention, and development have a direct impact on any company’s long-term performance,” he explains.

As such, Sariya IT deeply believes that a dedicated team, alongside alliances and effective supplier relations, are critical components for achieving long-term commercial success.

Tel: +9661 384 35125

sariya-it@sariya-it.com

sariya-it.com

Sariya IT management and staff

To round off each issue, we ask our contributing business leaders for their views on the same question

WHAT NEW IDEAS IN YOUR INDUSTRY EXCITE YOU?

Joffrey Thelliez

Head

of Business Development, Kreiss

“Road transport is following the world, and every day is new and exciting. It is up to all of us to make it better, with more efficiency, new technologies, and more green transport solutions.”

Gavin Smith Managing Director, Pizza Pilgrims

“Following the significant shift the COVID-19 pandemic caused in hospitality, I see more educated and demanding guests shaping how we will serve them. Team members also demand more and work differently, and Pizza Pilgrims will lead in that space.

“I also think the role of tech and artificial intelligence (AI) will be significant in enabling businesses

such as ours to stay ahead of the curve. From digital loyalty and payment technology to the use of vertical farming in London, we have many innovations we are excited about that are adding value to our already exceptional business.”

Gunnar Egill

Sigurðsson CEO,

Samkaup

“We are very interested in automating our processes to create more valuable jobs within the food retail sector and e-commerce in the coming years.”

Tanya Miliskovik

Managing

Director, Kromberg & Schubert

“The automotive industry is undoubtedly coming out of one of the most challenging

periods in history. We are also living in exciting times with the increased adoption of electric vehicles (EVs), more car manufacturers introducing Internet of Things (IoT) features, the development of hydrogen-powered cars, and more.

“There are also new players on the global scene. Chinese and Indian car makers and original equipment manufacturers (OEMs) have begun marketing their products overseas in the EU, where long-standing brands are losing market share.

“Additionally, in the midst of these shifts, vehicle ownership models are changing. Millennial consumers have a diminished interest in vehicle leasing or ownership, but show a much greater willingness to utilise rideshare services and use more electric scooters and bicycles.”

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